COUNTY OF NEWELL 2015 FINAL BUDGET
Final Approved – 2015‐04‐09
County of Newell 2015 FINAL Budget
2015
Table of Contents INTRODUCTION ............................................................................................................................................................. 3 Community Profile .................................................................................................................................................... 3 Organization Profile................................................................................................................................................... 4 Budget Policy and Principles ..................................................................................................................................... 5 Budget Planning Issues .............................................................................................................................................. 5 Accounting Practices ................................................................................................................................................. 5 EXECUTIVE SUMMARY .................................................................................................................................................. 6 Revenues ................................................................................................................................................................... 7 Expenditures ............................................................................................................................................................. 7 Staffing Summary ...................................................................................................................................................... 9 Tangible Capital Assets Summary ........................................................................................................................... 10 Debt Summary ......................................................................................................................................................... 11 Restricted Surplus Summary ................................................................................................................................... 13 BUDGET BY FUNCTION ................................................................................................................................................ 15 00 – General Government ....................................................................................................................................... 15 11 – Legislative ........................................................................................................................................................ 16 12 – Administration ................................................................................................................................................. 17 14 – Corporate Safety.............................................................................................................................................. 21 23 & 24 – Fire & Emergency Services ...................................................................................................................... 24 26 – Bylaw Enforcement ......................................................................................................................................... 27 31 – Fleet Services ................................................................................................................................................... 29 32 – Public Works .................................................................................................................................................... 31 33 – Airport ............................................................................................................................................................. 35 41 – Water ............................................................................................................................................................... 36 42 – Waste Water ................................................................................................................................................... 37 43 – Waste Management ........................................................................................................................................ 38 51 – Family and Community Support Services (FCSS) ............................................................................................. 39 61 – Planning & Development ................................................................................................................................. 40 62 – Agricultural Services (ASB) .............................................................................................................................. 45 63 – Community Services ........................................................................................................................................ 51 64 – Economic Development .................................................................................................................................. 53 66 – Subdivision ...................................................................................................................................................... 57 71 – Recreation ....................................................................................................................................................... 58 72 – Parks & Programs ............................................................................................................................................ 59 74 – Library .............................................................................................................................................................. 61
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County of Newell 2015 FINAL Budget
2015
Table of Contents Appendix I – 2015 Tangible Capital Asset Budget Items ......................................................................................... 62 Appendix II – 10 Year Fleet & Equipment Replacement ......................................................................................... 63 Appendix III – 10 Year Capital Plan .......................................................................................................................... 64 Produced by the Finance Department in cooperation with all County departments. The County of Newell 2015 Budget is available online at www.countyofnewell.ab.ca.
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County of Newell 2015 FINAL Budget
2015
INTRODUCTION
Community Profile The County of Newell is a rural municipality (5900 sq. km.) located in southeast Alberta in an area bounded by the City of Calgary 180 km east, 100 km west of the City of Medicine Hat, and 150 km northeast of the City of Lethbridge. The largest urban communities within the County are the City of Brooks and the Town of Bassano. The County provides a number of services – directly or jointly with other municipalities – to the residents of the rural area and Hamlets. These services include general administration, road maintenance, fire protection, garbage disposal, planning and development administration, agricultural services, recreation and parks, family and community support services and bylaw enforcement. The County has a dynamic and diverse economy driven by three pillars: Agriculture; Oil and Gas; and Tourism. There are approximately 500 primary agricultural producers in the County, and approximately 1500 non‐ agricultural business enterprises within the County and its municipalities. The County of Newell has a thriving and extensive agricultural base with ready access to Calgary and its global transportation linkages. With a younger work force and average farm receipts in the range of $100,000 to $249,999, the region is home to some of the most profitable farmers in Alberta. The County has one of Alberta’s most active natural gas fields. There are roughly 30,000 wells in the County, which accounts for half of all wells in Alberta, and 37% of all wells in Canada. Approximately 170 production and service companies employ 4,000 to 5,000 people in the energy sector in the region. Key tourism anchors include Lake Newell ‐ one of Canada's largest man‐made lakes, Dinosaur Provincial Park ‐ a UNESCO World Heritage Site, and recreation activity as diverse as golfing, boating, camping, fishing, hunting, and wildlife watching.
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2015
County of Newell 2015 FINAL Budget Organization Profile County Council
The Council of the County of Newell represents the citizens of the County and provides leadership as the legislative and policy‐making body for the organization. Council is made up of a Reeve and 9 Councillors who are elected for a four year term.
Reeve:
Molly Douglass (Division 9)
Councillors:
Clarence Amulung (Division 1) Gordon Simpson (Division 2) Anne Marie Philipsen (Division 3) Wayne Hammergren (Division 4) Tracy Fyfe (Division 5)
Kelly Christman (Division 6) Ellen Unruh (Division 7) Brian de Jong (Division 8) Lionel Juss (Division 10)
Management Team The Chief Administrative Officer (CAO) leads a management team responsible for providing recommendations to Council and coordinating the day‐to‐day operations of municipal staff. The management team also provides vision and leadership in the annual development and implementation of Council initiatives. The management team consists of the positions illustrated below.
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County of Newell 2015 FINAL Budget
2015
Budget Policy and Principles Budget Process On an annual basis, Council considers a proposed operating budget and a ten year capital forecast and adopts the operating and capital budgets for the coming year. The budget process involves council, department heads, staff and the public and takes into account current economic conditions, provincial policy changes and service needs within the County. 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. After the budget is adopted by Council, expenditures are controlled against budget by formal purchasing policies and financial systems designed specifically to prevent budget overruns. If Council approves additional expenditures during the year the additional spending becomes an approved budget variance.
Balanced Budget The County of Newell, under the Municipal Government Act, is required to have a balanced budget. Expenditures may not exceed the total of revenues, transfers from restricted surplus and proceeds from debt. Financial performance is monitored through monthly budget variance analysis at the functional level.
Budget Planning Issues There is uncertainty around the timing and amount of cash flows associated with MSI grant funded capital projects. The rural water project, which has been approved for funding of $27 million under the MSI capital grant, is slated to be complete prior to the entire amount of grant funding being received. To address this uncertainty Council authorized additional short‐term borrowing in 2014 of up to $14 million to cash flow this project.
