HomeMy WebLinkAbout2019-04-11 2019 Budget Narrative - Final2019 FINAL BUDGETCOUNTY OF NEWELL
COUNTY OF NEWELL, ALBERTA, CANADA
2019 Final Budget 2
Table of Contents
INTRODUCTION ............................................................................................................................................. 3
GFOA Award for Distinguished Budget Presentation ................................................................................................................... 3
Community Profile ....................................................................................................................................................................... 5
Organization Profile ..................................................................................................................................................................... 6
Vision, Mission & Guiding Principles ............................................................................................................................................ 7
Budget Policy and Principles ........................................................................................................................................................ 7
Accounting Practices .................................................................................................................................................................... 8
EXECUTIVE SUMMARY .................................................................................................................................. 9
Budget Planning Priorities and Issues ........................................................................................................................................ 10
Budget Highlights ....................................................................................................................................................................... 10
Revenues .................................................................................................................................................................................... 11
Expenditures .............................................................................................................................................................................. 13
Staffing Summary ....................................................................................................................................................................... 17
Tangible Capital Assets Summary .............................................................................................................................................. 18
Debt Summary ........................................................................................................................................................................... 19
Restricted Surplus Summary ...................................................................................................................................................... 20
BUDGET BY FUNCTION ................................................................................................................................ 22
General Government ................................................................................................................................................................. 23
Legislative .................................................................................................................................................................................. 24
Administration ........................................................................................................................................................................... 27
Corporate Safety ........................................................................................................................................................................ 33
Fire & Emergency Services ......................................................................................................................................................... 35
Bylaw Enforcement .................................................................................................................................................................... 40
Fleet Services ............................................................................................................................................................................. 42
Roads, Streets, Walks & Lighting ................................................................................................................................................ 44
Airport ........................................................................................................................................................................................ 48
Water ......................................................................................................................................................................................... 49
Wastewater ................................................................................................................................................................................ 52
Waste Management................................................................................................................................................................... 54
Family and Community Support Services (FCSS) ........................................................................................................................ 55
Planning & Development ........................................................................................................................................................... 56
Agricultural Services (ASB) ......................................................................................................................................................... 59
Community Services ................................................................................................................................................................... 65
Economic Development ............................................................................................................................................................. 67
Subdivision ................................................................................................................................................................................. 68
Recreation .................................................................................................................................................................................. 69
Parks & Programs ....................................................................................................................................................................... 71
Library ........................................................................................................................................................................................ 73
APPENDICES ................................................................................................................................................ 74
Appendix I – 2019 Tangible Capital Asset Budget Items ............................................................................................................ 75
Appendix II – Financial Plan (MGA 283.1) .................................................................................................................................. 76
Appendix III – 10 Year Capital Plan (MGA 283.1) ....................................................................................................................... 77
Appendix IV – Purchasing Policy ................................................................................................................................................ 78
Appendix V – Investment Policy ................................................................................................................................................. 91
Appendix VI – Tangible Capital Assets Policy ............................................................................................................................. 95
Appendix VII – Restricted Surplus Policy .................................................................................................................................. 100
Appendix VIII – Strategic Priorities ........................................................................................................................................... 104
Appendix IX – Glossary ............................................................................................................................................................. 105
Produced by the Finance Department in cooperation with all County departments. The County of Newell 2019 Budget is
available online at www.countyofnewell.ab.ca.
2019 Final Budget 3
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, 2018. 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.
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2019 Final Budget 5
Community Profile
Population (2016): 7,524 Increase in population (from 2011): 5.4% Median Age: 38
Unemployment rate: 7.1% Median Household Income (2015): $90,880 Number of Farms: 668
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. CP 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 24,000. The largest urban
communities in the region are the City of Brooks and
the Town of Bassano. The County has a positive
working relationship 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
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 County and its municipalities.
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. With a younger
work force and average farm receipts in the range of
$100,000 to $249,999, 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 30,000 wells in the
County, which accounts for half of all wells in Alberta,
and 37% of all wells in Canada. Approximately 170
production and service companies employ 4,000 to
5,000 people in the energy sector in the region.
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.
Agriculture
Oil & Gas
Tourism
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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 made up of a Reeve and 9 Councillors who are elected for
a four‐year term.
Reeve: Molly Douglass (Division 9)
Councillors: Clarence Amulung (Division 1) Kelly Christman (Division 6)
Hubert Kallen (Division 2) Ellen Unruh (Division 7)
Anne Marie Philipsen (Division 3) Brian de Jong (Division 8)
Wayne Hammergren (Division 4) Tracy Fyfe (Division 5)
Lionel Juss (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 municipal 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.
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Vision, Mission & Guiding Principles
Vision
To encourage and support sustainable growth and quality of life
Mission
The County of Newell, through leadership and policy, provides services, structure and stability.
Guiding Principles
Seeking cooperation with individuals, governments, and organizations
Planning for the future growth and development of the municipality
Striving for the long‐term financial stability of the municipality
Supporting the development and sustainability of a strong infrastructure
Providing services in a consistent and efficient manner
Preserving land for agricultural use
Promoting open communication between staff, Council and the public
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, department heads, staff
and the public and takes into account current economic conditions, provincial policy changes and service needs
within the County. Strategic priorities (Appendix VIII), as set by Council and management, 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 16, 2018 Council direction provided at budget planning meeting
October 1, 2018 Deadline for departmental budget submissions to Finance for review
October 19, 2018 Draft budget issued for Council review
November 1, 2018 Council review of interim budget with Senior Management
December 6, 2018 Council approval of interim budget
April 11, 2019 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.
Balanced Budget
The County of Newell, under the Municipal Government Act, 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.
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Policies
The County has policies in place which govern expenditures, investments, tangible capital assets and restricted
surplus funds. A copy of these policies is included in the Appendices.
Purchasing Policy
The County ensures that consistent procedures are followed for purchases through Purchasing Policy 2018‐PAD‐051
(see Appendix IV) 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 2014‐PAD‐032 (see Appendix V). This policy
has as its objectives 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 2014‐PAD‐055 (see Appendix VI)
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 2017‐PAD‐062 (see
Appendix VII), 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.
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 2019
budget has been prepared on this basis.
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 activities 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.
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EXECUTIVE SUMMARY
The Municipal Government Act requires Council to adopt a budget for each calendar year. This document provides
the supporting information for the 2019 Final Budget, which was approved by Council on April 11, 2019.
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 2019 Final
Budget includes a net transfer of $45.7 thousand to restricted surplus to balance the budget.
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Budget Planning Priorities and Issues
Service Levels: The 2019 Budget places priority on maintaining current service levels for the majority of the services
provided by the County and appropriate levels of re‐investment in the County’s infrastructure. Service level
enhancements are proposed for Corporate Safety Services which will extend their services to regional partners.
Contribution to Paving Provincial Highways: The County entered into a 50/50 cost‐sharing agreement with the
Province in 2017 to pave secondary highways 535, 873 and 876. The projects are being managed by the County.
The County’s total contribution to the project is an estimated $17.2 million and will be funded from restricted surplus
funds. Work on the projects began in 2018 with an anticipated completion date in 2020. $4.35 million has been
carried forward in the 2019 budget and $6.55 million in the 2020 forecast year for these projects and is included in
Transfers to Organizations
Provincial Policy Changes: Recent policy changes at the Provincial level have been considered throughout the
budget process. Work continues towards the mandatory Intermunicipal collaboration objectives of the Modernized
Municipal Government Act. The County will continue collaborating with the other municipalities in the region in
2019 to explore the potential of a regional governance and service delivery model.
The 2019 Final Budget also includes the long‐term financial (Appendix II) and capital plans (Appendix III) required
under the updated Municipal Government Act.
User Pay Philosophy: Water and wastewater rates have increased by approximately 3%. These rate increases
continue the trend of shifting the responsibility for utility system costs to the direct beneficiaries of the systems and
away from the general property tax payer.
Budget Highlights
Net municipal property tax increases have been limited to an overall increase of 0.75%, which raises an additional
$250 thousand over 2018 budgeted amounts.
Operating expenses are budgeted to increase by $523 thousand in 2019, after normalizing expenses by removing
the County’s transfer to the Province for paving secondary highways, an increase of 1.86% over the 2018 final
budget. The most significant decreases are due to removal of transfers to other local governments which occurred
in the previous year.
Tangible capital asset expenditures are budgeted at $6.84 million. Debt principal repayments of $5.2 million will be
made and restricted surplus funds are expected to increase by $45.8 thousand.
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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 0.75% in 2019.
Special levies include local improvement taxes
and, prior to 2017, also included recreation levies.
Local improvement taxes will vary depending on
the local improvement projects being completed
in any given year. Recreation levies were
eliminated in 2017 and replaced with a 0.50 mill
increase to the municipal tax rate across all
assessment categories.
Sales of goods and services includes fees
based on usage. Fees 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 bylaw
enforcement and corporate safety services to
other municipalities within the region.
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Grants for operating include various grants
received from other levels of government used
to support operating activities. Significant
grants expected to be recognized in 2019
include a $183,000 agricultural service board
grant, MSI operating grant of $182,676 and
$18,000 fire services training grant.
Grants for capital include various grants
received from other levels of government used
to invest in capital projects. Federal gas tax
fund grant funding of $861 thousand is
expected to be applied to the County’s gravel
road shoulder pull program in 2019. The
County also expects to receive MSI funding for
projects which have been completed
previously and funded internally in advance of
MSI capital grant receipts. As of December 31,
2018, the County had accrued MSI funding
receivable of $2.6 million for previously
approved and completed projects.
Other revenue this category includes gains and
interest earned from the County’s investments as
well as other recovered costs and miscellaneous
revenues.
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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 final
budget includes a 2.0% cost of living increase 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.
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Transfers to organizations include transfers made to
recreation boards, urban fire departments, library
boards and other local municipal governments.
Insurance proceeds received for the fire at the
Duchess Soccer Centre were transferred to the
Village of Duchess in 2015 ($1.1 million) and account
for the large variance in actual figures for 2015.
Regional Water assets held in trust for Newell
Regional Services Corporation (NRSC) were
transferred to NRSC in 2017 and account for the
large spike in that same year. In 2018 the County
partnered with the Province to pave secondary
provincial highways at an estimated cost of $19.8
million. A portion of these funds were expended in
2018 and the balance has been carried forward for completion in 2019 and 2020.
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 and other items not
included in any of the expense categories described
above. A policy change in 2016 resulted in $1.1
million being included in other expenditures related
to a one‐time payroll expense recognizing the value
of non‐union employees accrued sick time.
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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
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. No new debt issues
are planned for 2019.
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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.
2019 Final Budget 17
Staffing Summary
The final budget includes a net overall increase of 1.75 full‐time equivalent employees (FTE). Corporate Safety will
add one FTE Safety Officer to meet the current workload of the department and extend safety services to regional
partners, an additional 0.25 FTE and 0.50 FTE has been added to provide for succession planning for the Manager of
Planning & Development and an Agricultural Technician respectively. Detailed personnel lists and changes from
2018 budget are included as part of each department’s budget detail.
2019 Final Budget 18
Tangible Capital Assets Summary
The 2019 budget provides for tangible capital asset (TCA) acquisitions in the amount of $6.84 million which 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 summarized in
Appendix III.
TCA acquisitions are funded from a combination of grants, 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. New vehicles,
machinery and equipment are funded from general tax revenues.
2019 TCA Budget by Department
2019 Final Budget 19
Debt Summary
Debt levels are projected to decrease by $5.2 million to $9.6 million outstanding by the end of 2019 as regular
payments on outstanding debt are made. The County remains below its 2018 debt limit of $60.3 million and will
have the majority of its debt paid by 2024. 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.
Estimated principal and interest repayments are due as follows:
2019 Final Budget 20
Restricted Surplus Summary
The County’s Restricted Surplus Policy 2017‐PAD‐062 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 for a number of reasons including:
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
Projected restricted surplus fund balances and the purpose for each fund is summarized below.
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.
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.
2019 Final Budget 21
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.
Unexpended Budget Appropriation Fund
Established to provide funds for specific programs and projects included in the budget but not completed by year‐
end in order to avoid double taxation on these items. The unspent portion of the annual budget pertaining to the
specific program or project being carried forward must be approved by Council.
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.
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.
Paving Fund
Established to build funds to be used specifically for paving County roads. Funding is provided through a special
paving tax assessed annually at a mill rate of 0.5000 to all applicable properties in the County. These funds must
be used for paving projects as outlined in the Municipal Government Act (MGA) section 386(1).
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.
Recreation Fund
Established to build funds for future replacement, or new construction, of recreation facilities within the region of
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.
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BUDGET BY FUNCTION
The County divides its operations by the various functions which provide services throughout the County. The
budgets by function that follow summarize the services and programs provided by each function, as well as key
accomplishments of the current year and key priorities for the coming budget year.
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.
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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 as
well as the Newell Foundation.
Mill rates on residential and non‐residential properties have been adjusted in 2019 to raise approximately the same
amount of municipal tax revenues as 2018. Farmland mill rates have been increased again in 2019 as the County
continues to increase the share of the Agricultural Services budget that is funded by farmland property taxes.
2019 Final Budget 24
Legislative
SERVICES AND PROGRAMS PROVIDED
GOVERNANCE
The Legislative function provides for the direct costs of operating Council and a variety of committees. Council is
responsible for setting direction, establishing organizational priorities, approving policies and allocating resources
through the annual budget approval process.
The geographic area encompassed by the County of Newell consists of 10 electoral divisions which are represented
by one elected Councillor who must reside within the Division. Councillors serve for a period of four years between
elections.
The title for the Chief Elected Official for the County of Newell is “Reeve”. That individual is elected by Council during
the organizational meeting following the local election and on an annual basis thereafter. In addition to the election
of the Reeve and the Deputy Reeve, appointments to a variety of Council committees also occur during the annual
organizational meeting. By virtue of their election as a Councillor, each member of Council also serves as a Fire
Guardian and is a Commissioner for Oaths.
