HomeMy WebLinkAbout2020-04-09 2020 Budget Narrative (Final)2020 FINAL BUDGETCOUNTY OF NEWELL
COUNTY OF NEWELL, ALBERTA, CANADA
2020 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 ........................................................................................................................................................................ 34
Police Services ............................................................................................................................................................................ 37
Fire & Emergency Services ......................................................................................................................................................... 38
Bylaw Enforcement .................................................................................................................................................................... 43
Fleet Services ............................................................................................................................................................................. 45
Roads, Streets, Walks & Lighting ................................................................................................................................................ 47
Airport ........................................................................................................................................................................................ 51
Water ......................................................................................................................................................................................... 52
Wastewater ................................................................................................................................................................................ 54
Waste Management................................................................................................................................................................... 56
Family and Community Support Services (FCSS) ........................................................................................................................ 57
Planning & Development ........................................................................................................................................................... 58
Agricultural Services (A.S.) ......................................................................................................................................................... 61
Community Services ................................................................................................................................................................... 67
Economic Development ............................................................................................................................................................. 69
Recreation .................................................................................................................................................................................. 70
Parks & Programs ....................................................................................................................................................................... 72
Library ........................................................................................................................................................................................ 74
APPENDICES ................................................................................................................................................ 75
Appendix I – 2020 Tangible Capital Asset Budget Items ............................................................................................................ 76
Appendix II – Financial Plan (MGA 283.1) .................................................................................................................................. 78
Appendix III – 10 Year Capital Plan (MGA 283.1) ....................................................................................................................... 79
Appendix IV – Purchasing Policy ................................................................................................................................................ 80
Appendix V – Investment Policy ................................................................................................................................................. 93
Appendix VI – Tangible Capital Assets Policy ............................................................................................................................. 97
Appendix VII – Restricted Surplus Policy .................................................................................................................................. 102
Appendix VIII – Strategic Priorities ........................................................................................................................................... 106
Appendix IX – Glossary ............................................................................................................................................................. 107
Appendix X – Acronyms ........................................................................................................................................................... 109
Produced by the Finance Department in cooperation with all County departments. The County of Newell 2020 Budget is
available online at www.countyofnewell.ab.ca.
2020 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, 2019. 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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2020 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
historically driven by three pillars: Agriculture; Oil and
Gas; and Tourism. There are approximately 500
primary agricultural producers in the County, and
approximately 1,500 non-agricultural business
enterprises within the footprint of the Newell area.
The region boasts extraordinary crop quality with
over 300,000 acres of irrigated farmland, 600,000
acres of cultivated dry land farming and 600,000 acres
of native and improved rangeland. 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 gas wells in
Alberta, and 37% of all gas wells in Canada.
Approximately 170 production and service companies
employ 4,000 to 5,000 people in the energy sector in
the region. The state of the North American natural
gas industry, combined with the advanced age of
many of the gas wells in the County, has resulted in
reduced economic activity within the region and a
reduction in assessment values and related tax
revenues received by the County.
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.
A fourth sector – utility scale renewable energy
facilities, is beginning to emerge within the County
which currently hosts the largest operating utility
scale solar photovoltaic generating facility in Alberta.
The owner of that facility is proposing to expand, and
other companies are also constructing additional
solar generation facilities within the County. The
growth of this emerging sector in the County is also
occurring in other areas of Southern Alberta.
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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 comprised of 10 Councillors who are elected for a four-year
term. The office of Reeve is elected from within Council during the annual Organizational Meeting.
Reeve: 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) Lionel Juss (Division 10)
Tracy Fyfe (Division 5)
Management Team
The Chief Administrative Officer (CAO) leads a management team responsible for providing recommendations to
Council and coordinating the day-to-day operations of staff. The management team also provides vision and
leadership in the annual development and implementation of Council initiatives. The management team consists of
the positions illustrated below.
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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 Government 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.
August 1, 2019 Council direction provided at budget planning meeting
September 30, 2019 Deadline for departmental budget submissions to Finance for review
October 18, 2019 Draft budget issued for Council review
October 28, 2019 Council review of interim budget with Senior Management
December 5, 2019 Council approval of interim budget
April 9, 2020 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
In accordance with the Municipal Government Act, the County is required to have a balanced budget. Expenditures
may not exceed the total of revenues, transfers from restricted surplus, and proceeds from debt.
Financial performance is monitored through budget variance analysis at the functional level, which is available to
management on a daily basis, as well as financial information packages which are provided to Council on a quarterly
basis.
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Policies
The County has policies in place which govern expenditures, investments, tangible capital assets and restricted
surplus funds. Copies of these policies are 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 2019-PAD-032 (see Appendix V). The
objectives of this policy include, the preservation of capital, maintenance of liquidity, and the realization of a
competitive rate of return. Municipal investments are governed by restrictive legislation under the Municipal
Government Act. The County’s investment policy meets all of these requirements.
Tangible Capital Assets Policy
Tangible capital assets are defined as assets having a useful life that extends beyond one fiscal year, are used on a
continual basis, are not for resale in the ordinary course of operations and are held for use in the production or
supply of County goods and services. The County’s Tangible Capital Assets Policy 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 2020
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 2020 Final Budget, which was approved by Council on April 9, 2020.
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 2020 final budget
includes a net transfer of $7.38 million from restricted surplus to balance the budget.
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Budget Planning Priorities and Issues
Service Levels: The 2020 budget places priority on maintaining current service levels for most of the services
provided by the County and appropriate levels of re-investment in the County’s infrastructure. Planned service level
decreases include removing 15.5 km’s of gravel road from the non-residential dust abatement program and
alternating the painting of shoulder lines on paved roads to every other year. The decline in net municipal property
taxes will impact the County’s long-term capital plans but has not warranted significant cuts in other service areas.
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. Project completion is anticipated in 2020. $6.55 million is included in the 2020 budget for these projects.
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 2020 budget includes the long-term financial (Appendix II) and capital plans (Appendix III) required under the
updated Municipal Government Act.
Municipal Affairs is conducting a review of regulated assessment models, including the assessment of wells and
pipelines. Preliminary indications are that the review will result in lower assessments for older shallow gas assets
which are expected for the 2021 taxation year.
The impact of the new police costing model has been included in the final budget which increases from $215
thousand in 2020 to $859 thousand in 2024.
User Pay Philosophy: Utility rates have increased by approximately 5%. This continues the trend of shifting
responsibility for utility system costs to the direct beneficiaries of the systems and away from property taxpayers.
The per trip rider fee for the mini-bus service is set to increase in 2020 by $2.00, from $10.00 to $12.00, with
additional increases of $2.50 per year recommended in each of the forecast years. The subsidized rate charged for
residential dust abatement services will increase from 50% to 65% covered by the applicant.
Budget Highlights
Net municipal property taxes are set to decrease by $2.33 million or 7.04% in 2020. This budgeted decrease reflects
the decline in assessed values of non-residential properties and recognizes the difficult financial situation of many
oil and gas producers. A 2.0% decrease in non-residential taxes has been applied year over year in the forecast years
to recognize the anticipated decline in the assessed value of these properties moving forward.