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 as prescribed by the Public Sector Accounting Board (PSAB) of the Canadian Institute of Chartered Accountants. 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 2015 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. 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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County of Newell 2015 FINAL Budget
EXECUTIVE SUMMARY The Municipal Government Act requires Council to adopt a budget for each calendar year. This document provides the supporting information for the 2015 Final Budget, which was approved by Council on April 9, 2015. 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 County’s 2015 Final Budget balances $70,346,430 in revenues and transfers with $70,346,430 in expenditures and transfers. 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
Budget $c hg/ 14
Budget %c hg/ 14
R ev enues and T ransfers by Objec t Property taxes Special levies User fees and sale of goods Sales to other governments Government transfers Penalties and cost of taxes Investment income Licenses and permits Other revenue Contributed assets Gain (loss) on sale of TCA Transfers
$40,464,388 $2,045,909 $1,158,845 $211,801 $9,997,670 $153,848 $1,541,343 $178,424 $2,979,460 $365,342 $22,018,761 $81,115,791
$41,554,932 $2,647,753 $1,320,055 $206,000 $14,320,918 $131,250 $1,068,491 $146,600 $441,505 $12,056,194 $73,893,698
$41,536,603 $1,286,003 $1,608,592 $195,630 $11,689,188 $250,591 $1,654,240 $185,324 $4,205,436 ($5,403) $19,823,173 $82,429,377
$42,511,587 $1,159,264 $1,582,879 $201,000 $5,448,223 $131,775 $1,199,787 $151,600 $178,810 $17,781,505 $70,346,430
$956,655 ($1,488,489) $262,824 ($5,000) ($8,872,695) $525 $131,296 $5,000 ($262,695) $5,725,311 ($3,547,268)
2.30% (56.22%) 19.91% (2.43%) (61.96%) 0.40% 12.29% 3.41% (59.50%) 0.00% 0.00% 47.49% (4.80%)
$6,814,669 $4,949,447 $5,842,060 $17,157,796 $827 $639,649 $93,634 $4,422,416 $28,105,247 $13,781,194
$7,632,364 $5,777,210 $5,101,893 $16,494,832 $750 $686,330 $20,000 $4,974,318 $27,821,707 $7,272,936
$7,376,785 $5,025,408 $4,827,107 $16,346,991 $1,873 $700,535 $70,799 $4,860,572 $27,293,957 $14,084,656
$8,177,529 $4,927,054 $5,043,129 $17,151,877 $1,500 $753,690 $20,000 $4,679,346 $23,924,401 $7,478,320
7.14% (14.72%) (1.15%) 3.98% 100.00% 9.81% 0.00% (5.93%) (14.01%) 2.82%
($1,663,006) $80,143,933
($1,888,642) $73,893,698
($1,934,522) $78,654,161
($1,810,416) $70,346,430
$545,165 ($850,156) ($58,764) $657,045 $750 $67,360 ($294,972) ($3,897,306) $205,384 $78,226 ($3,547,268)
Expenditures and T ransfers by Objec t Salaries, wages and benefits Contracted and general services Materials, goods, supplies and utilities Transfers to organizations Bank charges and short-term interest Interest on long-term debt Other expenditures Amortization Tangible capital assets Transfers Less: Unfunded portion of amortization
(4.14%) (4.80%)
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County of Newell 2015 FINAL Budget
2015
Revenues The major categories of the County’s revenues are described below. 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, representing 60% of total budgeted revenues and transfers for 2015. The final budget incorporates a 3.0% increase in municipal tax revenues. Special levies include recreation levies and local improvement taxes. Recreation levies remain relatively consistent from year to year. Local improvement taxes will vary depending on the local improvement projects being completed in a given year. In addition to the recreation levies, the final budget includes local improvement taxes of $700,000 for a community pathway in Lake Newell Resort and $70,000 for curb stop replacement in Patricia. User fees and sale of goods includes fees based on usage. The County charges fees for a variety of goods and services such as water and wastewater, dust abatement, custom work, weed control, equipment rental and campground fees. The expected increase in user fees in the final budget relate mainly to additional rural water users receiving service as well as additional road permit revenues being received. Sales to other governments include fees charged for the provision of bylaw enforcement and corporate safety services to other municipalities within the region. These fees remain relatively consistent from year to year. Government transfers include various grants received from other levels of government. Significant grants expected to be recorded in 2015 include $12 million in MSI capital, $520,000 basic municipal transportation grant and $183,000 agricultural service board grant. MSI operating grant funding is expected to decrease in 2015. Investment income includes gains and interest earned from the County’s investments. Interest has been calculated at 1.15% on an average bank account balance of $7.5 million and 3.0% on the County’s investment portfolio of $30 million. Other revenue this category includes other recovered costs and miscellaneous revenues. Transfers include transfers from restricted surplus funds which support capital or operating expenditures which are supported by a specific restricted surplus fund.
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 funding new positions, the final budget includes a 2.0% cost of living increase and includes a provision for merit increases. 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. The decrease in these costs for the interim budget is largely attributable to shifting $896,000 from gravel road maintenance to gravel road reconstruction work in the tangible capital asset program. 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 as well as gas, water and electric utility charges.
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County of Newell 2015 FINAL Budget
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Transfers to organizations include transfers made to the Alberta School Foundation Fund, Seniors Foundation, fire associations, library boards and other local municipal governments. An additional $500,914 is allocated in 2015 for transfers to the urban municipalities with which the County shares a portion of its tax revenues. The Newell Foundation increased its requisition by approximately $106,000 for 2015. Interest on long‐term debt includes required interest payments on outstanding long‐term debt. Amortization includes the estimated reduction in the value of the County’s tangible capital assets for the year. A portion of the annual amortization charge is allocated to various restricted surplus funds as outlined in the County’s restricted surplus policy. Tangible Capital Assets includes expenditures on non‐financial assets such as roads, sewers, water systems, buildings, vehicles, machinery and equipment. Transfers include transfers to restricted surplus intended for funding a variety of different items which are detailed in the County’s restricted surplus policy. This category also includes required debenture principal payments and purchases of gravel and parts inventory. Unfunded portion of amortization this is the portion of the current year amortization charge for which tax revenues are not raised.