Attendance at Council meetings is required unless otherwise excused. Members of Council must vote on all matters
being considered by Council unless they have a clear conflict of interest on a particular 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.
LEGISLATIVE STATISTICS & PERFORMANCE MEASURES
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2019 Final Budget 26
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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 DEPARTMENT
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 $70 million dollars in investments is provided to maximize returns
and provide additional income to the County;
Accounts payable processing;
Payroll coordinates the production of three different payroll groups paid on a bi‐weekly basis and
maintains benefits records for over 100 staff members.
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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 by Assessment services on an annual basis and each
residential property is specifically reviewed on a five‐year rotation. Assessment information can be used
in grant funding formulas. Assessment services also answers queries from rate payers and responds to
assessment appeals.
Managing an insurance program that sustains the Municipality’s ability to deliver services to the
community.
Managing debt – long‐term debenture financing is typically coordinated with the Alberta Capital Finance
Authority.
Managing Grants – researching available Provincial and Federal grants/funding, working with other
departments within the organization to coordinate eligible projects and submitting annual expenditure
reports
KEY 2018 PRIORITIES/ACCOMPLISHMENTS
Submit the 2018 Final Budget for GFOA’s Distinguished Budget Presentation Awards Program
o Received GFOA’s Distinguished Budget Presentation Award for the 2018 Budget document
Update purchasing policy
o Updated policy reviewed and approved by Council in July
Excellence in Financial Reporting
o Unqualified audit opinion
o Received GFOA’s Canadian Award for Financial Reporting for the 2017 Annual Financial Report
Draft an asset management plan and related policies
o Asset management policy has been drafted and approved by Council
o Asset management plan is in progress
Promote ebilling to customers
Promote EFTs for payables to vendors
Implement new budget software
o Questica budget software was implemented and in use for 2019 budget year
Implement financial planning requirements of the updated MGA
o 2019 budget includes the financial and capital plans required by the updated MGA
2019 KEY PRIORITIES
Work with IT to develop custom SQL budget reports in Questica
Promote ebilling to customers
Assist with developing detailed asset management plan
Make residential assessment details available to ratepayers
Assist with analysis of opportunities for regionalization of services
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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. Department Mantra: IT, with confidence
IT PROGRAMS AND SERVICES
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 – 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 of Newell, 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. The County has three backups they maintain. On‐
site backup of production data, off‐site backup of data only, and off‐site backup of applications and data. In addition,
the County’s IT department is responsible to ensure that hosted applications have adequate backups on their hosted
site.
2014 2015 2016 2017 2018
# of service requests n/a n/a 260 301 342
Average service request resolution time (hrs) n/a n/a 49.6 55.8 86.3
2014 2015 2016 2017 2018
# of backup jobs n/a 14 23 35 41
2019 Final Budget 30
DEVICE MANAGEMENT
The IT department is responsible for cell phones, conference room electronics, PC/Laptops, desktop phones,
printers, tablets, vehicle electronics, GPS units and device disposal. This includes, but is not limited to, evaluation of
the adequacies of devices to meet the 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.
This year the County had opportunity to participate in the Public Sector Digest’s GMI (GIS Maturity Index) survey.
One Hundred and Forty‐Six municipalities from across Canada participated in the survey. As a result, the County of
Newell was identified as a top performer in organizations of similar size, third in the province of Alberta and eleventh
across Canada.
A County of Newell map submission has been accepted as a finalist for the 2019 ESRI Map Book.
NETWORK ADMINISTRATION
The County of Newell’s network includes the administration of a DMZ (Demilitarized Zone), LAN (Local Area
Network), WAN (Wide Area Network), Wireless Access Points and a network monitoring program. Network
administration is vital to keeping County data, and therefore ratepayer data, secure.
In previous years the County has made significant investment in hardware, software, and IT staff training to ensure
the data it is responsible for is secure. In 2018 the focus was on the individual end user, both what they can do and
are responsible for related to security. This focus included end user training, stakeholder collaboration on mobile
device security and security centric articles in the IT monthly newsletter.
IT HELP DESK
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. The IT Department progress is reviewed weekly and
individual team member performance is reviewed monthly.
SERVER ADMINISTRATION
Server Administration entails updates on both the physical serves and the virtual machines, proactive monitoring of
server performance and working closely with others in the IT department on items related to license, warranty, and
change management. All of which contribute to providing secure delivery of IT services and assists in meeting the
service level expectations of the organization and ratepayers.
REGIONAL IT
Regional IT involves providing IT services to other municipalities in the region. Currently the County of Newell
provides Regional IT services, including provision of asset replacement schedules and budget estimates, to the Town
of Bassano. Administration, research, development and visit prep time are not billed. The cost of these services is
recovered through the fee expensed for on‐site visits and travel time.
2014 2015 2016 2017 2018
# service requests submitted N/A N/A 807 973 1,070
# of service requests completed N/A N/A 767 990 1,053
Average service requests resolution time (hrs) N/A N/A 33 30 46
2019 Final Budget 31
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
with the aim to improved methods to interact with and service the community.
In 2018 a communications plan was completed, a notification system was implemented, a public engagement policy
was adopted and video access to Council meetings was made available to the public.
PROJECT MANAGEMENT
Effective project management is critical to ensure that the end results meet the organizations expectations. The IT
department has implemented and tailored industry standard methodologies and tools to assist the department to
meet organizational objectives. Developing formal project execution processes is a critical component for all size
projects resulting in successful projects that deliver greater value to the organization while minimizing the cost.
A formal project management approach to departmental operations, which engages the team in project
management exercises/processes, facilitates governance over operations and systems that provides the path to the
view of the organizations “big picture”.
IT ACCOMPLISHMENTS AND KEY PRIORITIES
IT accomplishments and key priorities are related to priorities identified as part of:
The County Strategic Priority List and Corporate Risk Register
The Management Team Retreat Priorities
The IT Department SWOT and Action Plan
The IT Department Goals and Objectives resulting from the annual performance review
2018 KEY ACCOMPLISHMENTS
Installed fire suppression systems in the IT closets to protect IT infrastructure investments
Laserfiche/web map integration – complete
AVL review – business requirements have been identified and the request for information has been posted.
Budget software – complete
Council chambers video and conferencing – complete
Aerial photos – complete
Notification system – complete
Secure email gateway – complete
GIS update schedule – complete
Change management program ‐ complete
2019 KEY PRIORITIES
Secure web gateway
Asset management plan
Disaster recovery program
Preventative maintenance program
WorkTech App implementation
GIS portal
2019 Final Budget 32
ADMINISTRATION STAFFING
Administration staffing levels in 2019 are expected to remain consistent with 2018.
ADMINISTRATION STAFF LIST
2019 Final Budget 33
Corporate Safety
SERVICES AND PROGRAMS PROVIDED
HEALTH & SAFETY MANAGEMENT SERVICES
Corporate Safety oversees the Health and Safety Management System which is dedicated to ensuring a safe and
healthy environment, which minimizes workplace incidents, is available for all who enter County facilities or project
sites. Safety personnel work with staff at all levels to ensure that the County’s safety directives and safe‐work
behaviours meet the organization’s expectations and comply with Alberta’s Occupational Health and Safety
legislative requirements.
2018 KEY PRIORITIES/ACCOMPLISHMENTS
Improve the efficiency and effectiveness of the Health and Safety Management System framework to make
it more responsive to risks, business requirements and operational demands.
Implement a cloud‐based electronic safety data sheet management service
o Carried forward to the 2019 budget year
Utilize technology to deliver health and safety orientation and training
Investigate electronic safety management technology with modules related to risk management, including
hazard assessment, incident tracking, compliance tracking, gap analysis and trends, automated notifications
and expiry alerts.
o E‐compliance software implementation is in progress with estimated completion in 2019.
Create an action plan based on the 2017 external audit suggestions for improvement that addresses
actionable items that are purposeful, appropriate and measurable.
o Action plan was created and issued to Management staff to complete items.
2019 KEY PRIORITIES
Finalize E‐compliance implementation and staff training
Hire and train new safety officers
Develop regional safety support services
Implement MSDS online management system
2019 Final Budget 34
Update Health and Safety documentation to comply with updated OH&S legislation
Use new AMHSA audit tool for internal COR maintenance audit
DISABILITY MANAGEMENT SERVICES
An important strategy for controlling costs is reducing the impact of workplace injuries and illnesses. The County
has implemented a Disability Management System to help control these costs and the associated Workers’
Compensation Board (WCB) premiums. The system is designed to encourage injury prevention through pre‐
placement screening and it promotes an early and safe return‐to‐work in situations where an injury or illness has
occurred. Corporate Safety Services coordinates the County’s medical management efforts with those of the WCB
and health care providers.
Corporate Safety supports employees when an injury or illness affects their ability to work. Recognizing that an injury
can also have a negative impact on an employee’s family, social life, finances, and future goals, Corporate Safety
works with an injured employee as a team to help the individual recover and return to meaningful employment that
may include participation in a modified work program.
2019 KEY PRIORITIES
Focus on the multi‐dimensions of health and wellness that support positive lifestyles and outlooks.
Promote healthy living and preventive health services to prevent the development of chronic diseases.
Introduce staff to mental health first aid as a proactive step towards building a psychologically healthy
and safe workplace and reducing the stigma around mental illnesses.
Continued modified duty accommodation for both occupational and non‐occupational injuries and
illnesses.
Obtain medical management software that includes a dashboard for statistical analysis of leading and
lagging indicators.
CORPORATE SAFETY STATISTICS & PERFORMANCE MEASURES
CORPORATE SAFETY STAFFING
Corporate Safety staffing levels in 2019 are expected to increase by 1.0 FTE with the addition of a safety officer
position to assist with meeting the workload of the department and extend safety services to the County’s regional
partners.
CORPORATE SAFETY STAFF LIST
2019 Final Budget 35
Fire & Emergency Services
FIRE SERVICES
SERVICES AND PROGRAMS PROVIDED
Fire & Emergency Services are provided through ten fire halls located throughout the County. Mutual Aid
agreements are in place with other fire departments and neighboring Counties that respond to incidents when
required.
Fire & Emergency Services coordinates fire prevention and suppression, suppression staff education, development
of emergency management plans, and adherence to the County`s quality management plan through fire inspections,
fire 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 emergency services.
FIRE PREVENTION
Fire prevention begins with education. The County`s annual fire prevention week campaign provides educational
materials to each fire hall to distribute 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 another form of fire prevention which 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 the safety of residents and businesses in the County.
2019 Final Budget 36
2019 Final Budget 37
FIRE SUPPRESSION
The County has well trained and coordinated fire suppression crews that are equipped with modern equipment and
personal protective equipment (PPE). Fire suppression training sessions are provided for volunteer firefighters
through in‐house practices and grant funded National Fire Prevention Association (NFPA) training. The County is
committed to providing quality training, modern equipment, and current quality standard PPE 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 motor vehicle
collisions, water rescue, fires of all types, hazardous material responses, alarm calls and medical co‐response.
Volunteers provide a valuable service. There is a significant cost savings associated with having volunteer staff
compared to employing full‐time firefighters. A nominal amount is provided to volunteer staff for the service they
provide.
EMERGENCY MANAGEMENT
When an emergency occurs, it is important to have professional staff trained and properly equipped to come to the
aid of persons and property in need. The Manager of Fire & Emergency Services maintains an Emergency Plan which
is shared with the municipalities in the region and ensures that staff and Council members are trained to ensure the
County can act as a cohesive group and deal with emergencies that may arise. The local Emergency/Disaster Plan is
a mandatory part of the larger Provincial and Federal Government plans.
DISASTER & EMERGENCY SERVICES
2019 Final Budget 38
KEY 2018 ACCOMPLISHMENTS:
Completed the NFPA 1001 Level 1 firefighter training course over a 6‐month period. Several local
volunteer firefighters successfully completed the training.
Completed Emergency Management training centered around the Emergency Coordination Centre and
ICS Positions. Several municipal and provincial staff, and Councilors attended the session.
Applied for FSEPP (Fire Services Emergency Preparedness Program) grant funding (to be completed by
May 31, 2020).
Met with Emergency Services partners to continue discussions with our direction of fire services.
Finalized agreements with the Villages of Rosemary and Duchess.
Acquired day to day operations of the Tilley Fire Department/
Received four new bush buggy units which were placed into service in October.
Tilley Fire Services received their new Rescue Unit.
Coordinated SCBA flow testing for all departments (exception City of Brooks).
Coordinated pump testing for all engines (exception City of Brooks).
Working on moving over to AFRRCS.
Constructed a washroom in the Scandia fire station.
Established a rescue unit needs assessment
Continued developing minimum standards for fire apparatus.
Set up safety inspections at fire halls.
Assumed the overall invoicing for incidents for all departments (exception City of Brooks).
Transferred Patricia Fire over to the day to day operations of the County.
Brought the County Fire Departments into the County of Newell Commercial Vehicle Inspection &
Maintenance & Safety Program.
Conducted a PPE Audit.
Teaching ICS 100 to volunteer fire fighters and County of Newell staff.
Updated personnel and driver’s files for County of Newell Fire Departments.
Organized first aid training for all volunteer fire fighters that required it.
Sent Administrative Staff to Alberta Emergency Alert Training.
KEY 2019 PRIORITIES:
Continue working on Apparatus Needs Assessments and Minimum Standards.
Make a proposal to Council for the need to build a new fire station in Patricia and Scandia over the next 5
years or less.
Complete the review of the Newell Emergency Plan.
Complete the NFPA 1001 Level 2 training course.
Update mutual aid agreements.
Complete Pump and SCBA testing.
Determine the need for Ladder testing on a regular basis.
Budget for a 1.0 FTE Fire & Administration Position.