Operating expenses are set to decrease by $304 thousand or 1.07% over the 2019 final budget. Tangible capital asset
expenditures are budgeted at $8.7 million. Debt principal repayments of $3.6 million will be made and restricted
surplus funds are expected to decrease by $7.4 million.
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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 decrease by 7.04% or $2.33 million in
2020.
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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Government transfers for operating include
various transfers received from other levels of
government used to support operating
activities. Significant grants expected to be
received in 2020 include a $137 thousand
agricultural service board grant, MSI operating
grant of $137 thousand and $18,000 fire and
emergency services training grants. In 2019 the
County received grant funding of $3.4 million
related to the Provincial Shallow Gas Tax Relief
Incentive Program.
Government transfers for capital include
various transfers received from other levels of
government used to invest in capital projects.
Federal gas tax fund grant funding of $850
thousand is expected to be applied to the
County’s gravel road shoulder pull program in
2020. $318 thousand is expected from the
Province and City of Brooks under a cost sharing
agreement for traffic signals and road
improvements at the intersection of 15th
Avenue and Highway 873. 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, 2019, the County had accrued MSI
funding receivable of $495 thousand for previously approved and completed projects.
Investment income this category includes gains
and interest earned from the County’s
investments.
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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.
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 funded and allocated to
various restricted surplus funds each year as
outlined in the County’s restricted surplus
policy.
Acquisition of tangible capital assets includes
expenditures on non-financial assets such as
roads, sewers, water systems, buildings,
vehicles, machinery and equipment.
Net debt proceeds (repayment) this category
includes new debt issues offset by required
debenture principal payments. Principal
repayments of $3.6 million will be made in 2020.
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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.
2020 Final Budget 17
Staffing Summary
The final budget includes a net overall decrease of 2.83 full-time equivalent (FTE) employees. Positions removed for
2020 include the IT GIS Co-op Student (0.50 FTE), Manager of Fire & Emergency Services (1.0 FTE), and the
Operations Administrative Assistant (0.33 FTE). In addition, FTE’s budgeted in 2019 to support succession planning
for the Manager of Planning & Development, Manager of Fire & Emergency Services and an Agricultural Technician
have been removed (1.0 FTE). Detailed personnel lists and changes from 2019 budget are included as part of each
department’s budget detail.
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Tangible Capital Assets Summary
The 2020 budget provides for tangible capital asset (TCA) acquisitions in the amount of $8.7 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.
2020 TCA Budget by Department
2020 Final Budget 19
Debt Summary
Debt levels are projected to decrease by $3.65 million to $5.99 million outstanding by the end of 2020 as regular
payments on outstanding debt are made. The County remains below its 2019 debt limit of $62.5 million and will
have most of its debt paid by 2023. 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:
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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.
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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. The balance of this fund is expected to be
used in 2020 to fund the old Tilley landfill reclamation project.
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,
designated industrial property and the Newell Foundation.
Taxable assessment values decreased by $278.8 million for the 2020 tax year resulting in an overall $2.3 million
decrease in net municipal taxes raised compared to the prior year budget. Farmland mill rates will be increased again
in 2020 in order to increase the share of the Agricultural Services budget that is funded by farmland taxes and a new
tax rate has been added to highlight the costs of the new police costing model implemented by the Province.
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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 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.
Council has expressed interest in reviewing the current arrangement for electoral representation throughout the
County. Consideration is being given to reducing the number of electoral division and aligning the boundaries of the
final number in a way that distributes the population more evenly across each of the divisions. Actions that need to
be taken in that regard, must be finalized by mid April 2021. It is anticipated that there will be an extensive
community engagement aspect to this review process to ensure the public has an opportunity to consider the matter
and provide much needed input before the outcome is determined.
LEGISLATIVE STATISTICS & PERFORMANCE MEASURES
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2020 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 $80 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 which includes
full time and part time staff and also maintains benefits records for over 100 individuals.
• Property assessment and tax collection. Assessment services determine property values for residential,
farmland, commercial and industrial properties, and co-ordinates receiving values from the province for
2020 Final Budget 28
linear properties. Property values are determined on an annual basis and each residential property is
specifically reviewed on a five-year rotation. 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 2019 PRIORITIES/ACCOMPLISHMENTS
• Work with IT to develop custom SQL budget reports in Questica
o On hold. Questica has released an upgrade with enhanced reporting features that may eliminate
the need for developing custom SQL reports.
• Promote ebilling/paperless notification to customers
o Paperless utility bills sent have increased by 352; Paperless tax notices sent increased by 155;
Paperless accounts receivable notices sent increased by 469.
• Assist with developing a detailed asset management plan.
o Draft plans have been prepared
• Make residential assessment details available to ratepayers
o Underway – investigating potential solution available through the County’s assessment software.
• Assist with analysis of opportunities for regionalization of services
o Preliminary analysis indicated significant potential for cost savings was presented to the Regional
Working Group Committee.
• Digitizing human resource documents (i.e. employee files) in Laserfiche is underway.
2020 KEY PRIORITIES
• Research additional controls to put in place to prevent EFT fraud.
• Assist with finalizing asset management plans.
• Formalize a performance measurement system for collecting and reporting KPIs, statistics and
accomplishments.
2020 Final Budget 29
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 – work orders, assets, job and equipment costing system
• ESRI – GIS system
• Laserfiche – electronic document and records management system
• Microsoft Office
BACKUP ADMINISTRATION
Data backup mechanisms help safeguard the information assets of the County, prevent the loss of data in case of
accidental deletion or corruption of data, system failure, or disaster, and permit timely restoration of information
and business processes, should such events occur. Three backups are maintained, an on-site backup of production
data, an off-site backup of data only, and an 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.
2020 Final Budget 30
DEVICE MANAGEMENT
The IT department is responsible for cell phones, conference room electronics, PCs/laptops, desktop phones,
printers, tablets, vehicle electronics, GPS units and device disposal. This includes, but is not limited to, evaluating
the ability of devices to meet business requirements and the purchasing, maintenance, and asset management of
listed devices.
GIS PROGRAM
GIS provides graphic and visual representations of events, assets and work accomplishments. GIS links with other
systems which allows data from different applications to be viewed and reported with the visual.
This year the County participated in Public Sector Digest’s GIS Maturity Index survey. One hundred and forty-six
municipalities from across Canada participated in the survey. 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.
Feedback from this survey has been incorporated into the County’s GIS program. These include the development of
a 5-year GIS plan and a usability survey of the County’s public web map.
NETWORK ADMINISTRATION
The County’s network includes the administration of a Demilitarized Zone (DMZ), Local Area Network (LAN), Wide
Area Network (WAN), Wireless Access Points (WAP), and a network monitoring program. Network administration
is vital to keeping 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 2019 the County continued with its focus on end user training, stakeholder
collaboration on mobile device security and security centric articles in the monthly IT 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. Progress is reviewed at each department meeting and
individual team member performance is reviewed monthly.