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County of Newell 2015 FINAL Budget Staffing Summary
The final budget includes a net overall increase of 2.39 full‐time equivalent employees (FTE). New positions include one municipal intern, a communications coordinator in economic development, two maintenance operators and an operations foreman in municipal services, an IT GIS Co‐op student and increasing two part time agricultural equipment operators to full time positions. Eliminated positions include one grader operator, one seasonal public works labourer, an economic development summer student, two GIS analysts and one IT Training & Communication Coordinator. Detailed personnel lists and changes from 2014 budget are included as part of each department’s budget detail. STAFFING BUDGET BY FTE ADMINISTRATION CORPORATE SAFETY FIRE & EMERGENCY SERVICES BYLAW ENFORCEMENT FLEET SERVICES MUNICIPAL SERVICES PLANNING & DEVELOPMENT AGRICULTURAL SERVICES COMMUNITY SERVICES ECONOMIC DEVELOPMENT PARKS & PROGRAMS TOTAL FTE POSITIONS
2014 Budget 18.00 2.50 1.50 2.00 3.33 29.33 3.00 12.46 1.00 2.25 0.5 75.87
2015 Budget 17.50 2.50 1.50 2.00 3.33 30.58 3.00 13.85 1.00 2.50 0.5 78.26
chg/14 % chg/14 (0.50) ‐2.8% ‐ 0.0% ‐ 0.0% ‐ 0.0% ‐ 0.0% 1.25 4.3% ‐ 0.0% 1.39 11.2% ‐ 0.0% 0.25 11.1% ‐ 0.0% 2.39 3.2%
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County of Newell 2015 FINAL Budget Tangible Capital Assets Summary
The 2015 budget provides for tangible capital asset (TCA) acquisitions in the amount of $23,924,401 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. 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 fund. New vehicles, machinery and equipment are funded from general tax revenues. 2015 TCA Budget Summary by Type TCA Type BASE Budget BUILDINGS ‐ ENGINEERED STRUCTURES 2,850,000 LAND IMPROVEMENTS ‐ MACHINERY & EQUIPMENT 1,034,000 VEHICLES 1,261,500 Grand Total
5,145,500
NEW Initiatives 1,269,000 16,180,750 122,500 750,151 456,500
TOTAL Budget 1,269,000 19,030,750 122,500 1,784,151 1,718,000
18,778,901
23,924,401
Significant TCA additions budgeted for 2015 include: $12,394,850 – Rural water project $1,850,000 – Gravel road reconstruction $1,600,000 – Scandia paving $1,500,000 – Drainage projects $1,250,000 – Storage facility (pending sale of old County facilities) $700,000 – Lake Newell Resort community pathway $600,000 – Paving TR15‐4 from highway 36 to Railway Avenue $125,000 – Bulk fuel system for the airport 115,000 – Pathway from new county facility to centennial arena
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County of Newell 2015 FINAL Budget Debt Summary
Debt levels are projected to increase by $1,795,958 to $31,850,380 by the end of 2015. The increase represents additional borrowing of $6.2 million to support the rural water project and local improvements completed in various hamlets, offset by principal repayments of $4,445,568 on outstanding debt. This remains below the County’s 2014 debt limit of $54,668,823. 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: Bylaw Maturity 2014 Ending 2015 Ending Number Project Supported Interest Date balance balance 1437‐03 Newell Foundation 5.500% 2018 2,919,673 2,247,288 1542‐05 Lake Newell Sewer 4.307% 2015 84,514 ‐ 1224‐97 Patricia Water Treatment Plant 7.125% 2017 17,760 12,242 1731‐11 Rural Water Distribution 2.269% 2022 9,557,153 8,374,349 1731‐11 Rural Water Distribution 2.177% 2022 4,084,682 3,611,943 1731‐11 Rural Water Distribution 2.177% 2023 4,559,308 4,106,387 1797‐14 Rural Water Distribution 1.637% 2019 8,000,000 6,455,951 1797‐14 Rural Water Distribution 1.637%* 2020 ‐ 6,000,000 3.406% 2034 690,630 665,177 1784‐13 Scandia Water & Wastewater 1788‐13 Rolling Hills Lift Station 3.406% 2034 140,702 135,516 1814‐15 Scandia Pump, Control System 2.642%* 2035 ‐ 100,750 1816‐15 Patricia Pump, Control System 2.642%* 2035 ‐ 63,512 1818‐15 Rolling Hills Pump, Control System 2.642%* 2035 ‐ 77,265 TOTAL DEBT OUTSTANDING 30,054,422 31,850,380 *estimate DEBT LIMIT (2014) 54,668,823 54,668,823 % DEBT LIMIT USED 55.0% 58.3% DEBT SERVICING 5,186,171 6,358,166 DEBT SERVICING LIMIT (2014) 9,111,471 9,111,471 % DEBT SERVICING USED 56.9% 69.8%
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. These thresholds are guidelines used by Alberta Municipal Affairs to identify municipalities which could be at financial risk if further debt is acquired. The calculation does not represent the financial stability of the County. Rather, the financial statements of the County must be interpreted as a whole. Estimated principal and interest repayments are due as follows: Year Principal Interest Total 2015 4,445,568 736,393 5,181,961 2016 5,637,083 721,084 6,358,167 2017 5,775,183 582,984 6,358,167 2018 5,910,726 440,658 6,351,384 2019 5,223,991 294,427 5,518,418 Thereafter 9,303,398 514,340 9,817,738 $ 36,295,948
$ 3,289,888
$ 39,585,835
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County of Newell 2015 FINAL Budget
Debt repayments are expected to flow as illustrated in the charts below. The bulk of the County’s current debt is expected to be repaid by 2024.
The debentures issued to fund the rural water project have resulted in a steep increase in the debt per capita held by the County. This is a temporary increase which is expected to begin improving in 2016 as debt repayments are made with no new additional borrowing anticipated.
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County of Newell 2015 FINAL Budget Restricted Surplus Summary
The County’s Restricted Surplus Policy 2012‐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.
Restricted Surplus Funds December 31, 2015 estimated ending balance VEHICLES, MACHINERY & EQUIPMENT FUND FACILITIES FUND INFRASTRUCTURE FUND FUTURE PROJECTS FUND UNEXPENDED BUDGET FUND REGIONAL ENHANCEMENT FUND FIRE APPARATUS FUND PAVING FUND TILLEY FUND STABILIZATION FUND Total Net Change in Restricted Surplus
2014 ending 6,184,837 1,133,647 13,633,516 23,773,760 1,379,026 3,421,192 1,183,916 6,416,381 850,988 2,847,112 60,824,375
Additions Withdrawals 1,456,548 (2,593,400) 219,994 1,634,948 (240,900) (12,649,379) (80,000) 867,150 2,193,656
(675,639) (2,200,000) (825,985)
6,372,296
(19,265,303)
2015 5,047,985 1,353,641 15,027,564 11,124,381 1,299,026 3,421,192 1,375,427 6,410,037 25,003 2,847,112 47,931,368 (12,893,007)
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 gains realized on 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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County of Newell 2015 FINAL Budget
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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 Established to maintain the original proposal of the Province to have funding of MSI projects shared with municipalities and hamlets within the County. It is anticipated that after the remaining funds have been allocated to specific projects that this fund will be closed.
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 of not less than $250,000 from the annual 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.