Trip inspections to be completed monthly by Fire & Emergency Services and after use by volunteer fire
fighters.
Interview and hire replacement for the Manager of Fire & Emergency Services.
Organizing airbrake endorsement training.
Teach additional ICS as required.
Updating and creating new weekly training sessions for the Fire Departments.
Complete chemical audit on all Fire Departments for updated SDS/MSDS binders.
Complete JHA’s for all SOG’s.
Input all Department Records into Laserfiche.
Consult with the EID on Rolling Hills Fire Hall/EID Building on possible expansion.
2019 Final Budget 39
FIRE & EMERGENCY STATISTICS & PERFORMANCE MEASURES
FIRE & EMERGENCY SERVICES STAFFING
Fire & Emergency Services staffing levels in 2019 are expected to remain consistent with 2018.
FIRE & EMERGENCY SERVICES STAFF LIST
2019 Final Budget 40
Bylaw Enforcement
SERVICES AND PROGRAMS PROVIDED
ENFORCEMENT
The Municipal Enforcement Department conducts regular patrols of roadways, including three‐digit Provincial
Highways, as authorized by the Solicitor General. Education and enforcement of County bylaws, including but not
limited to Provincial Legislation and Regulations such as the Traffic Act, Liquor & Gaming Act, and Environmental
Protection Act, are part of an Officers authority. Education and Enforcement follow an Annual Traffic Safety Plan.
Education is the primary objective of this department. However, where repeat offenders or severity warrants
enforcement will take place.
MUNICIPAL PARTNERSHIPS
The Municipal Enforcement Department has partnered with other municipalities and agencies within the region
including the Villages of Duchess and Rosemary, the Town of Bassano and the Eastern Irrigation District. The
department provides enforcement of local bylaws including provincial legislation and regulations. Historically, 756
hours of patrol time are provided on an annual basis to enforcement for these partners.
JOINT OPERATIONS
The department works closely with Alberta Fish and Wildlife Officers, Commercial Vehicle Enforcement Officers
(DOT), City of Brooks Community Peace Officers (CPO), the local Brooks and Bassano RCMP, and local fire
departments. The Supervisor participates and attend the Safe Communities Committee, Rural Crime Watch and
other community‐based activities.
2019 Final Budget 41
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 officers 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 CPO Supervisor also acts as the County’s Deputy Disaster Services Coordinator.
KEY 2019 PRIORITIES
Meet the three key changes of the Community Peace Officer Program driven by the Lazenby fatality inquiry.
1) Amend policy to clarify the community peace officer (CPO) classifications and implement one standard of
training for all CPOs. While job functions and authorities may stay the same, all CPOs will be required to meet
the standards for current CPO Level 1 training.
2) Draft policy prohibiting a CPO from attending a location alone where there is a known threat. Develop and
maintain a list of known local threats for reference by dispatchers and CPOs. An appropriate policy must be
submitted to the Program.
3) The Peace Officer Program will require all authorized employers to institute a staffed central communication
system to track and communicate with CPOs and will include the requirements to check the list identified in
bullet 2 for known threats. An appropriate policy must be submitted to the Program of which the County is
well ahead of the first recommendation as we only employ Peace Officer Level 1.
BYLAW ENFORCEMENT STATISTICS & PERFORMANCE MEASURES
BYLAW ENFORCEMENT STAFFING
Bylaw Enforcement staffing levels in 2019 are expected to remain consistent with 2018.
BYLAW ENFORCEMENT STAFF LIST
2019 Final Budget 42
Fleet Services
SERVICES AND PROGRAMS PROVIDED
PREVENTATIVE MAINTENANCE & REPAIRS
Fleet Services provides preventative maintenance and repairs to small engines and equipment, light and heavy‐duty
fleet trucks, and heavy equipment and attachments. 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 responsible for maintaining all commercial vehicle files, conducting commercial vehicle inspections
(CVIP’s), including administering all warranties and recalls. Preventative maintenance of all fleet and equipment is
key in keeping fleet operational and maintaining low repair costs.
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 for fabrication the work
is outsourced.
INVENTORY
Fleet Services manages the County’s parts room and yard inventories such as filters, lubricants, and culverts.
Effective inventory management ensures regular inventory turnover to prevent accumulation of old or unused parts
and ensures space is available for required stock. Inventory control ensures inventory costs are maintained and
assists in determining and maintaining adequate levels of stock.
FLEET SERVICES STATISTICS & PERFORMANCE MEASURES
2019 Final Budget 43
FLEET SERVICES STAFFING
Fleet Services staffing levels in 2019 are expected to remain consistent with 2018.
FLEET SERVICES STAFF LIST
2019 Final Budget 44
Roads, Streets, Walks & Lighting
SERVICES AND PROGRAMS PROVIDED
GRAVEL ROADS
The County maintains approximately 1,465 kilometers of gravel roads through regular grading in summer and snow
removal in winter. Approximately 40,000 cubic metres of aggregates are distributed across approximately 25% of
gravel roads annually. Aggregate use is limited to roads requiring resurfacing.
Dust abatement services are available to residents and businesses to control dust. This service is governed by two
policies, the Residential Dust Abatement Policy and the Non‐residential Dust Abatement Policy.
PAVED ROADS
The County maintains approximately 235 kilometres of paved surface roads. Regular maintenance activities include
line painting, crack sealing and pothole repairs in the summer and snow removal and ice control in the 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.
2019 Final Budget 45
2019 Final Budget 46
ROAD SIGNS
The County of Newell manages 1,017 regulatory signs, 2,521 warning signs and 3,589 information signs. Road signs
communicate the rules of the road to motorists. Regulatory, warning, and information signage are present on each
road surface. Maintaining these signs is a priority to ensure the safety of drivers. County staff also erect temporary
signage 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.
The approval of permits, including the associated inspections, are completed by the County’s Approvals Officer.
These include facility crossings, road approaches, locating of rural water lines, texas gates, and seismic. Inspection
services for road approaches of new subdivisions are also provided.
BRIDGES
There are 258 bridges within the County. Of these, 106 are under another jurisdictions care, and 152 are managed
by the County. Provincially mandated bridge inspections are completed annually. These inspections identify the
current state of the County’s bridges and are used to prioritize bridge maintenance, repairs, and replacements.
DRAINAGE
The County maintains approximately 3,400 kilometres of roadside drainage by removing silt and controlling
vegetative growth on an as needed basis. On average 20 culverts of varying sizes are repla ced annually. Additionally,
the County and Eastern Irrigation District (EID) have a continuing partnership, managed by the EID, to improve
drainage throughout the region.
BRUSH CONTROL
Tree cutting and brush removal occurs on a regular basis in areas where driver visibility is reduced, regular operations
are adversely affected, and where snow drifting is problematic.
EMERGENCY RESPONSE
Municipal Services provides emergency response support as directed by the Fire & Emergency Department. Signage
and flag persons are provided to control drivers and keep the public safe. Staff and equipment may also assist Fire
& Emergency Services as called upon to make fire guards, supply water, douse burnt areas to prevent re‐ignition of
combustibles, and provide flood response.
RAILWAY CROSSINGS
Transport Canada released new rail crossing guidelines in 2016. The first step in this program was completed that
year in information gathering and sharing with CP rail. The second step of evaluating each of the 23 rail crossings in
the County and ensure they meet the new regulations is currently underway. Once this is complete a plan will be
formulated to bring any substandard crossings into compliance.
KEY 2019 PRIORITIES
Complete the Hwy 873 & 535 and Hwy 876 paving projects in partnership with Alberta Transportation.
Complete the road and drainage upgrades to North Headgates as part of the area redevelopment plan.
Analyze the cost/benefit of the Enterprise Fleet Management program.
Complete approximately 50 Kilometers of road rehabilitation.
Complete an Asset Management Plan.
Provide field staff with electronic devices to transition to a paperless work environment.
2019 Final Budget 47
MUNICIPAL SERVICES STATISTICS & PERFORMANCE MEASURES
MUNICIPAL SERVICES STAFFING
Municipal Services staffing levels in 2019 are expected to remain consistent with 2018.
MUNICIPAL SERVICES STAFF LIST
2019 Final Budget 48
Airport
SERVICES AND PROGRAMS PROVIDED
BROOKS REGIONAL AIRPORT (CYBP)
The Brooks Regional Airport is owned 50/50 by the County in partnership with the City of Brooks. The airport serves
the City of Brooks and the County of Newell for agricultural applications, flight training and air charter needs. The
airport has two runways, an asphalt runway which is 2,800 feet in length, and a gravel runway which is 2,400 feet in
length.
The airport is equipped with an automated weather observation station (AWOS) which provides temperature, dew
point and wind speed, as well as direction, altimetre, visibility and present weather conditions as well as an AVGAS
fuel system enabling airport users to purchase fuel. The fuel system currently has AvGas (100LL) fuel only and is a
self‐serve facility which accepts Visa, Mastercard and American Express. In addition, the RNAV system is in place at
the airport for area navigation.
Airport operations are managed by the City of Brooks, and the County assists where requested, typically in snow
removal of runways, taxi ways and hanger areas.
2019 Final Budget 49
Water
SERVICES AND PROGRAMS PROVIDED
HAMLET WATER SYSTEMS
Newell Regional Services Corporation (NRSC) has been contracted to oversee the day‐to‐day operations, repairs and
maintenance of water treatment and distribution. NRSC supplies water to the County hamlets through the regional
water pipeline.
Water infrastructure is typically funded through a combination of grants and local improvement taxes. Costs of the
water utility 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. Although water rates are proposed to
increase by 3% in 2019 the systems continue to be subsidized from general property tax revenues.
The County analyzes the consumption trends of users within each hamlet compared to the volume of water supplied
by NRSC to each hamlet. Loss rates in excess of 8% typically warrant further investigation. County staff work with
NRSC to determine the cause of the water losses for hamlets where action is warranted.
2019 Final Budget 50
WATER BUDGET BY SYSTEM LOCATION
RURAL WATER SYSTEM
The rural water system draws water off NRSC’s regional water pipeline to supply customers with up to 300 gallons
(1.36 cubic metres) of potable water per day.
KEY 2018 PRIORITIES/ACCOMPLISHMENTS
Implement an inspection process on Hamlet water metres for compliance of system integrity.
o Discussed implementation of Hamlet water meters and working to roll out inspection for
compliance of system integrity in 2019
Implement reporting requirements of compromises to system integrity (water line breaks).
o NRSC is reporting compromises to system integrity to County staff for records purposes and
improved asset management.
Implement process for flushing of water distribution lines throughout Hamlet distribution systems.
o Process of regular flushing of water distribution lines throughout Hamlet distribution systems is in
place.
Implement process for operating all valves and curb stops throughout Hamlet distribution systems.
o Process of regular operation of all valves and curb stops throughout Hamlet distribution systems
is in place.
KEY 2019 PRIORITIES
Conduct random and targeted inspection of Hamlet water metres for compliance of system integrity.
Investigate and confirm assumed distribution line information through historic files searches and field
investigation for improved asset management purposes.
2019 Final Budget 51
WATER UTILITY STATISTICS & PERFORMANCE MEASURES
2019 Final Budget 52
Wastewater
SERVICES AND PROGRAMS PROVIDED
HAMLET WASTEWATER SYSTEMS
Newell Regional Services Corporation (NRSC) has been contracted to oversee the day‐to‐day operations, repairs and
maintenance of sanitary sewer collection and treatment.
Although wastewater rates have increased by 3.00% in 2019 the systems continue to be subsidized from general
property tax revenues.
2019 Final Budget 53
WASTEWATER BUDGET BY SYSTEM LOCATION
KEY 2018 PRIORITIES/ACCOMPLISHMENTS
Work with NRSC to obtain wastewater system statistics and performance measures such as the number of
kilometres driven for purposes of operating County of Newell wastewater systems by location, the number
of non‐compliances as per the code of practice for wastewater systems, the number of non‐compliances as
per the code of practice for wastewater systems using a wastewater lagoon, and the number of
compromises to system integrity (wastewater line breaks).
o NRSC is reporting compromises to system integrity to County staff for records purposes and
improved asset management.
o NRSC is recording performance measures and reporting them in their Annual Report, made
available to the County of Newell including monthly reporting to County Council.
Implement process for flushing of wastewater lines throughout Hamlet collection systems.
o Process of regular flushing of wastewater lines throughout Hamlet distribution systems is in
place, and budgeted for on a one Hamlet per year rotational basis (Hamlets of Lake Newell
Resort, Patricia, and Scandia. Rolling Hills is a pressurized system and not capable of being
flushed).
Implement process for operating all valves and curb stops throughout Hamlet collection systems.
o Process of regular operation of all valves and curb stops throu ghout Hamlet collection systems
is in place.
KEY 2019 PRIORITIES
Work with City of Brooks on Lake Newell Resort Agreement to receive wastewater where capacities are
limiting development potential.
2019 Final Budget 54
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 which are then transferred to the Regional Landfill. The County provides financial
support to NRSWMA through an annual per capita contribution which is funded from municipal property tax
revenues.
County residents and businesses are responsible for properly disposing of their waste at the Regional Landfill or
the nearest transfer station. Recycling options are also available in each Hamlet and at transfer stations
throughout the region.
For more information regarding the Newell Regional Landfill go to www.newellwastemanagement.com.
SOLID WASTE COLLECTION
The County provides solid waste c ollection 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 to complete.
2019 Final Budget 55
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
originally had five municipal partners including the Villages of Rosemary, Duchess and Tilley, the County of Newell,
and the City of Brooks. Ten board members, two 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. In 2012 the County agreed to top up the municipal contribution by
granting an additional 50% funding towards the provision of the FCSS program.
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.
2019 Final Budget 56
Planning & Development
SERVICES AND PROGRAMS PROVIDED
The Planning and Development Department is in place to assist and direct landowners with development, as
regulated under provincial MGA regulations and the County Land Use Bylaw. The department helps people with
development and construction permits, land use amendments, subdivision applications, road allowance closures,
and other matters that relate to land development.