2015 2016 2017 2018 2019
# cell phones n/a n/a n/a 56 67
# of pc/laptops n/a n/a n/a 90 80
# of tablets n/a n/a n/a 45 54
# of AVL modems n/a n/a n/a 105 97
2015 2016 2017 2018 2019
# datasets maintained n/a n/a n/a 16 16
# of feature classes maintained 56 101 128 144 160
# of publications 2 3 2 3 2
# of datasets maintained (unapproved)n/a n/a n/a 1 1
# of feature classes maintained (unapproved)n/a n/a n/a 47 59
# of arcgis installations n/a n/a 22 38 43
2020 Final Budget 31
SERVER ADMINISTRATION
Server Administration entails updates on both the physical servers 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 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.
COMMUNITY ENGAGEMENT AND COMMUNICATION
Community engagement and communication has been a corporate strategic priority for several years. The County
has worked towards improving methods of community engagement by investing in applications and service capacity
that interact with and serve the community.
In 2019 the County focused on developing an internal structure that would allow for consistent and responsive
communications with the public and improvements to the audio in Council chambers.
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.
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
2015 2016 2017 2018 2019
# of virtual machines (VMs)n/a n/a n/a 58 59
# of hosts n/a n/a n/a 9 9
2015 2016 2017 2018 2019
# visits to county website n/a n/a 18,050 25,669 26,147
# of social media posts n/a n/a 1,525 2,106 1,435
# of virtual county hall users n/a n/a n/a 146 192
# newell connect requests n/a n/a 646 1,029 682
# newell notify users n/a n/a n/a 91 104
# of facebook followers n/a n/a 604 1,091 1,270
# of twitter followers n/a n/a 825 1,136 1,208
# of instagram followers n/a n/a 28 306 480
# of youtube channel views n/a 1,860 1300 1,659 1,864
# of unique public portal users (monthly avg)n/a n/a n/a 1,229 1,110
2020 Final Budget 32
2019 KEY IT ACCOMPLISHMENTS
• ArcGIS portal – complete
• Email & Web Filters - complete
• Secure web gateway – complete
• AVL request for information and cost/benefit analysis – complete
• AVL cost/benefit analysis - complete
• Disaster recovery bubble test – complete
• IT road map – complete
• Tablet deployment to field staff – complete
• Department KPI’s and benchmarks – complete
• Data collection device review - complete
• GIS 5-year plan
• Work order mobile app implementation – complete
• Environmental controls added to IT closets – complete
• Mapping of integrated tables – complete
• Asset management training – complete
• Phone system upgrade – complete
• Messaging system hybrid – carry forward
• Email manager implementation – complete
• Public forms configuration – complete
• Regional IT equipment replacement – complete
• Preventative maintenance program – underway
2020 KEY IT PRIORITIES
• IT infrastructure replacement
• Replace printers (6) and laminator
• Cell phone service request for proposal
• GIS – 360 imagery on web map
• GIS – adding long-term plans to datasets
• GIS – drone analysis
• GIS – operational dashboard
• GIS – methodology for the management of large data
• GIS – implement ArcGIS Pro
• GIS – standard collection accuracy defined across the organization
• Complete the messaging system hybrid project
ADMINISTRATION STAFFING
Administration staffing levels in 2020 are expected to decrease by 0.20 FTE overall with the elimination of the 0.50
FTE IT GIS Co-op Student position which has not been filled in recent years, and reallocating 0.50 FTE of the Planning
Administrative Assistant from Planning & Development to Administration, and 0.20 FTE of the Payroll & Finance
Support Clerk from Administration to Municipal Services, consistent with the actual support these employees
provide in each function.
2020 Final Budget 33
ADMINISTRATION STAFF LIST
2020 Final Budget 34
Corporate Safety
SERVICES AND PROGRAMS PROVIDED
HEALTH & SAFETY MANAGEMENT SERVICES
Corporate Safety Services is responsible to oversee the County’s Health and Safety Management System. The
department’s primary function is to help ensure that the County’s safety directives and safe‐work behaviours meet
the organization’s intent to provide a physically and psychologically safe, healthy and supportive workplace for staff,
councillors, ratepayers, contractors and visitors. The department works to ensure that the System conforms to
Occupational Health and Safety Legislation and that industry best practices are considered during program
development and operational activities.
2019 KEY PRIORITIES/ACCOMPLISHMENTS
• Finalize eCompliance implementation and staff training
o Electronic form completion/submission successfully underway and training complete for pilot
group, supervisory staff and key contributors
• Hire and train new safety officer
o Certified Occupational Health & Safety Officer hired March 25, 2019; site-based training in progress
and ongoing
• Develop regional safety support services
o Carry forward into 2020 (limited to resource sharing and invitations to training)
• Implement a cloud‐based electronic safety data sheet management service
o eBinder for safety data sheet management was implemented
• Update Health and Safety documentation to comply with updated OH&S legislation
o Positive progress and advancing (i.e. Joint Work Site Health & Safety Committee Terms of
Reference, Fall Protection Program, Hearing Conservation & Noise Control Program, Violence &
Harassment Prevention Program, Psychological Health & Safety Management Program)
• Use new AMHSA audit tool for internal COR maintenance audit
2020 Final Budget 35
o COR Audit conducted during the August to October 2019 time frame using the new AMHSA Audit
Tool, Version 1.0104, which evaluates conformance of the County’s Health & Safety Management
System relative to the Government of Alberta Partnership’s 2018 Audit Standard.
• Utilize technology to deliver health and safety orientation and training
o To be carried forward into 2020.
2020 KEY PRIORITIES
• Finalize eCompliance implementation and staff training
• Assist with the Document Management System transfer from eCompliance to Laserfiche
• Develop regional safety support services
• Continued program review and evolution to ensure OHS legislative requirements are achieved
• Utilize technology to deliver health and safety orientation and training
• Complete noise mapping and site sound level readings
• COR re-certification audit – external evaluation in 2020
• Participate in the Psychological Health and Safety Program implementation processes, including hazard
assessment and risk evaluation, hazard control, training and education, reporting and investigations,
evaluation and correction, documentation control and annual review
• Provide for additional regional safety support services
DISABILITY MANAGEMENT SERVICES
The County has a Disability Management System to help further control the risks and costs that are associated with
workplace injury and illness. The system is designed to encourage injury prevention through pre-employment
screening, and it promotes an early and safe return‐to‐work in situations where an injury or illness has occurred.
When an injury or illness affects an employee’s ability to work, Corporate Safety Services helps to coordinate the
injury recording and reporting. The department is then responsible to facilitate the medical directives issued by
health care providers and the Worker’s Compensation Board. Recovery and rehabilitation may include modified
work accommodation prior to the injured worker being able to return to their regular position. In these situations,
Corporate Safety, the employing department and the injured worker come together to establish a modified work
plan.