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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County of Newell 2015 FINAL Budget
BUDGET BY FUNCTION 00 – General Government Net municipal taxes are accounted for under the General Government function. This includes gross taxes received on all assessment types reduced by requisitions for the public and separate schools as well as the Newell Foundation. The 2015 budget projects an increase in municipal tax revenues of 3%, or $783,423, which is generated through a combination of assessment growth ($522,158) and changes to the municipal mill rate ($261,265). The County realized growth in assessed property values of $89,056,510 over the prior year. Of the increase in assessed property values 98.9% is attributed to real growth and the remaining 1.1% is attributed to increased market values. Investment income is also included under this function. The County maintains its long‐term investments in a bond portfolio. Return on investments is estimated at 3.0% on the bond portfolio. In 2011 the County entered into a revenue sharing agreement with the urban municipalities within its borders. 2015 sees an increased expenditure for the County in revenue sharing dollars of $500,914 to a total of $1,774,612. 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t Property taxes User fees and sale of goods Government transfers Penalties and cost of taxes Investment income Other revenue
40,464,388 276,908 2,795,262 153,848 1,541,343 1,500,883 46,732,632
41,554,932 125,000 131,250 1,068,491 20,000 42,899,673
41,536,603 363,483 250,591 1,654,240 53,100 43,858,017
42,511,587 160,000 131,775 1,199,787 20,000 44,023,149
15,245,178 255,294 80,000 21,626,885 37,207,357
14,536,442 210,587 20,000 2,614,306 17,381,335
14,523,940 206,279 2,155 11,497,853 26,230,228
15,151,385 195,635 20,000 15,367,020
(9,525,275)
(25,518,338)
(17,627,789)
(28,656,129)
956,655 35,000 525 131,296 1,123,476
2.30% 28.00% 0.00% 0.40% 12.29% 0.00% 2.62%
Expenditures and T ransfers by Objec t Transfers to organizations Interest on long-term debt Other expenditures Transfers Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
614,943 4.23% (14,952) (7.10%) 0.00% (2,614,306) (100.00%) 0.00% (2,014,315) (11.59%)
(3,137,791)
12.30%
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County of Newell 2015 FINAL Budget
11 – Legislative The Legislative function provides for the direct costs of operating Council and a variety of committees. 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 number 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. 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t -
-
-
-
-
0.00%
273,224 166,206 16,667 456,097
292,000 203,500 23,500 519,000
326,046 149,236 19,330 494,612
292,000 174,600 23,600 490,200
(28,900) 100 (28,800)
0.00% (14.20%) 0.43% 0.00% (5.55%)
456,097
519,000
494,612
490,200
(28,800)
(5.55%)
Expenditures and T ransfers by Objec t Salaries, wages and benefits Contracted and general services Materials, goods, supplies and utilities Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
Attendance at Council meetings is required unless otherwise excused. Members of Council must also vote on all matters being considered by Council unless they have a clear conflict of interest on a particular matter being dealt with. Regular meetings of Council are held twice a month with the schedule subject to ratification by Council during the annual organizational meeting. Council is responsible for setting direction, establishing organizational priorities, approving policies and allocating resources through the annual budget approval process.
KEY 2014 ACCOMPLISHMENTS Reviewing/pursuing enhanced rural/urban initiatives including Inter‐Municipal Development Plans Continued CNWP and construction of the first contracts for that system. Strategic planning and priority setting 2015 KEY PRIORITIES Shared service review Alternate revenue strategies Long term financial model County sustainability vision Media Message Program
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2015
County of Newell 2015 FINAL Budget
12 – Administration BUDGET SUMMARY SERVICES AND PROGRAMS PROVIDED Administration is comprised of the Executive, Finance and Information 2015 Net Budget 4,407,809 & Technology departments and consists of the following positions: 2014 Net Budget 4,422,123 Budget Change (14,314) The CAO’s office is Council’s direct link to administration. The CAO is responsible for co‐ordinating Council meeting agendas, providing Change by % (0.32%) recommendations on matters that Council direction is required on, 2015 FTE 17.5 assisting Council in the Strategic Planning process, initiating actions 18 necessary for the implementation of strategic priorities that have been 2014 FTE FTE Change (0.5) set by Council, and other corporate initiatives such as service delivery assessment and service standards. FTE Change % (2.8%) 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. 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t User fees and sale of goods Government transfers Other revenue Gain (loss) on sale of TCA Transfers
20,603 44,305 (45,019) 1,378,387 1,398,276
14,500 29,905 1,245,067 1,289,472
17,736 60,847 200,448 830,629 1,109,660
14,500 43,000 24,300 1,702,700 1,784,500
1,716,536 779,335 693,825 61,577 827 340,438 1,939,103 (45) (111,431) 5,420,165
2,060,076 949,747 1,017,364 10,707 750 392,008 1,361,320 75,000 (155,377) 5,711,595
1,886,815 781,042 648,264 29,767 1,873 1 488,590 778,146 75,589 (164,891) 4,525,196
1,980,160 1,076,504 847,053 1,500 476,006 1,976,200 (165,114) 6,192,309
43,000 (5,605) 457,633 495,028
0.00% 0.00% (18.74%) 0.00% 36.76% 38.39%
Expenditures and T ransfers by Objec t Salaries, wages and benefits Contracted and general services Materials, goods, supplies and utilities Transfers to organizations Bank charges and short-term interest Other expenditures Amortization Tangible capital assets Transfers Unfunded portion of amortization
(79,916) (3.88%) 126,757 13.35% (170,311) (16.74%) (10,707) (100.00%) 750 100.00% 0.00% 83,998 21.43% 614,880 45.17% (75,000) (100.00%) (9,737) 6.27% 480,714 8.42%
(Exc ess) of rev enues and transfers ov er expenditures and transfers
4,021,889 4,422,123 3,415,536 4,407,809 (14,314) (0.32%) FINANCE DEPARTMENT The Finance Department is responsible for the overall management of the financial affairs of the County including: Accounting, audit and budgeting of approximately $69 million in annual expenses and revenues; cash management of approximately $37 million dollars in investments is provided to maximize the returns and provide additional income to the County; accounts payable processing over 2,700 cheque payments; payroll coordinates the production of three different payroll groups paid on a bi‐weekly basis and maintains benefits records for over 100 staff members. Property assessment and tax collection. Assessment services determine property values for residential, farmland, commercial and industrial properties, and co‐ordinates receiving values from the province for linear properties. Property values are determined by Assessment services on an annual basis and each residential property is specifically reviewed on a five year rotation. Assessment information can be used in grant funding formulas. Assessment services also answers queries from rate payers and responds to assessment appeals.
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County of Newell 2015 FINAL Budget
2015
Managing an insurance program that sustains the Municipality’s ability to deliver services to the community. Managing debt – all long term debenture financing is 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 2014 ACCOMPLISHMENTS Received GFOA Award for 2013 Annual Financial Report Implemented new budgeting software Implemented a new quarterly reporting package for council 2015 KEY PRIORITIES Finalize implementation of new HR management software Update 10 year capital plan Optimize the setup and use of the County’s new financial software IT DEPARTMENT The IT Department offers the following services: Information Technology (IT); Information Services (IS); and Geographic Information Systems (GIS). The IT/IS/GIS Department creates and sustains an enterprise level environment that provides effective IT services and solutions through innovation and growth for the staff and ratepayers of the County of Newell by leveraging new technologies, information and processes. INFORMATION TECHNOLOGY (IT) IT is operated and managed by the Infrastructure team. This group of 3 employees is responsible for Level 1 and Level 2 support and the implementation of new projects and services. They are also responsible for managing the County’s Level 3 support contract, as well as work with other third party vendors. IT infrastructure portfolio: 115 Desktop and Laptop 14 CCTV cameras 230 Network Devices 70 – 100 Network users 576 network available ports 31 Servers 19 wireless / hotspot Supporting about 61 applications 10 Different operating systems Anti‐Virus, Backups, Systems disaster recovery Supporting 154 Email accounts Level 1 and Level 2 Help Desk for all the Devices INFORMATION SERVICES (IS) IS is responsible for all application and software related items. This includes providing or arranging training, support, and implementation of any software application used by the County of Newell. IS aids the organization in identification of Business and Functional Requirements and assists with process mapping and developing applications strategies.