DEVELOPMENT PERMITS
The primary function of the department is to process, issue and manage Development Permits. Development
permits are categorized into 3 types: residential, non‐residential and home occupation permits. Residential permits
include dwellings (stick‐built, moved‐in or manufactured), additions, decks and accessory buildings (sheds, garages,
out‐buildings). Non‐Residential permits apply to commercial and industrial development, including new buildings,
additions and accessory buildings associated 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
installation permits. The County became accredited to issue construction permits under Alberta Safety Codes in June
2011. Park Enterprises Ltd. has been contracted by the County to provide inspection services and assist with the
permitting process.
SUBDIVISION
Land that is proposed for subdivision in the County requires review and approval from the Municipal Planning
Commission before a title for the new parcel(s) may be registered at Land Titles. The Oldman River Regional Services
Commission (ORRSC) has been contracted to provide planning services to assist the County and landowners with
this process.
2019 Final Budget 57
LAND USE AMENDMENTS
A Land Use Amendment (redistricting) changes the zoning designation for a parcel in the Land Use Bylaw.
Applications to amend the Land Use Bylaw must go through a formal bylaw process, which includes a public hearing
and three readings of Council. The Oldman River Regional Services Commission (ORRSC) has been contracted to
provide planning services to assist the County and landowners with this process.
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 a specific parcel 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 is present on
the parcel that must be accommodated in the plan.
ROAD RIGHT OF WAY CLOSURE AND LEASE OR SALE
Planning and Development administers the process to close undeveloped road allowances in the County. The most
common reason to close a road allowance is to facilitate the agricultural operation of the adjacent lands.
Alternatively, a closure application may include a request to purchase the road allowance, typically to correct a land
use issue.
A road allowance must be closed either by bylaw or resolution. The closure process by bylaw includes a public
hearing, three readings of Council and approval from the 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. In order for
compliance to be assessed, a Real Property Report (RPR), prepared by an Alberta Land Surveyor (ALS), must be
submitted with the request.
INQUIRIES, COMPLAINTS AND ENFORCEMENT
Land‐related issues involving inquiries, complaints, and enforcement are addressed by the Planning and
Development department. The department holds regular meetings to review enforcement‐related issues and
determine follow up steps.
KEY 2018 ACCOMPLISHMENTS
Division 4 County road allowances – most of the road allowances in this division that were identified as
being used by adjacent landowners have been addressed. Of the original 26 landowners that were
contacted, only 8 outstanding issues remain.
Electoral divisions one and two County road allowances – the Divisions were mapped, and contact was
made with affected landowners.
Land Use Bylaw – updated to comply with MGA changes; amended to include new MGA time frames for
development and subdivision decisions; amended to include provisions regarding cannabis production
and retail operations.
North Headgates ARP – 1st Reading of the ARP; final report completed for the wildlife site analyses; final
draft of the road and lot layout.
Least Conflict Lands Project – participated in a project where the County was used as a study area to
determine areas where future potential solar installation would be appropriate.
Laserfiche – all Planning and Development files have been transferred to Laserfiche; day to day working
files are being managed from Laserfiche.
2019 Final Budget 58
Intermunicipal Development Plans (IDPs) have been completed with Town of Bassano, Vulcan County, MD
of Taber, and Wheatland County
KEY 2019 PRIORITIES
Work with consultant to prepare updated County Municipal Development Plan (MDP) and Intermunicipal
Development Plans (IDPs) with Brooks and Rosemary.
Work with consultant to prepare Intermunicipal Development Plans (IDPs) with Cypress County and Special
Areas No. 2.
Finalize the North Headgates Area Redevelopment Plan.
Work with City of Brooks and County staff to combine the Planning and Development functions of the two
municipalities.
Continue processing and managing road allowance closures in electoral divisions four, one and two.
Continue organizing and applying templates and business processes to Planning and Development files in
Laserfiche; work with other staff to continue improving this process.
Continue organizing and applying templates and business processes to County subdivision files.
Continue mapping Planning and Development processes and procedures.
Maintain and improve the standard of professionalism for P&D staff when working on planning and
development matters with landowners, other County staff, other municipalities, and other agencies.
PLANNING & DEVELOPMENT STATISTICS & PERFORMANCE MEASURES
PLANNING AND DEVELOPMENT STAFFING
Planning and Development staffing levels in 2019 are expected to increase by 0.25 FTE to provide for succession
planning due to the retirement of the Manager of Planning & Development.
PLANNING & DEVELOPMENT STAFF LIST
2019 Final Budget 59
Agricultural Services (ASB)
SERVICES AND PROGRAMS PROVIDED
WEED INSPECTION & CONTROL
Maintaining a viable agricultural land base is the ultimate goal behind monitoring and controlling noxious and
prohibited noxious weeds. Through our programming, partially funded by the Agricultural Service Board grant, the
County encourages landowners and leaseholders to reduce the impact of regulated weeds on the lands they
manage.
Under the Weed Control Act, the ASB must ensure that noxious weeds do not spread and that prohibited noxious
weeds are destroyed. Significant time is invested spraying weeds and brush on County owned property, roads and
right of ways. 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).
Approximately 500 known weed infestations are managed/mapped and recorded in a Weed Infestation Database.
Weed Inspectors share best management farming practices with producers to reduce the impact of weeds in the
County.
Weed inspection and control services are also provided to other Municipalities within the County on a cost recovery
basis.
KEY 2018 PRIORITIES/ACCOMPLISHMENTS
Increased the performance of the Noxious and Prohibited noxious programs
o Controlled purple loosestrife on 0.5 miles of irrigation drains
o Identified and controlled 1 new Russian knapweed site
2019 Final Budget 60
o Identified and controlled 1 new scentless chamomile, yellow toadflax, black henbane, common
burdock and tall butter cup site (all on one quarter section)
o Identified and controlled 1 new field scale scentless chamomile site
o Identified 3 new field bindweed sites
Focus control activities on landowners with expanding populations of weeds such as Baby’s Breath
o Controlled multiple private weed infestation sites (baby’s Breath, tall buttercup, Russian
knapweed, dalmatian toadflax)
Complete thorough inspection throughout the County to look for new infestations.
o Mapped sites of weed infestations with GPS
o Inspected entire road network and adjacent properties
o Inspect 60 miles of CPR mainline
Continue developing the Weed Inspection programs within the Urban Municipalities
o Signed new 3 year weed inspection contract with the City of Brooks (2018, 2019, 2020)
o Successfully completed all contracted spraying services for various customers including other
Municipalities within the County and Grassland School district
o Identified and controlled one new scentless chamomile location in Brooks
o Weed inspected in Villages of Duchess and Rosemary and identified a few sites of concern
Increase monitoring of EID canals and ditches
o Travelled/inspected over 300 miles of irrigation network
Increase public relations and education efforts to streamline the weed inspection.
o Presented at AYFR field day, sponsored and participated in Rural Roots Ag Days, distributed
educational pamphlets
o Weed identification and recommendations for multiple companies
o Developed 4 video productions for 2019 release
Improve lines of communication with vegetation management companies
o Worked with landowners and Industry to gain compliance under the Weed Control Act
Other accomplishments:
o Completed 226 miles of road top spraying for Municipal Services
o Controlled 2 miles of CPR rail line for vegetation concerns
2019 KEY PRIORITIES
Complete thorough inspection throughout the County to look for new infestations.
Formalize partnership with the Town of Bassano
Partner with Grasslands School District
Continue monitoring of EID canals and ditches
Increase public relations and education efforts to streamline the weed inspection process.
Work with AAF and AEP to maintain/control/contain 3 infestations of Phragmites Australis
Collaborate with AAF to determine best options for Flowering Rush control
COYOTE CONTROL INCENTIVE PROGRAM (CCIP) AND POISONS
The Coyote Control Incentive Program (CCIP) seeks to reduce the number of predation calls investigated by ASB by
reducing the coyote population during the peak predation period. Coyotes are regulated under the Agricultural Pests
Act and this program is funded in part by the ASB Grant. The County provides a financial incentive for hunters, rather
than hiring staff, to control coyote populations.
When coyote incidents occur, AS 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. Staff have been trained to hunt dens and eliminate potential problems by controlling pups when they
are young.
2019 Final Budget 61
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.
2019 KEY PRIORITIES
Promote best management practices with producers
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 the level of infestation and developing an
appropriate 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 AS is equipped to provide
disinfecting services to producers for their potato equipment and storage sheds.
Rat control is included here as well. The ASB investigates 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.
2019 KEY PRIORITIES
Educate ratepayers and industry on their responsibility to reduce the impact of pests
Survey and monitor for pests
RURAL BEAUTIFICATION
The Rural Beautification Award was established to recognize residents that invest in beautifying their yards and
improving the image of the County of Newell. The program costs approximately $15 per person, produces a positive
image for the County and provides AS with an opportunity to build positive relationships with County residents.
KEY 2018 PRIORITIES/ACCOMPLISHMENTS
Advertised on social media, County website, print media and word of mouth
2019 KEY PRIORITIES
Improve advertising strategy
Increase nominations
SOIL CONSERVATION PROGRAMS
The ASB administers the Soil Conservation Act within the County. It is our duty to keep the soil in the field that it
belongs too. This program has been effective in establishing shelterbelts throughout the County 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. Drills are also available for rent to support no till farming and we have a conventional system that
can be used after specialty crops.
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
2019 Final Budget 62
the wind. ASB arranges for transportation of the trees from the Tree Time website and staff assist with unloading
and sorting the trees. Moving forward ASB will partner with the Partners in Habitat Development (PHD) program to
order trees for landowners from Tree Time but the trees will be at the cost of the individuals doing the planting.
2018 KEY PRIORITIES
Plant more trees in 2018
Increasing the drill acres
Promote best management practices
MOWING PROGRAMS
There are two distinct mowing programs managed by ASB. The roadside mowing program helps facilitate proper
drainage, reduces flooding and promotes road safety by reducing snow drifting and opening up sight lines for
drivers. Approximately 6,400 kilometres (one way) of roadside are mowed twice per season with a 15‐foot pass,
except for high traffic roads which receive a 25‐30 foot pass.
About 900 hours of mowing and 300 hours of weed whipping is completed in hamlets, around county facilities and
map signs, subdivisions, airports, for ratepayers (under policy) and in other areas under contract such as Alberta
Conservation Association (ACA) parking lots, Aqueduct Trout Pond and the interpretive centre. Currently ASB does
not mow every subdivision due to safety hazards caused by thrown rocks. Mowing creates aesthetically pleasing
areas for people to use.
KEY 2018 PRIORITIES/ACCOMPLISHMENTS
Work more in other subdivisions and on other programs with the same staff
o Reduced labour, maintained similar level of service
o Noted 2 new subdivisions that require attention
2019 KEY PRIORITIES
Determine realistic levels of service for maintained areas
ROADSIDE SEEDING
Roadside seeding is completed after construction projects to reduce soil erosion and prevent weed infestations.
Seeding is generally completed in late fall as resources become available. Fall seeding also prevents the seed from
germinating until spring taking advantage of spring moisture.
KEY 2018 PRIORITIES/ACCOMPLISHMENTS
Coordinate work plans with Municipal Services
o Had preconstructions meeting for season
o Maps were created and distributed
o Maintained open dialogue with other departments and contractors
o Seeded 52 miles of construction, drainage projects and disturbed sites
ALBERTA CONSERVATION ASSOCIATION CONTRACT (ACA)
Agricultural Services works with the ACA on shelterbelt plantings, reseeding of grass and has a contract with ACA to
manage the Aqueduct Trout Pond area, Millicent BFW parking lots, Sproule property parking lots and the Interlake
parking lot. Work at the Aqueduct Trout Pond includes mowing grass, removing garbage on a weekly basis,
maintaining the road and spraying for weeds as required. This work helps ensure an aesthetically pleasing, well
maintained recreational area for our ratepayers.
2019 Final Budget 63
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. ASB also fabricates sprayers. The cost of a sprayer built
in‐house and the cost of buying a similar model are comparable. However, the knowledge of how the sprayers are
designed is invaluable when it comes to troubleshooting any issues that arise in the field.
OTHER AWARDS
ASB 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.
ASB also manages the County’s 100‐year Farm awards which recognizes farm operations that have been in the area
for 100 years. To date no one has been awarded the 100 Year Farm award.
FACILITY MAINTENANCE
Agricultural services oversee the maintenance of all County facilities. Facilities are maintained at an appropriate
level through efficient relationships with contractors, thorough maintenance schedules and a dedicated staff
member to manage these activities.
KEY 2018 PRIORITIES/ACCOMPLISHMENTS
Maintain all County facilities
o Worked with contractors to maintain all facilities
o Maintained and re‐signed contracts for maintenance outside of our area of expertise (elevators,
HVAC, plumbing, heating, cooling, hotsy’s, overhead hoists, chemical water treatment)
o Helped to create an asset management plan for County owned facilities
Work with Fire and Emergency Services to get their facilities in proper working order
o Repaired Tilley Fire hall eavestroughs and air conditioning
Reviewed and updated County property files
Organized storage facility shelving requirements
2019 KEY PRIORITIES
Ensure proper preventative maintenance schedule is in place and used for all facility equipment
Ensure storage facility deficiency list is completed timely
Carry out Council recommendations on County owned properties and facilities
AGRICULTURAL SERVICES STATISTICS & PERFORMANCE MEASURES
2019 Final Budget 64
AGRICULTURAL SERVICES STAFFING
Agricultural Services staffing levels in 2019 are expected to increase by 0.50 FTE in order to provide for cross training
of a new agricultural technician to replace a retiring technician.