2019 KEY PRIORITIES / ACCOMPLISHMENTS
• Focus on the multi‐dimensions of health and wellness that support positive lifestyles and outlooks.
o Annual Health & Safety Meeting 2019 included Drug Awareness: Recognizing Signs & Symptoms &
Opioid Awareness & Naloxone Kit Training
• Promote healthy living and preventive health services to prevent the development of chronic diseases.
o Monthly Energy Management Poster Initiative that focuses on healthy living
• 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.
o Mental Health Commission of Canada: First Aid Certified (Safety Officer & Manager), Psychological
Health & Safety Management Program established
• Continued modified duty accommodation for both occupational and non‐occupational injuries and
illnesses.
o Ongoing meaningful accommodations
• Obtain medical management software that includes a dashboard for statistical analysis of leading and
lagging indicators.
o eCompliance has this ability. Once the system further populates, statistical information will become
more relevant
2020 Final Budget 36
2020 KEY PRIORITIES
• Psychological Health & Safety Program training for staff
• Violence & Harassment Program training for staff
• Provide a skill building workshop for managing and coping with anxiety and stress
• Host a presentation that focuses on nutrition (label reading, meal planning, healthy recipes)
• Establish a baseline to determine current situation and identify strengths, weaknesses, immediate issues
and opportunities for improvement of psychological health & safety
CORPORATE SAFETY STATISTICS & PERFORMANCE MEASURES
CORPORATE SAFETY STAFFING
Corporate Safety staffing levels in 2020 are expected to remain consistent with 2019.
CORPORATE SAFETY STAFF LIST
2020 Final Budget 37
Police Services
SERVICES AND PROGRAMS PROVIDED
The Government of Alberta implemented a new police costing model for municipalities that currently receive
policing from the RCMP under the Provincial Police Services Agreement (PPSA). This new model will be implemented
on April 1, 2020 and will contribute to a portion of the combined provincial and federal costs of front-line policing
under the PPSA. The overall amount collected under the model will be 10% in year one, 15% in year two, 20% in
year three, and 30% in years four and five.
Each municipality’s cost requirement is based on a formula that weighs equalized assessment at 50% and population
at 50%, and includes modifiers related to shadow populations, crime severity, proximity to detachment, and existing
enhanced policing positions. The estimated costs for the County under this new model are as follows:
2018 2019 2019 2020 Budget Budget
Actual Budget Actual Budget $chg/ 19 %chg/ 19
EXPENSES
TRANSFERS TO ORGANIZATIONS ---$214,547 $214,547 0.00%
TOTAL EXPENSES ---$214,547 $214,547 0.00%
ANNUAL SURPLUS (DEFICIT)---($214,547)($214,547)0.00%
INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS ---($214,547)($214,547)0.00%
NET FUNDING (DRAW)---($214,547)($214,547)0.00%
2020 2021 2022 2023 2024
214,547 393,568 536,446 787,136 858,805
2020 Final Budget 38
Fire & Emergency Services
FIRE SERVICES
SERVICES AND PROGRAMS PROVIDED
Fire & Emergency Services are provided through ten fire halls located throughout the County inclusive of our urban
counterparts. Mutual Aid agreements are in place with other neighboring municipalities that provide backup
assistance for 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.
2019 was a transition year with the retirement of the former Manager of Fire and Emergency Services. A new
arrangement was commenced with the City of Brooks, which created the position of Rural Fire and Emergency
Services Coordinator under the City of Brooks Fire Department. The outcome is an arrangement which enables a
City of Brooks Fire Department staff member to fulfill all responsibilities that were previously carried out by a County
employee. This arrangement will provide a mutual benefit for the County and the City, in that the position will be
included in the on-call rotation for the City of Brooks Fire Department. The City will also ensure that a staff member
is available 365 days a year to provide backup support and assistance on an as needed basis to each of the other fire
departments throughout the County.
FIRE PREVENTION
Fire prevention begins with education. The County`s annual fire prevention week campaign in October 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
2020 Final Budget 39
enhances the safety of residents and businesses in the County. The County’s Fire Bylaw is currently being reviewed
and updated. The review process includes requesting feedback from County residents and from Fire Chiefs who
serve as local fire guardians.
2020 Final Budget 40
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 and a significant cost savings over paid full-time firefighters. A nominal amount
is paid to volunteer staff for the service they provide.
Consideration is being given to installing a series of economical weather stations at each Fire Hall to help gather data
about precipitation levels and conditions that may impact fires that residents want to ignite as a controlled burn.
The information collected will enhance the collective ability of the Fire Chiefs to determine when various levels of
restrictions should be placed on controlled burns.
EMERGENCY MANAGEMENT
When an emergency occurs, it is important to have properly equipped and trained professionals to come to the aid
of persons and property in need. The County 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.
Recently approved changes in the Emergency Management Act and the Local Authority Emergency Management
Regulation have placed additional requirements upon municipalities to undertake annual reviews of their Disaster
Plans, to provide formal training for elected officials and staff, and to also carry out annual exercises at varying levels
of complexity that test the state of a municipality’s readiness to respond to disaster events. The additional cost will
not be significant, but measures will need to be taken to ensure the County is fully compliant with the new
requirements.
2020 Final Budget 41
DISASTER & EMERGENCY SERVICES
KEY 2019 ACCOMPLISHMENTS:
• Completed the NFPA 1001 Level 2 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.
• Met with Emergency Service partners to continue discussions regarding future direction for the service.
• Coordinated pump testing for all engines except those units owned by the City of Brooks.
• Continued developing minimum standards for fire apparatus.
• Organized first aid training for all volunteer fire fighters that required it.
• Applied for FSEPP (Fire Services Emergency Preparedness Program) grant funding.
• Initiated measures to ensure compliance with recent changes in the Emergency Management Act.
• Sent Administrative Staff to Alberta Emergency Alert Training.
KEY 2020 PRIORITIES:
• Continue working on fire apparatus needs assessments and minimum standards.
• Prepare a proposal for building a new fire station in Patricia and Scandia over the next 5 years.
• Consult with the EID regarding the availability of additional space in the Rolling Hills fire hall facility.
• Complete a needs assessment for additional water tender and bush buggy apparatus in select locations.
• Complete a review of the Newell Emergency Plan.
• Complete the NFPA 1001 Level 1 training course.
• Update mutual aid agreements.
• Complete pump and self-contained breathing apparatus testing.
• Determine the need for ladder testing on a regular basis.
2020 Final Budget 42
• Trip inspections to be completed monthly by Fire & Emergency Services and after use by volunteer fire
fighters.
• Organizing airbrake endorsement training.
• Teach additional ICS as required.
• Updating and creating new weekly training sessions for the fire departments.
• Complete job hazard assessments for all standard operating guidelines.
• Transfer all department records into Laserfiche.
• Proceed with procurement of apparatus scheduled for replacement.
FIRE & EMERGENCY SERVICES STATISTICS & PERFORMANCE MEASURES
FIRE & EMERGENCY SERVICES STAFFING
Fire & Emergency Services staffing levels in 2020 are expected to decrease by 1.25 FTE due to the retirement of the
Manager of Fire & Emergency Services whose responsibilities are now fulfilled through the Rural Fire and Emergency
Services Coordinator contracted through the City of Brooks.
FIRE & EMERGENCY SERVICES STAFF LIST
2015 2016 2017 2018 2019
# incident responses 709 706 785 772 742
# fire permits issued 395 445 469 509 607
2020 Final Budget 43
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, Gaming, Liquor, and Cannabis 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 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 and provincial legislation and regulations.