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County of Newell 2015 FINAL Budget
2015
Administration of the IT Help Desk is also a major part of this role. From January 1, 2014 to September 30, 2014 a total of 1025 service requests were opened and 1016 have been resolved the IT Department Staff. The average resolve time is recorded as 12 days which is below the IT Department target of 2 weeks or 14 days. GEOGRAPHIC INFORMATION SYSTEMS (GIS) GIS is a technology capable of capturing, analysing, understanding trends and representing geographically referenced information. GIS is responsible for all mapping within the County of Newell. GIS also offers a number of map products for the general public. These products are updated annually or bi‐annually depending on the availability of geographic information. KEY 2014 ACCOMPLISHMENTS 2014 was a big year for the IT Department. Some of the key accomplishments are as follows: Of the 20 IBM projects identified in 2013 during the IBM review of the County’s IT department, 10 have been completed as of September, 2014 and another 5 are expected to be completed before the end of the year. Of the remaining 5, 4 are underway. Software Integration Project – The Software Integration involved the selection and implementation of new Financial System, Costing/Asset Management System and Records Management System. This project also includes several integrations between these and existing systems. Completion of a total of 27 modules occurred in 2013/2014. There are currently 5 other implementations underway and 7 to be completed in 2015/2016. Focus in 2014 was on implementation of permitting, human resources, budget, records management and optimization of existing modules. Review and updating of IT Policies was completed in 2014. Regional IT – The IT Department restructured this program in 2014 with great success. The program/project included the replacement of regional IT equipment and increased services. Completion of a GIS Service Level Strategy and development of a GIS Road Map 2015 KEY PRIORITIES Completion of the remaining 5 IBM projects. o Change Management o GIS (Implementation of the GIS Road Map and Service Level Strategy) o Incident (& Problem) Management o Exchange Messaging System o Image Standardization – PC’s, Software Software Integration Project – Late 2014 and into 2015 some new features that will be realized with this project are the implementation of a Virtual City Hall, Asset Manager, Performance Measures, GIS/WorkTech integration and automation and efficiencies in records management. Regional IT – in 2015 a formal preventative maintenance program will be put in place for municipalities participating in this program. ADMINISTRATION STAFFING The 2015 budget includes a decrease of 0.5 FTE over the 2014 budget. Three positions have been removed – two GIS analysts and the IT Training & Communication Coordinator. Three positions have been added – a Municipal Intern, Human Resources Coordinator and a half‐time IT GIS Co‐op student.
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2015
County of Newell 2015 FINAL Budget ADMINISTRATION STAFF LIST Chief Administrative Officer Director of Corporate Services Executive Assistant Records Management Clerk Manager of Finance Assistant Manager of Finance Payroll & Benefits Administrator Land Assessment Taxation Clerk Accounting Clerk Payroll & Finance Support Clerk Human Resources Coordinator Municipal Intern ‐ Finance Director of Information & Technology IT Project Manager GIS Analysts Information System Technicians IT Administrative Assistant IT Training & Communication Coordinator IT GIS Co‐op Student TOTAL FTE
2014 1 1 1 1 1 1 1 1 1 1 ‐ ‐ 1 1 2 2 1 1 ‐ 18
2015 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 2 1 ‐ 0.5 17.5
chg/14 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1.00 1.00 ‐ ‐ (2.00) ‐ ‐ (1.00) 0.50 (0.50)
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2015
County of Newell 2015 FINAL Budget
14 – Corporate Safety SERVICES AND PROGRAMS PROVIDED HEALTH & SAFETY MANAGEMENT SYSTEM SERVICES Corporate Safety Services is responsible to oversee and help manage the County of Newell’s Health and Safety Management System. Safety personnel work with staff at all levels – senior managers, supervisors and workers – to ensure that that the municipality’s safety programs and safe‐work behaviours meet the organization’s expectations and that they comply with Alberta’s Occupational Health and Safety legislative requirements.
BUDGET SUMMARY 2015 Net Budget 2014 Net Budget Budget Change Change by % 2015 FTE 2014 FTE FTE Change FTE Change %
169,062 153,605 15,457 10.06% 2.5 2.5 ‐‐ ‐‐
The following components have been considered essential to having an effective health and safety management system, and they are therefore, the key characteristics in our cooperative and pro‐active effort to provide a safe and healthy environment for all who enter our facilities or visit our project sites. 1) 2) 3) 4) 5) 6) 7) 8)
Management Leadership and Organizational Commitment Hazard Identification and Assessment Hazard Control Work Site Inspections Worker Competency and Training Incident Reporting and Investigation Emergency Response Planning Program Administration 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t Sales to other governments Government transfers Other revenue
117,051 82,000 199,051
125,000 57,192 182,192
119,005 57,192 13,318 189,516
120,000 28,596 148,596
(5,000) (28,596) (33,596)
(4.00%) (50.00%) 0.00% (18.44%)
244,861 4,052 11,559 260,472
284,982 22,610 28,205 335,797
278,036 12,332 13,528 303,896
287,698 18,060 11,900 317,658
2,716 (4,550) (16,305) (18,139)
0.95% (20.12%) (57.81%) 0.00% (5.40%)
Expenditures and T ransfers by Objec t Salaries, wages and benefits Contracted and general services Materials, goods, supplies and utilities Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
61,420 153,605 114,380 169,062 15,457 10.06% While it cannot guarantee that incidents will never occur on a work site, having had an effective Health and Safety Management System has minimized both the number and the severity of workplace incidents at the County. It has also demonstrated due diligence and duty of care in instances where an incident has occurred.
KEY 2014 ACCOMPLISHMENTS The County’s Health and Safety Management System has been measured against the Alberta Government’s Partnerships Standard, and as a result of staff’s commitment to the system, the County earned its Certificate of Recognition in 2011 with a passing grade of 92%. As a condition of COR retention, maintenance audits must be performed in each of the two calendar years following initial certification, and then in the third calendar year, a re‐certification audit must be conducted by an external body. The County was re‐certification in February 2014 with an audit score of 94%.