AGRICULTURAL SERVICES POSITION LIST
2019 Final Budget 65
Community Services
SERVICES AND PROGRAMS PROVIDED
Services and programs provided under this function include; the County of Newell Mini Bus Service, the Victims
Assistance Program administered through a partnership arrangement with the RCMP, and the Safe and Caring
Communities Program which is a joint partnership arrangement administered by the City of Brooks.
MINI BUS SERVICE
The Mini Bus provides transportation service to individuals from their place of residence and makes stops on an as
needed basis within the City of Brooks for a variety of needs. The primary users of the service are seniors and
individuals who have special transportation needs due to limited mobility. The service operates in accordance with
a fixed schedule on weekdays, except for statutory holidays when no service is provided. In 2017 the service was
expanded to include an occasional special trip to Medicine Hat. In 2018 the frequency of those trips was increased
to four time a year, once each quarter.
The bus is equipped with a wheel chair lift, but patrons must be able to look after their basic needs and be mobile
enough to get around without assistance from the bus driver or be accompanied by an able‐bodied person who can
provide the assistance they require.
The service operates a regular schedule which provides rotating coverage for various areas in the County. The
schedule for the service by area covered is summarized below.
Monday Tuesday Wednesday* Thursday Friday
Tilley Scandia Gem/Duchess or Patricia Rolling Hills Bassano
*Service on Wednesdays alternates between Gem/Duchess and Patricia
During 2018, a joint County / City pilot project which offered transportation for the general public to a variety of
special events and destinations throughout the Newell Region, was conducted over the summer months. While the
2019 Final Budget 66
number of riders for several of those trips was minimal, there was considerable usage for a few of the events which
confirms there is a role for community‐based transportation services within the region.
Consideration is now being given to expanding the pilot project to include occasional scheduled trips to Medicine
Hat, which could be utilized by all patrons including those who reside within the City of Brooks. The purpose is to
provide transportation required to attend appointments or access professional services or goods not readily
available within the Newell region. Up to this time, the quarterly trips that the County provided to Medicine Hat
were offered to users of the County service only and there was no fixed schedule for that service which made long
term planning a problem. The proposed expansion in the scope of service for this pilot project period would result
in a scheduled service to the larger urban centers thus making it possible for appointments to be booked several
weeks or months in advance.
MINI BUS STATISTICS & PERFORMANCE MEASURES
VICTIMS ASSISTANCE & THE SAFE AND CARING COMMUNITIES PROGRAM
The Victims Assistance Program was originally approved through a three‐year funding commitment made in late
2012.
The Safe and Caring Communities Program was a small‐scale program that had a very limited budget and no formal
staff position allocated to oversee the program.
A request has been submitted through the Joint Services Committee to combine these programs, broaden the scope,
and significantly increase funding previously allocated. The additional funding together with a renewed and
extended commitment will help ensure the objectives that have been set for this function are achieved.
COMMUNITY SERVICES STAFFING
Community Services staffing levels in 2019 are expected to remain consistent with 2018.
COMMUNITY SERVICES STAFF LIST
2019 Final Budget 67
Economic Development
SERVICES AND PROGRAMS PROVIDED
Economic development initiatives are overseen by a 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 Entrepreneurship,
Business Retention and Expansion, Investment Readiness and Attraction, Branding and Marketing/Promotions.
City of Brooks staff members are responsible for coordinating the Newell Region’s Economic Development efforts
and implementing activities that have been approved through the budget that has been allocated for that purpose.
2019 KEY PRIORITIES
Provide $50,000 in support for the 2019 RBC Cup, Canada’s National Junior A Championship hosted by
Brooks
ECONOMIC DEVELOPMENT STAFF LIST
2019 Final Budget 68
Subdivision
SERVICES AND PROGRAMS PROVIDED
This function relates to the control and management of County owned land. The majority of the land in question
has been acquired through various means that include various reserves or public utility parcels dedicated through
the development approval process, obtained through the tax forfeiture and recovery process, abandoned road plans
or, small fragmented and abandoned parcels previously owned by community groups, cemetery companies or
abandoned rail roads, etc.
In 2014, Administration and Council reviewed a comprehensive report on these properties. Council direction was
provided regarding the future disposition and or ongoing management of these lands. Administrative and
operational costs that relate to the ongoing responsibility for the maintenance and management of these properties
are being accounted for primarily through Municipal Services, ASB, Planning and Development, and Finance.
The County continues to pursue measures that relate to the ongoing management of County owned lands. Those
efforts include investigating and proceeding with leasing or selling the lands in question.
The primary objective is to increase utilization of the land currently held by the County. That includes the potential
sale of land that has been deemed surplus to the County’s present and future needs. The sale and consolidation
with adjacent privately held property will reduce potential risks involved with County ownership and ensure that
these properties, which are currently exempt from assessment, will be subject to assessment and become part of
the productive land base that contributes to the local economy.
Progress has been made during the past year, but considerable ongoing effort will be required over the course of
the next few years as the County continues to implement the direction that Council has set for these surplus
properties.
Costs incurred that relate to this function will cover a range of expenses that include: advertising, land title fees,
legal fees, site improvements, etc.
The key objective to be accomplished as a result of this process is to ensure that the County is proactively managing
potential risks that relate to the ownership of the properties in question and that these lands are put to a higher and
better use than has historically been achieved.
2019 Final Budget 69
Recreation
SERVICES AND PROGRAMS PROVIDED
Recreation services within the County of Newell are provided through various arrangements. They include joint
agreements between the County and some of 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 electoral division.
Prior to 2017, funding allocated for recreation was raised through a special recreational mill rate with the Boards
determining the amount that would be generated from within their respective division on an annual basis. In some
cases, where no facilities are located within the boundaries of the electoral division, these funds are allocated by the
Board to organizations that provide programs which can be accessed by residents of the area. In other circumstances
where recreation or community facilities are located within the Division, the Board may approve the allocation of
funds which can be utilized to offset operating costs for these facilities.
RECREATION REVIEW
A Recreation Review was completed in 2016 to deliver information on five main objectives:
Compile a listing of facilities in the region
Summarize the revenue and expense details for each facility
Summarize the expected useful life remaining for each facility
Summarize the financial capacity available to replace facilities in the region
Summarize the usage rates for each facility
The Recreation Review identified 91 facilities throughout the region which require significant subsidies from general
property tax revenues to cover their annual expenses. The average expected useful life remaining on the facilities
in 2016 was approximately 25 years. The facilities were insure d at a current replacement cost of approximately $126
million and had an estimated future replacement cost of $358 million. There was approximately $2.5 million
available in savings for future replacement/rehabilitation of the facilities, indicating the ability to replace the facilities
is low. Usage rates of the facilities were unable to be determined with any degree of accuracy as there is no
consistent standard by which facilities track their usage.
2019 Final Budget 70
One of the main outcomes of the review was a recognition that r ecreation is a regional service. As such, the individual
recreation mill rates which varied from a low of 0.0244 mills (Patricia) to a high of 0.3011 mills (Tilley) were
eliminated in 2017 and were replaced with an increase in the municipal mill rate across all assessment categories of
0.50 mills. The funds from this mill rate increase are used to support the recreation operating budget and raises an
additional $1.4 million is set aside annually in the Recreation restricted surplus fund.
KEY 2018 ACCOMPLISHMENTS
Saved $1.4 million in the recreation fund for future improvements/replacements of recreation facilities in
the region.
2019 KEY PRIORITIES
Include recreation funding as a component in intermunicipal collaboration framework agreements
Develop standardized criteria for funding recreation operating expenses
Develop standardized reporting requirements for recreation services
Determine which existing facilities should be replaced/upgraded at the end of their useful lives
2019 Final Budget 71
Parks & Programs
SERVICES AND PROGRAMS PROVIDED
EMERSON BRIDGE PARK CAMPGROUND
Emerson Bridge Park Campground boasts 49 ‐15/30‐amp power stalls, 8 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.
KEY 2018 PRIORITIES/ACCOMPLISHMENTS
Increase maintenance efficiencies
Increase occupancy rates
Occupancy rates decreased in mid July to early August as cell phone reception was down
Hosted a wedding where 200 visitors enjoyed the peaceful serenity of the park open spaces
2018 KEY PRIORITIES
Increase maintenance efficiencies
Increase occupancy rates
PARKS AND RECREATION
Agricultural Services oversees some of the maintenance and responsibilities included in Parks and Recreation. AS
inspects playground equipment regularly to reduce the risk of safety concerns and replaces parts as necessary.
In most cases, the recreation facilities are owned, operated and maintained by third parties. This includes
Community Halls, Arenas, Curling Rinks, etc. For this reason, we have limited involvement in their operation and
maintenance at this time.
KEY 2018 PRIORITIES/ACCOMPLISHMENTS
Complete 2018 annual playground inspection
2019 Final Budget 72
o All playground inspections were completed monthly
o All playground maintenance was completed
Other accomplishments:
o Maintained proper vegetation management on all sites
2019 KEY PRIORITIES
Complete 2019 playground inspections and maintenance
PARKS & PROGRAMS STATISTICS & PERFORMANCE MEASURES
PARKS AND RECREATION STAFFING
Parks and recreation staffing levels in 2019 are expected to remain consistent with 2018.
PARKS AND RECREATION STAFF LIST
2019 Final Budget 73
Library
SERVICES AND PROGRAMS PROVIDED
Library services throughout the County of Newell, 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 Library 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 County of Newell Library 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
County of Newell Library Board. The County of Newell Library Board in turn redirects the revenue received from the
County to the individual library service centers operating within the County of Newell.
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, Rosemary and Tilley. A small standalone library service is also operated by funding through the
County of Newell Library Board in the Hamlet of Gem.
The local libraries and populations served (based on the 2016 census) are as follows:
Alcoma Community Library 691
Brooks Public Library 2,383
Tilley and District Library 1,020
Duchess and District Library 1,376
Bassano and District Library 546
Rolling Hills Public Library 577
Gem Jubilee Library 568
Rosemary Community Library 362
Total 7,523
2019 Final Budget 74
APPENDICES
2019 Final Budget 75
Appendix I – 2019 Tangible Capital Asset Budget Items
2019 Final Budget 76
Appendix II – Financial Plan (MGA 283.1)
2019 2020 2021 2022
Budget Forecast Forecast Forecast
REVENUE
PROPERTY TAXES $47,003,225 $47,712,845 $48,434,234 $49,167,958
LESS: REQUISITIONS $13,623,282 $13,623,282 $13,623,282 $13,623,282
NET MUNICIPAL PROPERTY TAXES $33,379,943 $34,089,563 $34,810,952 $35,544,676
SPECIAL LEVIES $127,413 $3,114,562 $114,562 $114,562
SALES OF GOODS & SERVICES $3,027,189 $3,080,120 $3,137,524 $3,195,751
GRANTS FOR OPERATING $393,645 $395,074 $395,074 $212,398
GRANTS FOR CAPITAL $861,563 ---
OTHER $1,451,199 $2,766,199 $1,216,075 $1,216,075
TOTAL REVENUE $39,240,952 $43,445,518 $39,674,187 $40,283,462
EXPENSES
SALARIES, WAGES AND BENEFITS $8,635,436 $8,661,386 $8,847,747 $9,029,264
CONTRACTED & GENERAL SERVICES $5,005,671 $4,843,528 $4,668,668 $4,773,351
MATERIALS, GOODS, SUPPLIES & UTILITIES $5,585,296 $5,250,915 $5,333,600 $5,373,405
TRANSFERS TO ORGANIZATIONS $6,239,757 $8,396,632 $1,863,584 $1,902,405
BANK CHARGES & SHORT-TERM INTEREST $8,500 $8,500 $8,500 $8,500
INTEREST ON LONG-TERM DEBT $300,226 $209,613 $141,266 $81,869
OTHER EXPENDITURES $40,000 $40,000 $40,000 $40,000
AMORTIZATION $7,153,441 $7,101,803 $7,063,499 $7,057,135
TOTAL EXPENSES $32,968,327 $34,512,377 $27,966,864 $28,265,929
ANNUAL SURPLUS (DEFICIT) $6,272,625 $8,933,141 $11,707,323 $12,017,533
ACCUMULATED SURPLUS, BEGINNING OF YEAR $278,378,411 $284,651,036 $293,584,177 $305,291,500
ACCUMULATED SURPLUS, END OF YEAR $284,651,036 $293,584,177 $305,291,500 $317,309,033
2019 Final Budget 77
Appendix III – 10 Year Capital Plan (MGA 283.1)
2019 Final Budget 78
Appendix IV – Purchasing Policy
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2018‐PAD‐051
TITLE: PURCHASING
ADOPTED: July 19, 2018 (C‐219/18) SUPERCEDES NO: 2011‐PAD‐051; 2014‐PAD‐029
TO BE
REVIEWED:
PAGE NO: 1 of 13
POLICY PURPOSE:
To establish purchasing authority, set expenditure limits and ensure consistent procedures are followed in the
procurement of goods and services. The overriding objective is to ensure goods and services are acquired in a
manner that results in the best overall value to the County through a fair, open, transparent and competitive
process while complying with relevant legislation and legal requirements.
DEFINITIONS:
Alberta Purchasing Connection (APC): is the internet based provincial electronic tendering system. This system
enables the MASH sector to place tendering offers nationally without any cost.
Approval Authority: Council or employees who possess the authority to approve purchases up to or beyond a
specified threshold.
Bid: a submission in response to a request for tenders or proposal process.
Bidder: a person or company responding to a request for tender or proposal process who is capable of fulfilling the
requirements, based upon an assessment of financial, technical and commercial capabilities of the person or
company, of procurement.
Bid Document: a solicitation made by the County in the form of a Request for Proposal (RFP), Request for
Quotations (RFQ) or as a Request for Tenders (RFT).
Canada‐European Union Comprehensive Economic and Trade Agreement (CETA): is a progressive free trade
agreement which covers virtually all sectors and aspects of Canada‐EU trade in order to eliminate or reduce
barriers.