JOINT OPERATIONS
The department works closely with Alberta Fish and Wildlife Officers, Commercial Vehicle Enforcement Officers, City
of Brooks Community Peace Officers (CPO), the local Brooks and Bassano RCMP, and local fire departments. The
Supervisor participates and attends the Safe Communities Committee, Rural Crime Watch and other community-
based activities.
2020 Final Budget 44
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 Supervisor also acts as the County’s Deputy Disaster Services Coordinator.
KEY 2019 ACCOMPLISHMENTS
• All County CPOs meet the standards for current CPO Level 1 training.
• Policy prohibiting a CPO from attending a location alone where there is a known threat is in place. A list of
known local threats for reference for CPO’S to communicate to dispatch is in place.
• A staffed central communication system to track and communicate with CPOs including the requirements
to check the list identified above for known threats are in place.
KEY 2020 PRIORITIES
• Maintain and strengthen relationships with like agencies.
• Increase public relations and education efforts towards laws and bylaws.
• Attend three community events (e.g. bike rodeo, parade).
• Collaborate with other County departments to prioritize efforts where private operations are negatively
impacting public property and infrastructure.
BYLAW ENFORCEMENT STATISTICS & PERFORMANCE MEASURES
BYLAW ENFORCEMENT STAFFING
Bylaw Enforcement staffing levels in 2020 are expected to remain consistent with 2019.
BYLAW ENFORCEMENT STAFF LIST
2020 Final Budget 45
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 a licenced vehicle inspection facility and 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 and equipment operational and maintaining low cost
of ownership.
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.
2020 Final Budget 46
KEY 2019 ACCOMPLISHMENTS
• In collaboration with Brooks Composite High School, facilitated a student in the Registered Apprenticeship
Program for 335 hours.
KEY 2020 PRIORITIES
• Continue to seek opportunities with students interested in automotive and heavy-duty mechanic trades.
FLEET SERVICES STATISTICS & PERFORMANCE MEASURES
FLEET SERVICES STAFFING
Fleet Services staffing levels in 2020 are expected to remain consistent with 2019.
FLEET SERVICES STAFF LIST
2020 Final Budget 47
Roads, Streets, Walks & Lighting
SERVICES AND PROGRAMS PROVIDED
GRAVEL ROADS
The County maintains approximately 1,450 kilometers of gravel roads through regular grading in summer and snow
removal in winter. Approximately 40,000 cubic meters of aggregates are distributed across approximately 25% of
gravel roads annually. Aggregate use is limited to roads requiring resurfacing. Dust abatement services are available
under residential and non-residential programs.
PAVED ROADS
The County maintains approximately 235 kilometers of paved surface roads. Annual preventative maintenance
activities include crack sealing and pothole repairs in the spring/summer. Line painting is completed annually in the
spring. Snow and ice control services are provided in winter.
Gravel road surfaces are upgraded to a paved surface based on the Council approved Paving Plan. Paved roads
typically require a pavement overlay once every 20 years to maintain a defect free surface and preserve the original
investment. Monitoring is ongoing, and paved roads are upgraded when the existing surface or structure shows
signs of fatigue that are not reparable through regular maintenance activities such as crack sealing and pothole
repair.
2020 Final Budget 48
2020 Final Budget 49
ROAD SIGNS
The County manages 1,017 regulatory signs, 2,521 warning signs and 1,367 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. 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 including a contract with NRSC to
locate their facilities, texas gates, and seismic. Inspection services for road approaches of new subdivisions and
developments are also provided.
BRIDGES
There are 256 bridges within the County. Of these, 107 are under another jurisdictions care, and 149 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 preventative maintenance, repairs, and
replacements.
DRAINAGE
The County maintains approximately 3,400 kilometers of roadside drainage by removing silt, controlling vegetative
growth and repairing culverts on an as needed basis. Additionally, the County and Eastern Irrigation District (EID)
have a continuing partnership to improve drainage throughout the region.
BRUSH CONTROL
Tree cutting and brush removal occurs where driver visibility is reduced, regular operations are adversely affected,
and where snow drifting is problematic. The majority of removal is completed in the winter months.
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
same year where information gathering and sharing with CP Rail took place. The second step of evaluating each of
the 23 rail crossings in the County and ensure they meet the new regulations was completed in 2018. A plan is in
place for the department to bring substandard crossings into compliance.
KEY 2019 ACCOMPLISHMENTS
• The cost/benefit of the Enterprise Fleet Management program is reducing cost by analysis of past practice.
• Completed 48.2 kilometers of road rehabilitation.
• Draft Asset Management Plans have been prepared for bridges, paved roads, and gravel roads.
• Completed deployment of tablets to field staff.
• Completed paving on highways 873 and 535.
• Coordinated major utility relocations on highway 876 which facilitated AECON to proceed with dirt work.
2020 Final Budget 50
KEY 2020 PRIORITIES
• Complete the remainder of the work on highway 876 paving projects.
• Design, tender and build according to ARP at Redelback Headgates.
• Gravel resource exploration and securement of new resources.
• Complete approximately 41.3 kilometers of road rehabilitation.
• Reduce County paid dust abatement program by approximately 15.5 kilometers.
• Reduce road line painting annual costs by painting centerline and only one shoulder line per year.
• Complete gravel road study update from the 2012 study.
• Complete rail crossing improvements as outlined by Transport Canada.
MUNICIPAL SERVICES STATISTICS & PERFORMANCE MEASURES
MUNICIPAL SERVICES STAFFING
Municipal Services staffing levels are expected to decrease by 0.33 FTE in 2020. The Operations Administrative
Assistant position has been removed (0.33 FTE) and has been replaced with 0.20 FTE of the Payroll & Finance Support
Clerk from Administration to Municipal Services, consistent with the actual support this position has provided to this
function over the last two years. In addition, with the restructuring of the Planning & Development department, the
Manager of Planning & Engineering has been allocated 80/20 between Municipal Services and Planning &
Development.
MUNICIPAL SERVICES STAFF LIST
2020 Final Budget 51
Airport
SERVICES AND PROGRAMS PROVIDED
BROOKS REGIONAL AIRPORT (CYBP)
The Brooks Regional Airport is owned 50/50 by the County and the City of Brooks. The airport serves the City of
Brooks and the County of Newell for agricultural applications, flight training and air charter needs. Airport operations
are managed by the City of Brooks, however, the County assists when requested, typically for removing snow from
runways, taxi ways, and hanger areas, or other specialized services.
The airport has an asphalt runway which is 2,800 feet in length, and a gravel runway which is 2,400 feet in length.
An AvGas fuel system is also available, 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, an
area navigation system (RNAV) is in place to assist pilots with local navigation.
2020 Final Budget 52
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 treated water to the County hamlets and rural
users through the regional water pipeline.
Costs of operations 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 approximately 5% in 2020 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.
Water quality is managed by NRSC in accordance with standards set by Alberta Environment, including the
requirement to report to Alberta Environment any time they cannot meet their specified terms and conditions. In
addition, the Provincial Laboratory of Public Heath performs microbiological testing of drinking water samples taken
by NRSC, as required.