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County of Newell 2015 FINAL Budget
2015
2015 KEY PRIORITIES Ensure Program Integrity and Responsible Alignment of Priorities Improve Departmental Efficiency, Transparency, and Decision‐Making Abilities Increase Visibility of Corporate Safety Staff at the Frontline and in the Field Grow the Health and Safety Culture through Training and Team Innovation DISABILITY MANAGEMENT SERVICES The County of Newell recognizes that an important strategy for controlling costs is reducing the impact – both human and financial – of workplace injuries and illnesses. Therefore, the County has implemented a Disability Management System to help control these costs and the associated Workers’ Compensation Board (WCB) premiums. The County has designated the duty of coordinating its medical management efforts, with those of the Worker’s Compensation Board and health care providers, to the County’s Corporate Safety Services Department. We recognize that an injury, not only affects the worker in the workplace, but can also have an impact on the family, the social life, the finances, and future goals. We believe in a strategy of getting involved when injury or illness affects one’s ability to work, and in helping, to get support and professional services to aid in the recovery process. We work with an injured employee as a team, to identify how best to assist the individual recover, rehabilitate, and return to meaningful employment that includes participation in a modified work program. The County’s Disability Management System has been developed to include six key elements. They are: 1) 2) 3) 4) 5) 6)
Management Participation and Leadership Pre‐Placement Screening Injury Response, Reporting, Recording and Investigation Case Coordination Modified Work Program Administration
Like the County’s Health and Safety Management System, this system is about sharing responsibility for the health and well‐being of all of our employees. It is designed to encourage injury prevention through pre‐placement screening and it promotes an early and safe return‐to‐work in situations where an injury or illness has occurred. KEY 2014 ACCOMPLISHMENTS Received PIR Refund from WCB in the amount of $13,268.46 for 2013. The refund is a direct result of the County’s participation and positive performance in the Partnerships in Injury Reduction (PIR) Program. Received WCB Surplus Distribution for 2013 in the amount of $26,758.07. The distribution was due primarily due to a better‐than‐expected return on investments in 2013 by WCB. That, combined with positive operating results, resulted in funding levels exceeding what the WCB Funding Policy required. Although this is not solely an employer accomplishment, the County’s performance contributed to the overall efforts of the industry and the province as a whole. 2015 KEY PRIORITIES Emphasis on improved risk control, injury prevention initiatives and disability management practices Focus on recruiting practices and pre‐placement screening assessments Promote injury and illness prevention and wellness initiatives through physical conditioning and healthy lifestyles Foster a climate of collaboration and cooperation Reduce WCB claim costs (WCB premium rate is currently $1.32 per $100 of insurable earnings. This is 23.60% [$0.25] higher than the industry rate) Reclaim position on WCB’s Statistical Analysis Report Card (Currently ranked number 56 out of 72 large employers; Dropped back from number 19)
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County of Newell 2015 FINAL Budget
2015
CORPORATE SAFETY STAFFING Corporate Safety staffing levels in 2015 are expected to remain consistent with 2014. CORPORATE SAFETY STAFF LIST 2014 2015 chg/14 Manager of Corporate Safety Services 1 1 ‐ Safety Officer 1 1 ‐ Fire & Safety Services Administrative Assistant 0.5 0.5 ‐ TOTAL FTE 2.5 2.5 ‐
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2015
County of Newell 2015 FINAL Budget
23 & 24 – Fire & Emergency Services BUDGET SUMMARY SERVICES AND PROGRAMS PROVIDED 2015 FTE 1.5 Fire & Emergency services play an important role in the development of a 2014 FTE 1.5 safe community. We play an important role in Business Continuity by FTE Change ‐‐ providing protection and assurances where we can that we do not have large conflagrations that can destroy homes, places of work and FTE Change % ‐‐ recreation areas for play. This is accomplished through 10 Fire Halls which are located throughout the County to aid in a quick delivery of response when the need arises. The Manager of Fire and Emergency Services is responsible for the coordination of Fire Suppression, Fire Prevention, Fire Education, Suppression Staff Education, development of Disaster Plans, adherence to the County of Newell Quality Management Plan through Fire Inspections, Fire Investigations and Disaster Management. This is being done by providing assistance to the local Fire Chiefs and municipalities within the County to provide the ratepayers an effective and affordable emergency service department and to meet Council’s commitment to providing a safe environment in which our people can live, work and play. FIRE
2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t Special levies Government transfers Other revenue Transfers
357,347 395 30,695 50,530 438,967
18,000 63,340 219,636 300,976
18,000 364,328 169,636 551,964
18,000 63,000 675,639 756,639
(340) 456,003 455,663
0.00% 0.00% (0.54%) 207.62% 151.40%
2,910 31,326 55,748 929,555 11,424 398,150 1,429,113
9,603 52,640 73,957 1,078,410 11,424 20,000 372,766 1,618,800
4,655 46,413 69,860 960,268 11,424 635,766 1,728,386
20,005 63,925 77,008 1,136,791 11,424 434,500 867,150 2,610,803
10,402 11,285 3,051 58,381 414,500 494,384 992,003
108.32% 21.44% 4.13% 5.41% 0.00% 2072.50% 132.63% 0.00% 61.28%
990,146
1,317,824
1,176,422
1,854,164
536,340
Expenditures and T ransfers by Objec t Salaries, wages and benefits Contracted and general services Materials, goods, supplies and utilities Transfers to organizations Amortization Tangible capital assets Transfers Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
40.70%
FIRE PREVENTION Fire Prevention begins with education. The County supports an annual Fire Prevention Week campaign by providing educational materials to each Fire Hall which is given out at local events and during school visits supporting fire safety. These events and visits are an important part of getting the fire safety message out. Fire Prevention Week is supported by local media. The County of Newell Web Site also plays a role through fire safety messages included under “Fire Prevention Material”. Activity Booklets are also available at the County of Newell Office and to the Fire Halls upon their request. Fire permits and Fire Bans are another form of Fire Prevention by restricting activities from time to time that have the potential to create issues during periods of dry and dangerous conditions. The permits assist the County Fire Departments in knowing the locations of controlled fires and what is being burned.