Canada Free Trade Agreement (CFTA): is an intergovernmental trade agreement that entered into force on July 1,
2017 and replaces the former Agreement on Internal Trade (AIT). Its objective is to reduce and eliminate, to the
extent possible, barriers to the free movement of persons, goods, services and investments within Canada and to
establish an open, efficient, and stable domestic market.
Commercial Goods or Services: means goods or services of a type generally sold or offered for sale in the
commercial marketplace to, and customarily purchased by, non‐governmental buyers for non‐governmental
purposes.
2019 Final Budget 79
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2018‐PAD‐051
TITLE: PURCHASING
ADOPTED: July 19, 2018 (C‐219/18) SUPERCEDES NO: 2011‐PAD‐051; 2014‐PAD‐029
TO BE
REVIEWED:
PAGE NO: 2 of 13
Competitive Pricing: acquiring services based on lowest overall pricing, including upfront, operational, overhead
and transactional costs. Competitive pricing requires that three quotes be obtained from competing businesses.
(Competitive pricing is used in RFQ, RFT, and RFP processes).
Construction: means a construction, reconstruction, demolition, repair or renovation of a building, structure or
other civil engineering or architectural work and includes site preparation, excavation, drilling, seismic
investigation, the supply of products and materials, the supply of equipment and machinery if they are included in
and incidental to the construction, and the installation and repair of fixtures of a building, structure or other civil
engineering or architectural work, but does not include professional consulting services related to the construction
contract.
Cost‐Effective & Suitable Bidder: a Bidder who offers the best Value for Money and meets all the outlined
requirements highlighted in the bid document.
Direct Purchase: a supplier awarded procurement without the use of competitive pricing.
MASH: municipalities, municipal organizations, school boards, and publicly funded academic, health and social
entities. These entities are known as the MASH sector.
New West Partnership Trade Agreement (NWPTA): economic partnership between the governments of British
Columbia, Alberta, Saskatchewan and Manitoba. The agreement creates an interprovincial free trade zone.
Procurement: the acquisition of goods or services or combination thereof, by means of purchase, rental, lease or
conditional sale.
Purchasing Authority: an individual who has been delegated the authority to initiate purchases from a Qualified
Supplier up to a specified threshold.
Qualified Supplier: any entity that, based on assessment of that firm’s financial, technical and commercial capacity,
is capable of fulfilling the requirements of procurement. A Qualified Supplier meets the minimum requirements
with respect to service, delivery, quality and other criteria.
Related Party: includes close family members of employees or Councillors, or an entity controlled by or under the
shared control of an employee or Councillor. Close family members include a spouse, domestic partner, child or
relative living in a common household, a grandparent, parent, grandchild, brother or sister, and the spouse or
domestic partner of a child, a parent‐in‐law, a brother‐in‐law or a sister‐in‐law.
2019 Final Budget 80
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2018‐PAD‐051
TITLE: PURCHASING
ADOPTED: July 19, 2018 (C‐219/18) SUPERCEDES NO: 2011‐PAD‐051; 2014‐PAD‐029
TO BE
REVIEWED:
PAGE NO: 3 of 13
Request for Proposal (RFP): this format is used for more complex deliverables where Bidder ranking is based on
price, quality, value and customer service. Bidder responses may help inform the development of final
specifications or performance terms. This format allows for negotiation of the contract with the successful Bidder.
Request for Quotations (RFQ): this format is used to procure simple goods and services where specifications may
not be conclusive and a review process may be required after the quotes have been received. The Bidder is
typically, but not always, assessed based on lowest price.
Request for Tender (RFT): formal written request for vendors to offer in writing pricing for goods or services
whereby the exact specifications are known and providing that all tenders terms and conditions have been met the
only determining factor for the award is price. There is no negotiation with the successful Bidder.
Sole Source: a term that applies to procurement of good(s) or service(s) where no competitive market exists by
reasons of uniqueness of the goods or services or by vendor limitations.
Tender: means a submission from a supplier in response to a tender notice.
Tender Notice: means a notice published by the County inviting interested suppliers to submit a tender, a response
to a request for prequalification, or both.
Trade, Investment and Labour Mobility Agreement (TILMA): agreement between the governments of British
Columbia and Alberta. The agreement provides for open and non‐discriminatory access to procurements of
government entities. The agreement has created a more open, competitive economy where goods, services,
workers and investments can move more freely between BC and Alberta.
2019 Final Budget 81
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2018‐PAD‐051
TITLE: PURCHASING
ADOPTED: July 19, 2018 (C‐219/18) SUPERCEDES NO: 2011‐PAD‐051; 2014‐PAD‐029
TO BE
REVIEWED:
PAGE NO: 4 of 13
Treasury Services: means services or financial products relating or ancillary to any of the following:
a) Borrowing, lending, investing, managing or holding money, securities or other property; and
b) Without limiting the generality of paragraph (a),
i. Managing debt, loan, asset or investment portfolios,
ii. Entering into commodity or other derivative transactions, or
iii. Acquiring, exchanging, disposing of or otherwise transacting in securities, foreign currencies or
any property acquired as a result of borrowing, lending, managing or investing money or
securities.
Value for Money: a foundational objective of the County is to maximize the value it receives from use of public
funds. A value for money approach aims to deliver products and services with a lower total life cycle cost while
maintaining high performance and satisfaction standards. Value can be received in terms of both quantitative and
qualitative measures. These measures can include cost, customer service, firm’s experience, delivery time, quality,
etc. Evaluation criteria may differ for each bid and project requirements, said criteria will be identified in any bid
document.
GENERAL GUIDELINES:
A purchase may only be made if it has been approved through the annual budget process or otherwise authorized
by separate resolution of Council; for an emergency; or legally required to be paid.
No contract or purchase shall be divided to avoid any requirements of this policy.
Invoices should be compared to the original purchase authorization document and/or supplier quotation and must
be approved by the authorized employee prior to issuing payment.
Commonly tendered services will be reviewed at minimum every 5 years and re‐tendered. These services include
but are not limited to: Audit Services, Investment Management Services, Cell Phone Service, etc. The transactional
cost associated with tendering such services must not outweigh the potential benefits received from tendering new
bids and must be practical in terms of needed time investment.
Failure to adhere to the requirements outlined in this Policy may lead to disciplinary action up to and including
termination of employment.
2019 Final Budget 82
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2018‐PAD‐051
TITLE: PURCHASING
ADOPTED: July 19, 2018 (C‐219/18) SUPERCEDES NO: 2011‐PAD‐051; 2014‐PAD‐029
TO BE
REVIEWED:
PAGE NO: 5 of 13
ETHICS AND CODE OF CONDUCT:
No purchase shall be made for personal goods and/or services for employees of the County, any member of
Council, or the public.
Purchases of goods or services from any employee or Councillor of the County, or from any entity in which an
employee or Councillor of the County has an interest, should be avoided.
A contract for goods or services placed with a Related Party of an employee, or Councillor, of the County shall be
declared and that employee or Councillor shall not be placed in a position to supervise or approve the execution of
that contract.
All suppliers or potential suppliers must be treated equally. Any information made available to one supplier must
be made available to all potential suppliers. Information that is not available to the public on request should not
be released.
Budget or cost estimates shall not be released during the bidding process.
County personnel must not solicit, or accept gifts, gratuities or favours from suppliers or potential suppliers other
than promotional items of nominal value.
RESPONSIBILITIES:
The CAO is responsible for:
All purchases and expenditures of the County of Newell.
Delegating, revoking or amending purchasing authorities to employees.
Ensuring Employee’s with Purchasing Authority are familiar with the purchasing policy and any other
purchasing regulations.
Providing the Manager of Finance with the list of purchasing delegations and limits initially and any time
there is a change to the authorizations.
Directors/Managers are responsible for:
Carrying out the mandate of their department(s) as approved in budget.
Ensuring their employees understand the requirements of the purchasing policy prior to being given
Purchasing Authority.
Reviewing and approving all Request for Tender (RFT) and Request for Proposal (RFP) documents before
they are issued.
Reviewing bids, evaluation results and other relevant documents prior to a contract being awarded.
Authorize purchases that are within their delegated authority.
2019 Final Budget 83
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2018‐PAD‐051
TITLE: PURCHASING
ADOPTED: July 19, 2018 (C‐219/18) SUPERCEDES NO: 2011‐PAD‐051; 2014‐PAD‐029
TO BE
REVIEWED:
PAGE NO: 6 of 13
Employees with Purchasing Authority are responsible for:
Obtaining applicable authorization(s) prior to asking for, obtaining, or securing bids, proposals, services or
goods.
Using a fair and transparent process when calling for, receiving, and evaluating quotes and proposals.
Obtaining the best Value for Money by achieving the specified needs of quality, health & safety standards,
productivity, service life, customer service, firm experience and expertise, delivery time, capability, and
total cost of ownership.
Ensuring contractors meet the requirements of the County’s “Contractor Safety Program” where
applicable.
APPROVAL AUTHORITY:
CAO, Directors and Managers may approve purchases and contracts up to $350,000 which have been included in
the budget of their respective departments. Approval Authority may be delegated by Directors and Managers to
their staff in writing to the Manager of Finance.
Council must approve purchases and contracts greater than $350,000.
Council approval is required if there is a significant change beyond the originally approved project nature and
scope of work.
APPROVAL AUTHORITY QUICK GUIDE:
$ Value
(exclusive of taxes, and shipping)
Minimum Requirements Approval Authority within
Approved Budget
$0 ‐ $2,500 Direct Purchase CAO/Directors/Managers
$2,501 ‐ $74,999 RFQ CAO/Directors/Managers
$75,000 ‐ $349,999 RFP, RFT CAO/Directors/Managers
$350,000 and up RFP, RFT Council
2019 Final Budget 84
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2018‐PAD‐051
TITLE: PURCHASING
ADOPTED: July 19, 2018 (C‐219/18) SUPERCEDES NO: 2011‐PAD‐051; 2014‐PAD‐029
TO BE
REVIEWED:
PAGE NO: 7 of 13
VALUATION:
The value of a procurement shall be estimated as of the date the tender notice will be published and shall include
the estimated maximum total value of the procurement over its entire duration, whether awarded to one or more
suppliers, taking into account all forms of remuneration, including:
a) Premiums, fees, commissions, and interest; and
b) The total value of options if the procurement provides for the possibility of options.
SPECIFICATIONS:
Specifications are the responsibility of the issuing department within the framework of the Purchasing Policy
except where one department has been given the responsibility to develop common specifications for all
departments.
Specifications should:
Define the product or service required
Provide the minimum acceptable standards expected
Enable suppliers to bid requirements in a manner that will permit fair and equitable evaluation to select
the successful supplier
Protect the County’s position with regard to the legal requirements for suitability and acceptability of the
potential or actual offerings of prospective suppliers
Specifications should document the requirements to be met in broad terms, avoiding reference to manufacturers
or brand names. Reference to manufacturers or brand names may be used for the purpose of indicating quality
only and must not denote preference. Specifications should include but not be limited to quality, performance,
availability of parts or service or other characteristics necessary.
Technical standards must clearly delineate between mandatory requirements (e.g. CSA Approved) and those which
are preferable.
The acceptability of alternative or equivalent product standards should be identified where possible. If
substitutions or equivalencies are not acceptable, a statement to this effect should be included in the
specifications.
2019 Final Budget 85
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2018‐PAD‐051
TITLE: PURCHASING
ADOPTED: July 19, 2018 (C‐219/18) SUPERCEDES NO: 2011‐PAD‐051; 2014‐PAD‐029
TO BE
REVIEWED:
PAGE NO: 8 of 13
ADVERTISING & PUBLICATION OF AWARD REQUIREMENTS:
All RFP’s & RFT’s must be advertised as follows:
On the County website
On Alberta Purchasing Connection where the request is for,
o Goods or Services of $75,000 or greater, or
o Construction of $200,000 or greater.
If advertising is required on Alberta Purchasing Connection ensure advertising meets the minimum
posting period requirements and that award information is published:
o Minimum posting period of 14 days (10 days if electronic tender submissions are accepted) for
Commercial (off the shelf) Goods and Services and for all other goods and services less than
$200,000 and Construction less than $5,000,000.
o Minimum posting period of 30 days (25 days if electronic tender submissions are accepted) for all
other goods and services of $200,000 or greater and Construction of $5,000,000 or greater.
o RFT/RFP award information must be published no later than 72 days after the award of the
contract. The notice shall include at least the following information:
a) A description of the goods or services procured;
b) County name and address;
c) Name and address of the successful supplier;
d) The value of the successful tender;
e) Date of the award; and
f) if limited tendering was used, the conditions and circumstances described in Article 513
of the CFTA that justified its use.
AWARD CONSIDERATIONS:
In addition to price, consideration may be given to the following in determining the lowest Cost‐Effective and
Suitable Bidder:
1. The ability of, and skill of the Bidder to provide the goods and services requested.
2. The ability of the Bidder to perform the contract or provide the services promptly or at the time specified
without delay or interference,
3. The character, integrity, reputation, judgment, experience and efficiency of the Bidder,
4. The quality and performance of previous contracts, goods or services,
5. The sufficiency of the financial resources and ability of the Bidder to perform the contact or provide the
goods or services,
6. The quality, availability and adaptability of the goods or contractual services to the particular use
required,
2019 Final Budget 86
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2018‐PAD‐051
TITLE: PURCHASING
ADOPTED: July 19, 2018 (C‐219/18) SUPERCEDES NO: 2011‐PAD‐051; 2014‐PAD‐029
TO BE
REVIEWED:
PAGE NO: 9 of 13
7. The ability of the Bidder to provide future maintenance and services for the items acquired,
8. The number and scope of conditions attached to the bid.
METHODS OF PROCUREMENT:
Direct Purchases: The direct purchase process may be used to obtain incidental goods and services. These low
dollar value procurements do not require competitive pricing.