2020 Final Budget 53
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. Of the 1,556 registered rural water users 1,151, or 75%, are active.
KEY 2019 ACCOMPLISHMENTS
• Implement an inspection process on Hamlet water meters for compliance of system integrity.
o Working to roll out inspection for compliance of system integrity in 2020.
KEY 2020 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.
WATER UTILITY STATISTICS & PERFORMANCE MEASURES
2020 Final Budget 54
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 are proposed to increase by 4.91% in 2020 the systems continue to be subsidized from
general property tax revenues.
2020 Final Budget 55
WASTEWATER BUDGET BY SYSTEM LOCATION
KEY 2019 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 throughout Hamlet collection systems
is in place.
KEY 2020 PRIORITIES
• Work with City of Brooks on Lake Newell Resort Agreement to receive wastewater where capacities are
limiting development potential.
2020 Final Budget 56
Waste Management
SERVICES AND PROGRAMS PROVIDED
WASTE MANAGEMENT
The County is a regional partner in the Newell Regional Solid Waste Management Authority (NRSWMA) which owns
and operates the Newell Regional Landfill. NRSWMA also owns and operates six waste transfer stations which accept
smaller loads of solid waste. Financial support is provided to NRSWMA through an annual per capita contribution
funded from municipal property taxes.
County residents and businesses are responsible for properly disposing of their waste at the regional landfill or the
nearest transfer station. Recycling options are available in each hamlet and at NRSWMA transfer stations.
SOLID WASTE COLLECTION
The County provides solid waste collection services in the Hamlet of Tilley only through a contracted service provider.
The Hamlet of Tilley residents and businesses cover 100% of the cost of this service.
LANDFILL RECLAMATION
Reclamation of the Tilley landfill is the only project left and is expected to be completed in 2020.
NRSWMA is a member of the Southern Alberta Waste to Energy Association (SAEWA). That organization is exploring
the potential development of a facility which would process solid waste from a number of municipalities across
southern Alberta to generate energy for purchase and use within nearby facilities or for export to the electrical grid.
The NRSWMA facility has been shortlisted as one of three potential sites for the energy facility. Pursuing the possible
development of that project will be a priority for the County and the NRSWMA throughout 2020 and beyond.
For more information regarding the Newell Regional Landfill go to www.newellwastemanagement.com.
2020 Final Budget 57
Family and Community Support Services (FCSS)
SERVICES AND PROGRAMS PROVIDED
Grasslands Regional FCSS has been in operation since September 2004 and is an Intermunicipal organization that
has four partners including the Villages of Rosemary, and Duchess, the County of Newell, and the City of Brooks. 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.
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.
2020 Final Budget 58
Planning & Development
SERVICES AND PROGRAMS PROVIDED
The Planning and Development Department is in place to assist and direct landowners with development, as
regulated under the Municipal Government Act, and the County’s Land Use Bylaw. Standards and regulations are in
place to control development and protect the interests of the County and its ratepayers. The department deals with
development and construction permits, land use amendments, subdivision applications, road allowance closures,
and other matters that relate to land development.
DEVELOPMENT PERMITS
One of the primary functions of the department is to process, issue, and manage Development Permits.
Development permits are categorized into three types: residential, non-residential, and home occupation permits.
Residential permits include dwellings (stick-built, moved-in or manufactured), additions, 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 with that development. Home occupation
permits apply to landowners operating a business from their dwelling.
CONSTRUCTION PERMITS
These permits apply to all aspects of construction and include building, electrical, gas, plumbing and private sewage
disposal systems. The County is accredited to issue construction permits under Alberta Safety Codes. Accreditation
and the ability to issue permits internally help ensure developers are obtaining necessary permits, and it provides a
local point of contact for those applying. Park Enterprises Ltd. is currently contracted by the County to provide
inspection services, plan reviews and assist with the permitting process. The current contract expires June 30, 2020.
SUBDIVISION
Land that is proposed for subdivision in the County requires review and approval from the Municipal Planning
Commission (MPC) before a title for the new parcel(s) may be registered at Land Titles. This service is provided on a
contract basis by the Oldman River Regional Services Commission (ORRSC). The contract expires September 5, 2020.
2020 Final Budget 59
LAND USE AMENDMENTS
A Land Use Bylaw Amendment (rezoning) is required to change the use for any property. The rezoning process
includes a public hearing and three readings of an amended Land Use Bylaw by Council. ORRSC also assists Planning
and Development staff, Council, and individual landowners with navigating through the land use amendment
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 which is
present on the parcel must be accommodated in the plan.
ROAD RIGHT OF WAY CLOSURE AND LEASE OR SALE
A road allowance is land where a public road could be constructed if the need arose. They are owned by the Province
of Alberta but are under the care and control of the municipality. Planning and Development administers the process
to close undeveloped road allowances in the County. The most common reason to close a road allowance is to
facilitate an agricultural operation on adjacent lands. Typically, the County leases the closed road allowance for a
period of ten years. In some special circumstances a landowner may request to purchase the closed road allowance.
These cases are reviewed by the department and a recommendation is brought to Council.
A road allowance must be closed through the formal bylaw approval process, while a surveyed road plan can be
closed by resolution. The closure process by bylaw includes a public hearing, three readings of Council and approval
from the Provincial Minister of Transportation. Closure by resolution requires written consent from adjacent
landowners and a Council resolution. Once approved for closure, a sale or lease agreement is finalized with the
applicant.
REAL PROPERTY REPORTS (RPR) AND COMPLIANCE
A compliance letter may be requested by a landowner when a parcel of land is put up for sale. Compliance letters
are not a compulsory service of a municipality but are offered to assist with property transfers. For compliance to
be assessed, an RPR, prepared by an Alberta Land Surveyor, 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. Previously the department held meetings semi regularly and made decisions on each
instance on a case by case scenario. One priority that is outstanding from 2019 is to draft a best practice, or a policy
on the process related to enforcement. This will lay out timelines for notifications and ramifications if the notices
go unanswered. This will help ensure we are treating everyone equally, and not making decisions on individual
scenarios.
KEY 2019 ACCOMPLISHMENTS
• Adoption of the North Headgates Area Redevelopment Plan.
• Initiation and hopeful to have adopted IDP’s with City of Brooks, Village of Rosemary, Special Areas and
Cypress County.
• Successful transition from former Manager of Planning and Development to new department structure.
KEY 2020 PRIORITIES
• Research, plan and implement a new department structure, including:
o Planning and implementing a solution for the gap in planning services previously provided by
ORRSC
o Update roles and responsibilities associated with all positions within the department, and
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o Revision of job descriptions as necessary.
• Document and publish all departmental processes and identify all associated procedures.
• Complete requirements as identified in the MGA prior to deadlines identified.
• Develop and implement a plan for Laserfiche filing, complete with file structure and templating.
PLANNING & DEVELOPMENT STATISTICS & PERFORMANCE MEASURES
PLANNING AND DEVELOPMENT STAFFING
With the 2019 staffing transition for the Planning and Development department having been successfully completed,
staff levels in 2020 are expected to decrease by 0.55 FTE. One matter that must be kept in mind is that the change
in staffing requirements (if any) that may result from the expired ORRSC services contract, have yet to be
determined.