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2015
County of Newell 2015 FINAL Budget
FIRE SUPPRESSION Fire Services goal is to prevent fires before they happen. However, there is a need to have suppression crews that are well trained, coordinated and equipped with modern equipment and personal protective equipment. Fire suppression training sessions are provided for the volunteer firefighters, including grant funded National Fire Prevention Association training. The County is committed to providing quality training, modern equipment and personal protective equipment to ensure the safety of the Incident Responses volunteers who are the backbone of this service. All Divisions (except 5 & 10) Type of Call 2013 2014 YTD* The ten fire halls throughout the County provide responses to a Fire ‐ Structure 13 9 wide variety of emergency requests. These halls are supported Fire ‐ Vehicle 10 7 by approximately 180 dedicated volunteers who give freely of Fire ‐ Grass / Hay / Straw 47 26 their time to make our community safer. These responses Fire ‐ Trash 4 0 Fire ‐ Other 7 5 include but are not limited to; Motor Vehicle Collisions, Water M.V.C. 43 22 Rescue, Fires of all Types, Hazardous Material Responses, Alarm Medical 73 98 Calls and Medical Co‐response. Hazardous Materials 8 1 Carbon Monoxide 2 0 In addition to the ten fire halls the Manager of Fire & Emergency Mutual Aid 40 22 Services is stationed out of the County building and is able to Alarm Call 21 13 Miscellaneous 6 2 respond to emergencies to assist the local Chief’s and Departments as needed. This position is supported by a half time Total 274 205 Administrative Assistant, who spends the other 50% of her time *YTD to end of September as the Administrative Assistant with Corporate Safety Services. EMERGENCY MANAGEMENT When an emergency occurs it is important to have professionals (including our valued volunteers) prepared, trained and properly equipped to come to the aid of persons and property in need. The Manager of Fire & Emergency Services maintains a County of Newell Emergency Plan which is shared with the City of Brooks, Towns and Villages. This position ensures that staff and Council members are trained to ensure the County can act as a cohesive group to deal with emergencies that may arise. This local Disaster/Emergency Plan is a mandatory part of the larger picture which is the Province and Federal plans. EMERGENCY SERVICES
2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t Government transfers Other revenue Transfers
-
5,000 800 5,500 11,300
5,000 4,373 9,373
5,000 800 5,000 10,800
(500) (500)
0.00% 0.00% (9.09%) (4.42%)
140,323 10,124 10,140 5,306 165,893
164,069 24,375 33,765 4,361 13,500 240,070
158,181 8,270 26,139 4,536 7,869 204,995
171,787 23,625 25,750 4,361 10,500 236,023
7,718 (750) (8,015) (3,000) (4,047)
4.70% (3.08%) (23.74%) 0.00% (22.22%) 0.00% (1.69%)
165,893
228,770
195,622
225,223
(3,547)
(1.55%)
Expenditures and T ransfers by Objec t Salaries, wages and benefits Contracted and general services Materials, goods, supplies and utilities Amortization Tangible capital assets Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
Page 25
County of Newell 2015 FINAL Budget
2015
KEY 2014 ACCOMPLISHMENTS: Completed an NFPA (National Fire Prevention Association) 1001 Level 1 firefighter training course over a 6 month period. Around 20 local volunteer firefighters successfully completed this training. Continued with part two of the Fire Services Review that was launched on February 12, 2013. Met with the County’s emergency services partners to obtain their input on the Fire Services Review. Applied for the 12 year Alberta Emergency Service Medals for all eligible members. Applied for the 20 year Fire Services Exemplary Services Medal for eligible members. Coordinated the purchase of over $100,000 in Self Contained Breathing Apparatus (SCBA) to replace an aging fleet of SCBA that was in use. Attended the Alberta Disaster Forum and Alberta Fire Chief’s Association conferences. Applied for and still working on a donation from Cenovus Energy to assist in purchasing air compressors and cascade systems for several fire halls. Coordinated a Municipal Elected Officials Course in October. Met and worked with the Alberta Environment River Forecasting to understand the potential of flooding from the two rivers bordering the County. Conducted a Table Top Disaster Exercise in April. Acquired operational control of the Rolling Hills Fire Department. This is the third fire station to make this move. 2015 KEY PRIORITIES Continue the Fire and Emergency Services Review and discussions with our Mini‐Municipalities on fire agreements. Develop a capital fire apparatus replacement program that will meet the intent of the Fire Services Review objectives and aid in better budgeting, planning and understanding. Complete a review and preparation of our Emergency/Disaster Plan to ensure that it is current. Present the 12 & 20 year medals to worthy recipients. Complete an NFPA 1001 Level 2 training course. Prepare policies and agreements that can/would be applied for the operation of fire and emergency services throughout the County. Be prepared to accept operational control of Gem Fire Department should they proceed with what has been discussed in 2014. Hold discussions in conjunction with the 2015 Budget around the need for Tenders and where affected by the Tender decision the effect concerning some of the Fire Halls. Hold discussions concerning how new and replacement capital apparatus will be funded. This is to include minimum standards for apparatus new needs vs. wants. FIRE & EMERGENCY SERVICES STAFFING Fire & Emergency Services staffing levels in 2015 are expected to remain consistent with 2014. FIRE & EMERGENCY SERVICES STAFF LIST 2014 2015 chg/14 Manager of Fire and Emergency Services 1 1 ‐ Fire & Safety Services Administrative Assistant 0.5 0.5 ‐ TOTAL FTE 1.5 1.5 ‐
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2015
County of Newell 2015 FINAL Budget
26 – Bylaw Enforcement
BUDGET SUMMARY
SERVICES AND PROGRAMS PROVIDED
2015 Net Budget
216,967
ENFORCEMENT 2014 Net Budget 151,174 The Municipal Enforcement Department conducts regular patrols of 65,793 Paved Highways and Gravel Roads, including those of three digit Budget Change 43.52% Provincial Highways, as authorized by the Solicitor General’s Office. Change by % Education and Enforcement of County Bylaws, including but not limited 2015 FTE 2 to Provincial Legislation and Regulations such as the Traffic Act, Liquor & 2014 FTE 2 Gaming Act, and Environmental Protection Act. FTE Change ‐ Currently the County employs one Community Peace Officer Level 1 ‐ FTE Change % ‐ Supervisor and one Community Peace Officer Level 1 ‐ Officer. Each officer runs an individual patrol unit, effective for double shift initiatives or over‐lapping split shifts. Education is the primary objective of this department; however where repeat offenders or the severity warrants enforcement will take place. 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t User fees and sale of goods Sales to other governments Government transfers Gain (loss) on sale of TCA Transfers
23,363 94,750 79,495 (24,931) 172,677
15,000 81,000 38,130 65,000 199,130
18,038 76,625 38,130 68,986 201,779
20,000 81,000 19,065 120,065
5,000 (19,065) (65,000) (79,065)
33.33% 0.00% (50.00%) 0.00% (100.00%) (39.71%)
171,435 24,225 39,933 17,341 252,934
198,321 30,600 33,405 22,978 65,000 350,304
179,207 25,082 23,722 21,150 68,986 318,147
209,622 32,160 45,390 24,360 25,500 337,032
11,301 1,560 11,985 1,382 (39,500) (13,272)
5.70% 5.10% 35.88% 6.01% (60.77%) 0.00% (3.79%)
Expenditures and T ransfers by Objec t Salaries, wages and benefits Contracted and general services Materials, goods, supplies and utilities Amortization Tangible capital assets Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
80,257 151,174 116,368 216,967 65,793 43.52% MUNICIPAL PARTNERSHIPS The County Municipal Enforcement Department has also partnered with other municipalities and agencies within our regions boundaries. These include the Villages of Duchess & Rosemary, and Town of Bassano, as well as the Eastern Irrigation District. The department provides enforcement of local bylaws including Provincial Legislation and Regulations. Annually 648 hours are provided to the enforcement of these municipalities and agencies.