Negotiated Method: This method of purchase refers to the negotiation of an agreement for the purchase of
goods and services from a supplier where there is no open competition. It is used in cases where the following
conditions may be present:
1. when goods or services are available from only one source;
2. where compatibility within an existing product or process is the overriding consideration;
3. when two or more identical lowest bids have been received;
4. when, due to market conditions, goods are in short supply;
5. when all acceptable bids exceed the amount budgeted and re‐tendering would not be beneficial;
6. when the extension or reinstatement of the existing contract would be the most cost effective or
beneficial method and is in the best interest of the County;
7. in an emergency, where goods and services are deemed necessary and time and safety concerns
reasonably limit the use of any other prescribed procurement process;
8. when no bids are received on a formal quotation, tender or request for proposal;
9. when goods are required for resale and thus an important factor in choosing a successful Bidder is
marketability and profitability;
10. where the County would be best served through negotiations.
Request for Quotation (RFQ): Used to request bids from vendors for specific goods or defined services that are
low risk to the County, and where requirements and specifications are clearly defined. This informal procurement
process is normally used when the cost and/or nature of the work does not warrant the time and level of effort
required for a formal process.
In the RFQ process the Purchasing Authority must:
Provide specifications to describe the requirements;
Provide any acceptable criteria if applicable;
Obtain written quotations from three Qualified Suppliers where possible;
Document results of the quotations and attach to the winning invoice; and
Purchase from a Qualified Supplier that provides the best Value for Money.
2019 Final Budget 87
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2018‐PAD‐051
TITLE: PURCHASING
ADOPTED: July 19, 2018 (C‐219/18) SUPERCEDES NO: 2011‐PAD‐051; 2014‐PAD‐029
TO BE
REVIEWED:
PAGE NO: 10 of 13
Request for Proposal (RFP): An RFP is a formal invitation to suppliers to describe how their goods and services can
meet specific needs of the County. Through the RFP a supplier is invited to demonstrate their expertise by
proposing a solution to a problem, requirement or objective, for more complex deliverables. An RFP is less formal
than the tender process.
In the RFP process the Purchasing Authority must:
Clearly describe the nature of the goods or services requested
Follow the advertising and publication of award requirements of this policy
Where possible, invite a minimum of three Qualified Suppliers to respond.
Provide specifications regarding the problem, objective, or requirement
Provide any acceptable criteria if applicable
Document and file proposals. Proposals will be linked to the winning invoice.
Purchase from a Qualified Supplier that provides the best Value for Money.
All proposals over $350,000 shall be recommended to Council for approval.
Request for Tender (RFT): This formal, competitive, sealed bidding process is used for goods and services defined
by clearly stated, well‐defined criteria and specifications, in respect of which an award can be made without
negotiation. Tenders may be prepared and bids requested for the sole purpose of eliciting the lowest price from a
specific supplier of a specific product.
Pre‐qualification of Bidders may be desirable to ensure that prospective Bidders have the necessary knowledge,
experience, and financial resources to complete the work. Certain portions of the tender documents (i.e.
specifications) may be made available if pre‐qualification is required for a particular tender.
In the RFT process the Purchasing Authority must:
At a minimum, include the following information in the tender notice:
o County name and address;
o The place where a person may obtain information and tender documents;
o A brief description of the procurement;
o The nature and the quantity, or estimated quantity, of the goods or services to be procured unless
those requirements are included in tender documentation;
o The address and final date and time, specific to the second, for the submission of tenders;
o The date, time, and place for any public opening of tenders;
o A list and brief description of any conditions for participation of suppliers, including any requirements
for specific documents or certifications to be provided by suppliers, unless those requirements are
included in tender documentation that is made available to all interested suppliers at the same time
as the tender notice;
2019 Final Budget 88
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2018‐PAD‐051
TITLE: PURCHASING
ADOPTED: July 19, 2018 (C‐219/18) SUPERCEDES NO: 2011‐PAD‐051; 2014‐PAD‐029
TO BE
REVIEWED:
PAGE NO: 11 of 13
o For goods and services in excess of $100,000 and Construction in excess of $250,000, a statement
that the procurement is subject to Chapter 5 of the CFTA.
o The time‐frame for delivery of goods or services, or the duration of the contract;
o A description of any options, unless those requirements are included in tender documentation;
o The procurement method that will be used, and whether it will involve negotiation or electronic
auction;
o If the County intends to select a limited number of qualified suppliers to be invited to tender, the
criteria that will be used to select them and, if applicable, any limitation on the number of suppliers
that will be permitted to tender, unless the criteria and any limitations are included in tender
documentation; and
o The language or languages in which tender or responses to requests for prequalification may be
submitted, if they may be submitted in a language other than that of the tender notice.
Follow the advertising and publication of award requirements of this policy
Ensure tender specifications are reviewed by at least two persons.
When the possibility exists that the lowest tender will not necessarily be accepted, this must be stated.
If the tenderer’s bid will not be accepted if it is not in the prescribed format, specifically state the format
which must be used,
If a closed tender process is being used, not accepting faxed or electronic submissions.
Never accept tenders, or changes to tenders, after the closing time.
Never reveal results of tender openings until after spreads are completed.
Open tenders with at least two witnesses of the source department in attendance.
Award the tender to the most Cost‐Effective & Suitable Bidder that provides the best Value for Money.
If the lowest Bidder is the most Cost‐Effective & Suitable Bidder, the tender can be awarded, provided it is
within budget limits and within the Approval Authority of the appropriate supervisor.
When tender award is recommended to a Bidder other than the lowest Bidder, this recommendation
must be presented to Council for their award.
Present any awards to be made that exceed budget estimates or are in excess of $350,000 to Council for
their award.
2019 Final Budget 89
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2018‐PAD‐051
TITLE: PURCHASING
ADOPTED: July 19, 2018 (C‐219/18) SUPERCEDES NO: 2011‐PAD‐051; 2014‐PAD‐029
TO BE
REVIEWED:
PAGE NO: 12 of 13
EXCEPTIONS:
The following are not subject to the provisions of this policy:
1. Treasury services;
2. Services provided by lawyers and notaries;
3. The rental, lease, purchase and sale of property, land or accommodation;
4. Registration for conferences, conventions, courses, workshops and seminars;
5. Memberships in professional and vocational associations;
6. Utilities including electric, gas, basic telephone;
7. Employee benefits, payroll premiums;
8. Insurance
9. Hiring of contract employees
10. Licenses, certificates, software and software licenses
11. Advertising services ‐ newspaper, radio, television
12. Catering/food services
13. Emergency Procurement: where an urgent situation requires the immediate procurement of goods and
services that could not be obtained in time using open tendering, the CAO or designate may purchase the
required goods or services notwithstanding any other provision of this policy. Such situations include those
which might involve danger to life, health or safety of employees or the public, or to prevent damage to
property and the environment.
14. Sole‐Source Procurement: where it can be demonstrated that only one supplier is able to meet the
requirements of a procurement.
In the event that the minimum number of quotations, proposals or tenders is not received the County may move
forward and purchase goods and services as long as a fair, open and transparent effort was made in advertising the
purchase opportunity. A fair opportunity to all suppliers will be deemed to have been provided if the above
requirements and all relevant legislation is adhered to.
2019 Final Budget 90
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2018‐PAD‐051
TITLE: PURCHASING
ADOPTED: July 19, 2018 (C‐219/18) SUPERCEDES NO: 2011‐PAD‐051; 2014‐PAD‐029
TO BE
REVIEWED:
PAGE NO: 13 of 13
RECORD KEEPING:
The Bidder Submission Form, or equivalent, must be utilized in conjunction with this policy when competitive
pricing is used. Any additional pertinent information (e‐mails, written submissions, etc.) should be included with
the Bidder Submission Form. These forms are to be given to the Accounts Payable (AP) Clerk who is responsible to
scan the forms and attach them to the successful invoice in Laserfiche.
Purchasing Policy – Bidder Submissions
To be utilized in conjunction with Purchasing Policy #2018‐PAD‐051
Quotation/Tender No. _______________
Item(s) to be Purchased:
_____________________________________________________________________________________________
_______________________________________
Date Quote
Received
Format Quote
Received (Fax E‐Mail,
etc.)
Submission Received (Name of Company) Tender/Quote
Amount
$
$
$
Name of Company & Amount of Successful Submission:
__________________________________ $_______________
Reason Submission was Successful:
_____________________________________________________________________________________________
_____________________________________________________________________________________________
____________
Date: ____________ Signed: __________________________
2019 Final Budget 91
Appendix V – Investment Policy
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2014‐PAD‐032
TITLE: INVESTMENT POLICY
ADOPTED: September 11, 2014 (C‐289/14) SUPERCEDES NO: 2008‐PAD‐032
TO BE
REVIEWED:
PAGE NO: 1 of 4
POLICY STATEMENT:
The County of Newell will invest public funds in a prudent manner that provides the highest return with the maximum
security while meeting daily cash flow needs and conforming to all provincial statutes and regulations governing the
investment of municipal funds.
PURPOSE AND SCOPE:
The purpose of this policy is to establish and maintain practices and procedures for investment of funds held by the
County. This investment policy applies to all investment transactions involving the financial assets of the County and
must be applied by any party managing County investments.
OBJECTIVES:
The primary objectives of the County’s investment activities are preservation of capital, liquidity, risk mitigation and
investment returns.
Preservation of Capital
The County recognizes its fiduciary responsibility for the stewardship of public funds with which it has been
entrusted. Therefore, its foremost investment objective is to ensure the preservation of capital.
Liquidity
The investment portfolio will remain sufficiently liquid to enable the County to meet operating requirements which
might be reasonably anticipated. The portfolio should consist largely of securities with active secondary or resale
markets.
Risk Mitigation
The County will manage risk by ensuring there is sufficient diversification among the assets in its investment
portfolios. Additional risk control is provided by the constraints on the permitted investments.
Investment Returns
The County will seek to maximize the rate of return earned on its investments while following prudent investment
principles.
2019 Final Budget 92
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2014‐PAD‐032
TITLE: INVESTMENT POLICY
ADOPTED: September 11, 2014 (C‐289/14) SUPERCEDES NO: 2008‐PAD‐032
TO BE
REVIEWED:
PAGE NO: 2 of 4
STANDARDS OF CARE:
Prudence
Investments shall be made with judgment and care under circumstances then prevailing. Investment officials
exercising due diligence and acting in accordance with procedures consistent with this investment policy shall be
relieved of personal responsibility for market price changes or the credit risk of a certain investment provided that
appropriate action is taken to control adverse developments and that such developments are reported on a timely
basis.
Conflict of Interest
Investment officials shall refrain from personal business transactions that could conflict with the proper execution
of their responsibilities, or which may impair their ability to make impartial investment decisions. Investment
officials shall disclose to the Chief Administrative Officer any material interests in financial institutions that conduct
business with the County and they shall separate their personal investment transactions from those of the County.
Authority and Internal Control
The Chief Administrative Officer is ultimately responsible and accountable for the control, management, and
administration of the County’s investments in accordance with the investment policy approved by Council. The Chief
Administrative Officer may delegate this responsibility. The Chief Administrative Officer or Appointed Delegate shall
establish appropriate guidelines, procedures, and internal controls;
a) To ensure the achievement of the objectives identified within this policy.
b) For authorizing officers and employees to engage in investment activities.
c) For purchasing and selling investments.
d) For custody and safekeeping of investments.
e) For the accounting and reporting of investment activities.
Where external resources have been engaged to provide investment services they are required to provide a signed
certification to the Manager of Finance that the investments meet the terms of this investment policy before
investments are made and with the monthly statement.
2019 Final Budget 93
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2014‐PAD‐032
TITLE: INVESTMENT POLICY
ADOPTED: September 11, 2014 (C‐289/14) SUPERCEDES NO: 2008‐PAD‐032
TO BE
REVIEWED:
PAGE NO: 3 of 4
PERMITTED INVESTMENTS:
The County only invests in the securities which are Authorized Investments as defined and described by sections
250(1) and (2) of the Municipal Government Act (MGA) RSA 2000 Chapter M‐26 (as amended).
Schedule I and Schedule II below identify the securities that the Chief Administrative Officer or Appointed Delegate
can purchase on behalf of and in the name of the County:
Investment Description Approved
Institution
Limit
Total
Portfolio
Limit
Credit
Rating
Agency
Maximum
Term of
Maturity
Government:
Federal Government Unlimited Unlimited R-1 (L) 1 year
Provincial Governments 70% Unlimited R-1 (L) 1 year
Municipal Governments 40% Unlimited R-1 (L) 1 year
Crown Corporations 40% Unlimited R-1 (L) 1 year
Financial Institutions
Securities issued or guaranteed by
a bank, treasury branch, credit union
or trust corporation Unlimited Unlimited R-1 (L) 1 year
Other Institutions:
School Divisions & Districts 20% 75% R-1 (L) 1 year
Hospital Districts & Health Regions 20% 75% R-1 (L) 1 year
Investment Description Approved
Institution
Limit
Total
Portfolio
Limit
Credit
Rating
Agency
Maximum
Term of
Maturity
Government:
Federal Government Unlimited Unlimited A- 20 years
Provincial Governments Unlimited Unlimited A- 20 years
Municipal Governments 20% 75% A- 20 years
Crown Corporations 20% 75% A- 20 years
Financial Institutions
Securities issued or guaranteed by
a bank, treasury branch, credit union
or trust corporation
Rated institutions 20% 75% A- 20 years
Non-rated institutions 10% 25% N/A 20 years
Other Institutions:
School Divisions & Districts 20% 75% A- 20 years
Hospital Districts & Health Regions 20% 75% A- 20 years
Schedule I: Approved Investments - Operating Portfolio
Schedule II: Approved Investments - Long-Term Portfolio
2019 Final Budget 94
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2014‐PAD‐032
TITLE: INVESTMENT POLICY
ADOPTED: September 11, 2014 (C‐289/14) SUPERCEDES NO: 2008‐PAD‐032
TO BE
REVIEWED:
PAGE NO: 4 of 4
Institutions not meeting the minimum required rating, or its equivalent, can be invested in to the extent that
principal and interest are covered by the Canadian Deposit Insurance Corporation.