PLANNING & DEVELOPMENT STAFF LIST
2020 Final Budget 61
Agricultural Services (A.S.)
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 (ASB) grant,
the County encourages landowners and leaseholders to reduce the impact of regulated weeds on the lands they
manage.
Under the Weed Control Act, A.S. 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 550 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 2019 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
2020 Final Budget 62
o Identified and controlled 3 new scentless chamomile sites, 1 new hound’s tongue site and
multiple black henbane, common burdock and tall buttercup sits
o Identified and controlled 1 new field scale scentless chamomile site
• 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, hound’s tongue)
• 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 CP Rail mainline
• Continue developing the Weed Inspection programs within the Urban Municipalities
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 Knapweed site in the Village of Duchess
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 150 miles of irrigation network
• Increase public relations and education efforts to streamline the weed inspection.
o Sponsored and participated in Rural Roots Ag Days, distributed educational pamphlets
o Weed identification and recommendations for multiple companies
• 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 86 miles of road top spraying for Municipal Services
o Controlled 2 miles of CP rail line for vegetation concerns
o Maintained Grasslands Public School property weeds via contract
2020 KEY PRIORITIES
• Complete thorough inspection throughout the County to look for new infestations.
• Formalize partnership with the Town of Bassano
• Continue partnership 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
• Obtain new special use approval from Alberta Environment for spraying near water bodies
COYOTE CONTROL INCENTIVE PROGRAM (CCIP) AND POISONS
The Coyote Control Incentive Program (CCIP) seeks to reduce the number of predation calls investigated by A.S. 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, A.S. 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.
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.
2020 Final Budget 63
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 A.S. is equipped to provide
disinfecting services to producers for their potato equipment and storage sheds.
Rat control is included here as well. A.S. 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.
2020 KEY PRIORITIES
• Educate ratepayers and industry on their responsibility to reduce the impact of pests
• Survey and monitor for pests
• Release two video productions developed in 2019
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 that participates in
an annual tour of nominated properties. This event helps generate a positive image for the County and provides A.S.
with an opportunity to build positive relationships with County residents.
KEY 2019 PRIORITIES/ACCOMPLISHMENTS
• Advertised on social media, County website, print media and word of mouth
2020 KEY PRIORITIES
• Improve advertising strategy
• Increase nominations
SOIL CONSERVATION PROGRAMS
A.S. administers the Soil Conservation Act within the County. It is our duty to keep the soil in the field where it
belongs. 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. Seed drills for both conventional and no till farming practices are available for rent.
The shelterbelt tree planting program also supports soil conservation. Shelterbelts limit soil erosion, promote snow
retention, reduce feeding costs for confined feeding operations, provide wildlife habitat and protect livestock from
the wind. A.S. arranges for transportation of the trees from the Tree Time website and staff assist with unloading
and sorting the trees. Moving forward A.S. will partner with the Partners in Habitat Development program to order
trees for landowners from Tree Time but the trees will be at the cost of the individuals doing the planting.
2020 Final Budget 64
2020 KEY PRIORITIES
• Plant more trees in 2020
• Increasing the drill acres
• Promote best management practices
MOWING PROGRAMS
There are two distinct mowing programs managed by A.S. 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 1,200 hours of mowing and 200 hours of weed whipping is completed in hamlets, around county facilities and
entrance corridor map signs, subdivisions, airports, for ratepayers (under policy) and in other areas under contract
such as Alberta Conservation Association (ACA) parking lots, the Aqueduct Trout Pond and Interpretive Centre.
Currently A.S. does not mow every subdivision due to safety hazards caused by thrown rocks. Mowing creates
aesthetically pleasing areas for people to use.
KEY 2019 PRIORITIES/ACCOMPLISHMENTS
• Work more in other subdivisions and on other programs with existing staff resources.
o Reduced labour, maintained similar level of service
o Noted one additional residential subdivision that requires attention
2020 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 2019 PRIORITIES/ACCOMPLISHMENTS
• Coordinate work plans with Municipal Services
o Held preconstruction meetings during the season
o Maps were created and distributed
o Maintained open dialogue with other departments and contractors
o Seeded 58 miles of construction, drainage projects and disturbed sites
ALBERTA CONSERVATION ASSOCIATION CONTRACT (ACA)
A.S. works with the Alberta Conservation Association (ACA) on shelterbelt plantings, reseeding of grass and has a
contract with ACA to manage the Aqueduct Trout Pond area, Millicent Buck For Wildlife 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 and well-maintained recreational area for our ratepayers.
2020 Final Budget 65
REPAIRS & MAINTENANCE PROGRAM
A.S. maintains a fleet of vehicles, sprayers, tractors, ride on mowers, roadside mowing units, UTV’s, livestock
equipment and other miscellaneous equipment. A.S. 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
Council nominates a farm family for the Calgary Stampede Farm Family awards each year. This program is well
received by the nominees and helps create a positive image for the hard-working farmers of our region.
A.S. 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
A.S. oversee the maintenance of all County facilities. Facilities are maintained at an appropriate level through
efficient relationships with contractors, regular maintenance schedules and a dedicated staff member that looks
after the facilities.
KEY 2019 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 and preventative maintenance plan for County
owned facilities
• Work with Fire and Emergency Services to get their facilities in proper working order
o Repaired Tilley Fire air conditioning, forced air heater, Patricia radiant heater and other repairs
• Reviewed and updated County property files
• Organized storage facility shelving requirements
2020 KEY PRIORITIES
• Ensure proper preventative maintenance schedule is in place and used for all facility equipment
• Determine a better way to monitor outlying facility needs, less reactive, more proactive
• Carry out Council recommendations on County owned properties and facilities
AGRICULTURAL SERVICES STATISTICS & PERFORMANCE MEASURES
2020 Final Budget 66
AGRICULTURAL SERVICES STAFFING
Agricultural Services staff levels in 2020 are expected to decrease with the removal of the extra 0.50 FTE budgeted
in 2019 to provide for cross training of an Agricultural Technician that replaced a retiring Agricultural Technician.
AGRICULTURAL SERVICES POSITION LIST
2020 Final Budget 67
Community Services
SERVICES AND PROGRAMS PROVIDED
Services and programs provided under this function includes 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 times a year, once each quarter.
In 2019, a special transportation pilot project was approved by Joint Services. It is operated by the City of Brooks on
behalf of each of the communities within the County. The pilot project provides regularly scheduled round trip
transportation from Brooks to Medicine Hat. Initially it was provided one day each week. After a period of time, the
service was expanded to three days a week (Monday, Wednesday, Friday). The pilot project runs through to mid
February, 2020. In early 2020, the results of the pilot project will be considered, and a decision will need to be made
regarding the future of the additional transportation service. The pilot has been funded by the remaining proceeds
of a grant that was originally approved by the Department of Municipal Affairs in 2015.
The bus is equipped with a wheelchair 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.
2020 Final Budget 68
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
MINI BUS STATISTICS & PERFORMANCE MEASURES
VICTIMS ASSISTANCE & THE SAFE AND CARING COMMUNITIES PROGRAM
The Victims Assistance Program has been in place since 2012 when Council committed the County to participate in
that initiative.
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 2020 are expected to remain consistent with 2019.
COMMUNITY SERVICES STAFF LIST
2020 Final Budget 69
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.
2020 KEY PRIORITIES
• Continue to fund, support and participate in local economic development initiatives that are administered
by the City of Brooks under this partnership arrangement.
ECONOMIC DEVELOPMENT STAFF LIST
2020 Final Budget 70
Recreation
SERVICES AND PROGRAMS PROVIDED
Recreation services 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. These
funds are allocated by the Boards to organizations that provide recreational facilities and programs which can be
accessed by residents of the area.
RECREATION REVIEW
A Recreation review was completed in 2016 which identified 91 facilities in the region which require significant
subsidies from general property tax revenues to cover their annual expenses. The facilities had an average expected
useful life of 25 years remaining, were insured at a current replacement cost of approximately $126 million and had
an estimated future replacement cost of $358 million. Only $2.5 million in savings was available at that time for
future replacement or rehabilitation of the facilities. 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.
One of the main outcomes of the review was a recognition that recreation 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 replaced with a 0.50 mill increase in the municipal mill rate. The funds from this mill rate
increase are used to support the recreation operating budget for each of the Boards as well as raising an additional
$1.4 million annually which is set aside in the Recreation restricted surplus fund. Further consideration needs to be
given to developing a long-term plan for the use of funds generated in support of recreation programs and facilities
within the region.
2020 Final Budget 71
KEY 2019 ACCOMPLISHMENTS
• A new recreation funding agreement with the Town of Bassano was approved. The dedicated recreation
reserve account continues to accrue funds (now at 4.2 million) for future improvements/replacements of
recreation facilities in the region.
2020 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
2020 Final Budget 72
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 2019 PRIORITIES/ACCOMPLISHMENTS
• Increase maintenance efficiencies
• Increase occupancy rates
o Increases in return customers and some long-term rentals in 2019
2020 KEY PRIORITIES
• Increase maintenance efficiencies
• Increase occupancy rates
• Improve cell reception and internet availability
PARKS AND RECREATION
A.S. oversees some of the maintenance and responsibilities included in Parks and Recreation. A.S. inspects
playground equipment regularly to reduce the risk of safety concerns and replaces parts as necessary.
In most cases, the recreation facilities throughout the County are owned, operated and maintained by third parties.
This includes community halls, arenas, curling rinks, etc. For this reason we have limited involvement in their
operation and maintenance at this time.
2020 Final Budget 73
KEY 2019 PRIORITIES/ACCOMPLISHMENTS
• Complete 2019 annual playground inspection
o All playground inspections were completed monthly
o All playground maintenance was completed
• Other accomplishments:
o Maintained proper vegetation management on all sites
2020 KEY PRIORITIES
• Complete 2020 playground inspections and maintenance
PARKS & PROGRAMS STATISTICS & PERFORMANCE MEASURES
PARKS AND RECREATION STAFFING
Parks and Recreation staffing levels in 2020 are expected to remain consistent with 2019.
PARKS AND RECREATION STAFF LIST
2020 Final Budget 74
Library
SERVICES AND PROGRAMS PROVIDED
Library services are provided through the County of Newell Library Board which is a separate corporate entity whose
members are appointed by County Council. The Board consists of ten (10) members (nine members at large and
one member of Council). The Board was created through a bylaw passed by the County of Newell Council in 1977.
The governing legislation that applies to the operation of the Board is the Libraries Act.
The Board is a member of the Shortgrass Regional Library System. Funds generated for library services through the
municipal mill rate are allocated to the Shortgrass Regional Library system and the Board. The Board in turn redirects
the revenue received from the County to the individual library service centers operating within the County.
Those locations include a combination of dedicated municipal library service facilities operating in the City of Brooks,
the Town of Bassano, and the Village of Duchess. Joint service facilities that utilize libraries in several schools
operated by Grasslands Regional Schools are also funded. Those joint use facility locations include the schools in
Rainier, Rolling Hills, 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
2020 Final Budget 75
APPENDICES
2018 Final Budget 76
Appendix I – 2020 Tangible Capital Asset Budget Items
2020 Final Budget 77
Appendix I – 2020 Tangible Capital Asset Budget Items (continued)
2018 Final Budget 78
Appendix II – Financial Plan (MGA 283.1)
2020 Final Budget 79
Appendix III – 10 Year Capital Plan (MGA 283.1)
2020 Final Budget 80
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.
2020 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: 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.
2020 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: 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.
2020 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: 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.
2020 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: 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.
2020 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: 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
2020 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: 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.
2020 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: 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,
2020 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: 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.
2020 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: 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;
2020 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: 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.
2020 Final Budget 91
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.
2020 Final Budget 92
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: __________________________
2020 Final Budget 93
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.
2020 Final Budget 94
COUNTY OF NEWELL - POLICY HANDBOOKCOUNTY 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.
2020 Final Budget 95
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
2020 Final Budget 96
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.
2020 Final Budget 97
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
2020 Final Budget 98
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.
2020 Final Budget 99
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
2020 Final Budget 100
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
2020 Final Budget 101
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
2020 Final Budget 102
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.
2020 Final Budget 103
COUNTY OF NEWELL - POLICY HANDBOOKCOUNTY 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.
2020 Final Budget 104
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.
2020 Final Budget 105
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.
2020 Final Budget 106
Appendix VIII – Strategic Priorities
2020 Final Budget 107
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.
2020 Final Budget 108
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.
2020 Final Budget 109
Appendix X – Acronyms
AAF Alberta Agriculture & Forestry
ACA Alberta Conservation Association
AEP Alberta Environment & Parks
ASB Agriculture Service Board
ASP Area Structure Plan
ARP Area Redevelopment Plan
BMTG Basic Municipal Transportation Grant
CAO Chief Administrative Officer
CCIP Coyote Control Incentive Program
COR Certificate of Recognition
CPO Community Peace Officer
CVIP Commercial Vehicle Inspection
EID Eastern Irrigation District
FTE Full-Time Equivalent
FCSS Family and Community Support Services
FSEPP Fire Services Emergency Preparedness Program
GAAP Generally Accepted Accounting Principles
GFOA Government Finance Officers Association
GIS Geographical Information System
ICS Incident Command System
MGA Municipal Government Act
MPC Municipal Planning Commission
MSI Municipal Sustainability Initiative
NFPA National Fire Prevention Association
NRSC Newell Regional Services Corporation
NRSWMA Newell Regional Solid Waste Management Authority
OHS Occupational Health & Safety – Alberta
PSAB Public Sector Accounting Board
PPE Personal Protective Equipment
PPSA Provincial Police Services Agreement
RCMP Royal Canadian Mounted Police
RPR Real Property Report
SAEWA Southern Alberta Waste to Energy Association
SWOT Strengths Weaknesses Opportunities Threats
TCA Tangible Capital Asset
WCB Workers’ Compensation Board – Alberta