The maturity dates of investments in the long‐term portfolio will be diversified to minimize effects of fluctuations in
any given part of the yield curve and to maintain liquidity for projects anticipated in the County’s long term financial
plans.
The average duration for the long‐term portfolio will not exceed the 6 years.
PROCUREMENT AND CUSTODY:
The Chief Administrative Officer or Appointed Delegate shall ensure that:
1. The method of procurement achieves and maximizes the objectives of this policy. Investment activities
may be undertaken utilizing internal resources or external (contract) resources or a combination of internal
and external resources. The utilization of external resources must be approved by Council.
2. All investment certificates issued to the County of Newell are in the name of or held in the name of the
County of Newell.
3. Negotiable securities are held in one of two ways:
a. In a safekeeping compartment with the County’s banker.
b. Held by a third party custodian in the name of the County and evidenced by safekeeping receipts
and monthly statements.
4. Non‐negotiable investment certificates are maintained in an appropriate investment file at the County
Office.
5. All security transactions are conducted on a delivery‐versus‐payment basis.
DEFINITIONS
Appointed Delegate: For the purpose of this policy, designates of the Chief Administrative Officer include the
Director of Corporate Services, the Manager of Finance or any other employee or contracted resource specifically
assigned by the Chief Administrative Officer.
2019 Final Budget 95
Appendix VI – Tangible Capital Assets Policy
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2014‐PAD‐055
TITLE: TANGIBLE CAPITAL ASSETS
ADOPTED: February 6, 2014 (C‐54/14) SUPERCEDES NO: 2010‐PAD‐055
TO BE
REVIEWED: June
PAGE NO: 1 of 6
POLICY PURPOSE:
The purpose of this policy is to establish formal guidance and direction for the application of Public Sector
Accounting Standards Section PS 3150 – Tangible Capital Assets.
POLICY GUIDELINES:
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 goods and services.
The County of Newell will follow Public Sector Accounting Standards Section PS 3150 – Tangible Capital Assets
when accounting for and reporting tangible capital assets in its financial statements.
Amortization
The County will use the straight line method of calculating annual amortization.
Amortization will be funded in accordance with Policy 2012‐PAD‐062, in order to provide for future replacement of
existing tangible capital assets.
Capital Asset Categories and expected useful life are outlined in Schedule 1.
Capitalization Thresholds:
Category Capitalization Threshold
Engineering Structures $50,000
Buildings $50,000
Machinery & Equipment $5,000
Land N/A (All Land Reported)
Land Improvements $10,000
Vehicles $5,000
Cultural & Historic N/A
Work‐In‐Progress N/A
2019 Final Budget 96
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2014‐PAD‐055
TITLE: TANGIBLE CAPITAL ASSETS
ADOPTED: February 6, 2014 (C‐54/14) SUPERCEDES NO: 2010‐PAD‐055
TO BE
REVIEWED: June
PAGE NO: 2 of 6
Betterment Thresholds:
Category Betterment Threshold
Engineering Structures $25,000
Buildings $25,000
Machinery & Equipment $5,000
Land N/A (All Land Reported)
Land Improvements $5,000
Vehicles $5,000
Cultural & Historical N/A
Work‐In‐Progress N/A
Non‐Capitalized Assets
Assets that do not meet the capitalization criteria and are classified under Asset Management are expensed. These
assets are still assets of the County and should be tracked, controlled, maintained and managed according to
County policy.
2019 Final Budget 97
Schedule 1 – Asset Categories
Major
Expected Useful
Life
Minor
Sub‐Class One
Sub‐Class Two
Sub‐Class Three
Land
Right‐of‐Way
Undeveloped Right‐of‐Way
Parks
General
Cultural & Historical
Public Art
Historical Art
Heritage Site
Land Improvements
Parking Lot
Gravel 15
Asphalt 25
Playground Structures 15
Landscaping 25
Fences 20
Sprinkler Systems 25
Golf Courses 45
Tennis Courts 20
Lakes/Ponds 25
Retaining Walls 20
Running Tracks 15
Outdoor Lighting 20
Soccer Pitch – Outdoor 20
Bike/Jogging Paths
Gravel 15
Asphalt 20
Airport Runways 10
Buildings
Permanent Structures
Wood 60
Metal 70
Concrete 70
Portable Structures
Metal 25
Wood 25
2019 Final Budget 98
Major
Expected Useful
Life
Minor
Sub‐Class One
Sub‐Class Two
Sub‐Class Three
Engineering Structures
Roadway System
Bridges Variable
Roads & Streets
Lanes/Alleys
Paved 20
Gravel 30
Nonconforming 20
Roads
Paved Highways 30
Paved Arterial 30
Paved Collector 30
Paved Non‐Key (local) 30
Gravel Arterial 30
Gravel Collector 30
Gravel Non‐Key (local) 30
Curb, Gutter & Sidewalks 30
Urban Variable
Road Signs
Traffic Control 30
Information 30
Lights
Decorative 30
Street 30
Traffic 30
Water System
Distribution System (Includes, but not limited to: Hydrants, Mains, Valves) 75
Plants and Facilities (Includes, but not limited to: Reservoirs) 30
Wastewater System
Collection Systems 75
Pump, Lift and Transfer Stations 30
Lagoons 45
Storm System
Collection Systems 75
Pump, Lift and Transfer Stations 30
Ponds 45
Fibre Optics 30
Electrical System 30
2019 Final Budget 99
Major Expected Useful
Life
Minor
Sub‐Class One
Sub‐Class Two
Sub‐Class Three
Machinery and Equipment
Attachments 20
Bins 15
Chipper 10
Communications
Radios 10
Telephone Systems 10
Computer Systems
Hardware 5
Software 10
Farm Implements 10
Graders 5
Heavy Construction Equipment 15
Office Furniture & Equipment
Furniture 20
Office Equipment 10
Audiovisual 10
Photocopiers 5
Plows 12
Sander/Hopper 10
Police Special Equipment 10
Sprayer 8
Tools, Shop and Garage Equipment 15
Tractor 8
Trailers 15
Turf Equipment 5
Tanks 20
Snow Blower 7
Vehicles
½ Ton 8
¾ Ton 8
1 Ton 8
2 Ton 8
3 Ton 8
4 Ton 8
Sport Utility 8
All Terrain 5
Gravel Truck 10
Semi Tractor 10
Transit Bus 8
Fire Apparatus 12
Water Truck 14
2019 Final Budget 100
Appendix VII – Restricted Surplus Policy
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2017‐PAD‐062
TITLE: RESTRICTED SURPLUS
ADOPTED: March 9, 2017 (C‐63/17) SUPERCEDES NO: 2012‐PAD‐062
TO BE
REVIEWED: 2020
PAGE NO: 1 of 4
POLICY PURPOSE:
The purpose of this policy is to establish 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 to minimize the financing needs of the County.
Guiding Principles
The following principles form the basis for this policy:
Healthy surplus levels are important in achieving County goals including financial health and stability;
The County will strive to be a leader, among local governments, in terms of financial health and stability;
Actual surplus balances need to be benchmarked with pre‐determined targets on an ongoing basis to gauge
whether financial health is being achieved;
Surplus goals need to be consistent with and supportive of realistic longer‐term financial plans;
Surplus appropriations need to conform to the statutory/legal requirements of the Municipal Government
Act, generally accepted accounting principles (GAAP) and public sector accounting board (PSAB)
recommendations.
Responsibilities
The County’s Manager of Finance shall be responsible for:
Recommending the necessary contributions and transfers so that the County’s surplus funds are maintained
in accordance with this policy;
Conducting an annual review of all surplus funds including comparing actual levels with the established
minimum and maximum levels within this policy and with other jurisdiction benchmarks, and reporting the
results of such a review to council;
Recommending changes to the minimum and maximum balance guidelines shown in this policy;
Prepare an action plan to return a restricted surplus fund back into compliance when a fund is either over
or under funded; and
Recommending any revisions or amendments to this Policy, as may be required from time to time, as a
result of changes in applicable statutes, accounting standards, economic conditions, etc.
2019 Final Budget 101
COUNTY OF NEWELL ‐ POLICY HANDBOOK
POLICY NO: 2017‐PAD‐062
TITLE: RESTRICTED SURPLUS
ADOPTED: March 9, 2017 (C‐63/17) SUPERCEDES NO: n/a
TO BE
REVIEWED: 2020
PAGE NO: 2 of 4
Council shall be responsible for approving:
The establishment, and purpose of, new restricted surplus funds;
Contributions to, and withdrawals from, restricted surplus funds;
Closure of restricted surplus funds that are no longer required; this may be part of the overall budget review
and approval process or by resolution on an as needed basis.
Standards
Administration of all restricted surplus funds will be carried out by the Manager of Finance or their
designate.
Transfers to and from restricted surplus shall be as outlined within the Restricted Surplus Policy Schedules
and approved by Council.
Funds collected through special tax and maintained in a restricted surplus fund must be used for the
purpose it was collected and may not be diverted as per legislation.
The annual budget document approved by County Council shall include separate statements for restricted
surplus funds and provide estimated additions and uses for the budget period.
Restricted surplus funds supported by cash balances should be credited with the investment income
earned on those balances on an annual basis.
Where appropriate, each restricted surplus fund will be supported by a 5‐year projection for receipt and
disbursement of funds. These projections will be updated annually as part of the budget process.
This policy along with the approved restricted surplus schedules will be reviewed by Administration
triennially.
Restricted surplus reporting will form a part of the semi‐annual and annual financial statements and
significant transactions affecting these will be highlighted in the comments.
2019 Final Budget 102 COUNTY OF NEWELL ‐ POLICY HANDBOOK POLICY NO: 2017‐PAD‐062 Fund(s) Purpose Funding Source(s) Minimum Level Maximum $ Level Rationale for $ Levels Established Stabilization Fund To provide for unanticipated expenditures of a non‐recurring nature and/or meet unexpected increases in costs. a) An annual transfer as determined in the approved budget. b) Transfer of annual surpluses remaining after any Council approved transfers to restricted surplus funds as part of the year‐end process. Not to fall below 10% of the current year operating budget expenses. N/A Minimum: one month of operating expenditures. Unexpended Budget Appropriation Fund To provide funds for specific programs and projects included in the budget but not completed by year‐end. Unspent portion of the annual budget pertaining to the specific program or project being carried forward as approved by Council. The transfer is to be completed as part of the year‐end process. N/A N/A Funding levels are contingent on budgeted items to be carried forward. Future Projects Fund To build funds to support new programs, capital purchases and projects planned to be completed in future years. a) An annual transfer as determined in the approved budget. b) Other sources as approved by Council. N/A N/A Expansion needs to be funded with minimal debt financing. Funding levels are contingent on planned changes. Infrastructure Fund To provide funds for the rehabilitation or replacement costs of existing County infrastructure when it reaches the end of its useful life. An annual transfer equal to 50% of the annual amortization on the County’s infrastructure. 25% of the accumulated amortization balance for the County’s infrastructure classes of TCA. Fully funded infrastructure plan based on replacement cost. Borrowing should be limited for replacement of existing infrastructure. Vehicle, Machinery and Equipment Fund To provide funds for the scheduled replacement of existing vehicles, equipment, machinery and office furnishings when they reach the end of their useful lives. a) An annual transfer equal to 100% of the annual amortization on the County’s vehicles, equipment and machinery classes of TCA. b) Proceeds from the sale of items from the related classes of TCA. 100% of the accumulated amortization balance for the County’s vehicles, equipment and machinery classes of TCA. Fully funded vehicle, equipment and machinery capital plan based on replacement cost. Borrowing should be avoided for replacement of existing vehicles, equipment and machinery.
2019 Final Budget 103 COUNTY OF NEWELL ‐ POLICY HANDBOOK POLICY NO: 2017‐PAD‐062 Fund(s) Purpose Funding Source(s) Minimum Level Maximum $ Level Rationale for $ Levels Established Facilities Fund 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. a) An annual transfer equal to 50% of the annual amortization on County buildings, recreational facilities and parks. b) Proceeds from the sale of items from the related classes of TCA. 50% of the accumulated amortization balance for the County’s facility classes of TCA. Fully funded facilities capital plan based on replacement cost. Borrowing should be limited for replacement of existing facilities. Paving Fund To build funds for paving projects on County roads. a) To be funded through a special paving tax to be assessed annually at a mill rate of 0.5000 to all applicable properties. N/A N/A Funding levels will be contingent on tax assessments and these funds must be applied to paving projects as outlined in the MGA section 386(1). Fire Fund To build funds for future replacement of fire apparatus and facilities of the various fire districts within the County. An annual transfer based on the fire capital plan as determined in the approved budget. $250,000 Fully funded fire apparatus & facilities capital plan based on replacement cost. Borrowing should be limited for the replacement of fire apparatus and facilities. 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. Municipalities in the region seeking funding may apply using the prescribed forms available at the County office. To be funded through an annual transfer as determined in the approved budget. N/A N/A Funding levels will be contingent on tax assessments. This fund is intended to be used for those programs and services which benefit both County and local municipality ratepayers. Recreation Fund To build funds for future replacement, or new construction, of recreation facilities within the region of the County. Municipalities in the region seeking funding may apply using the prescribed forms available at the County office. To be funded through an annual transfer as determined in the approved budget. N/A Fully funded recreation facility capital plan based on replacement cost. Borrowing should be limited for the replacement of existing recreation facilities.
2019 Final Budget 104
Appendix VIII – Strategic Priorities
2019 Final Budget 105
Appendix IX – 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.
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.
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).
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.
2019 Final Budget 106
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.