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County of Newell 2015 FINAL Budget
2015
EMERGENCY RESPONSE When called upon Municipal Enforcement responds to emergencies. This may include, but not limited to, motor vehicle accidents, grass fires, flood response and evacuation. The role of officers is to provide traffic control, however they may be called in for other purposes where other emergency services may not be available. BYLAW ENFORCEMENT STAFFING Bylaw Enforcement staffing levels in 2015 are expected to remain consistent with 2014. BYLAW ENFORCEMENT STAFF LIST 2014 2015 chg/14 Municipal Enforcement Supervisor 1 1 ‐ Municipal Enforcement Officer 1 1 ‐ TOTAL FTE 2 2 ‐
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2015
County of Newell 2015 FINAL Budget
31 – Fleet Services
BUDGET SUMMARY
SERVICES AND PROGRAMS PROVIDED 2015 Net Budget 503,173 SMALL ENGINE SERVICING & REPAIRS 2014 Net Budget 443,136 The Fleet Services Department provides servicing and repairs to small 60,037 engines. The County’s Public Works and Agricultural Services Budget Change 13.55% Departments operate a number of small engine equipment such as weed Change by % trimmers, chainsaws, water pumps, etc. 2015 FTE 3.33 2014 FTE 3.33 FLEET SERVICING & REPAIRS FTE Change ‐ The Fleet Services Department provides servicing and repairs to light duty fleet trucks. The County operates 35 fleet units classified as mid‐size to FTE Change % ‐ full size fleet trucks. The primary purpose of this fleet is to transport operators and labourers to and from job sites, including supervisors and inspectors. Where service men are not available or expertise of the manufacturer or model is required fleet units may be shipped out to the manufacturer’s service shop. HEAVY TRUCK SERVICING & REPAIRS The Fleet Services Department provides servicing and repairs to heavy duty fleet trucks. The County operates 31 fleet units classified as heavy trucks and range in size from 3 Ton to 6 Ton, and include the servicing of gravel trailers (pups, quads, tri’s, and belly dumps) and 1 low bed equipment hauling trailer. During the spring, summer and fall seasons the primary purpose of heavy duty Public Works fleet trucks is to transport aggregates from resource pits and stockpiles to road surfaces. In winter, these same trucks are equipped with plows, calcium and sanding equipment for winter storm response and keeping the paved roads free of ice and drifting snow for motorists. The Agricultural Services Department operates two heavy trucks utilized in spring summer and fall seasons for the purposes of weed control. 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t Other revenue Gain (loss) on sale of TCA Transfers
5,760 1,690 11,600 19,050
2,000 45,000 47,000
5,345 45,000 50,345
2,000 2,000
(45,000) (45,000)
0.00% 0.00% (100.00%) (95.74%)
281,109 16,388 78,088 9,312 11,600 396,497
314,364 32,545 65,090 9,887 68,250 490,136
294,603 27,281 101,086 13,842 71,530 508,342
329,746 24,025 133,525 14,277 3,600 505,173
15,382 (8,520) 68,435 4,390 (64,650) 15,037
4.89% (26.18%) 105.14% 44.40% (94.73%) 0.00% 3.07%
377,447
443,136
457,997
503,173
60,037
13.55%
Expenditures and T ransfers by Objec t Salaries, wages and benefits Contracted and general services Materials, goods, supplies and utilities Amortization Tangible capital assets Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
Page 29
County of Newell 2015 FINAL Budget
2015
EQUIPMENT SERVICING & REPAIRS The Fleet Services Department provides servicing and repairs to equipment. The County Public Works Department operates 1 tracked excavator, 3 loader(s), 1 skid steer(s), 1 packer(s) and 10 grader(s), and 1 dozer. Also there are numerous attachments for this equipment that require regular servicing. In addition, the Agricultural Services Department operates three tractors. The Fleet Services Supervisor and Mechanic service these equipment and attachments to keep equipment operational. The primary purpose of equipment is to address road side drainage issues including culvert replacement and installations, repair frost boils on road surfaces, and maintain road surfaces for motorists. Additionally, equipment is used in the dust abatement program placing calcium. The Agricultural Services Department has numerous rental equipment, drills and seeders, including tractors that require the attention of servicemen throughout the year. OTHER SERVICING & REPAIRS Besides those small engines, fleet, and equipment needs the Fleet Services Department also provides services internally to Community Services and Fire Services. Fleet Services is responsible for maintaining all Commercial Vehicle files, conducting Commercial Vehicle Inspections (CVIP’s), including administering all Warranties and Recalls. Preventative Maintenance of all Fleet and Equipment is key in keeping fleet operational and maintaining low repair costs, and is the responsibility of the Fleet Services Department. FABRICATION The Fleet Services Department provides fabrication services where necessary. This may include the fabricating of racking systems and/or attachments for field use. INVENTORY The Fleet Services Department manages the County’s parts room and operations yard inventories such as filters, lubricants, culverts, etc. The effective management of inventories is necessary and regular turnover to curtail accumulation of old or unused parts ensures space is available for necessary stock. Inventory control is necessary to ensure inventory costs are maintained, and assists in determining and maintaining adequate levels of stock. FLEET SERVICES STAFFING Fleet Services staffing levels in 2015 are expected to remain consistent with 2014. FLEET SERVICES STAFF LIST 2014 2015 chg/14 Fleet Services Supervisor 1 1 ‐ Fleet & Inventory Assistant 1 1 ‐ Mechanic 1 1 ‐ Shop Student 0.33 0.33 ‐ TOTAL FTE 3.33 3.33 ‐
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2015
County of Newell 2015 FINAL Budget
32 – Public Works
BUDGET SUMMARY
SERVICES AND PROGRAMS PROVIDED 2015 Net Budget 15,771,060 AGGREGATES & GRAVEL ROADS 2014 Net Budget 14,166,084 The County owns and operates numerous resource pits throughout 1,604,976 the County. Heavy Duty Fleet Trucks transport aggregates from Budget Change resource pits to stockpiles, including the distribution of aggregates Change by % 11.33% directly to gravel road surfaces. 2015 FTE 30.58 29.33 Annually the County distributes approximately 40,000 cubic metres of 2014 FTE FTE Change 1.25 aggregates across approximately 320 kilometres of Arterial, 280 kilometres of Collector, and 900 kilometres of Local classified gravel FTE Change % 4.3% roads. Crushing of resources is planned and carried out by retaining a crushing contractor. By managing aggregates in this manner the County is able to address 25% of 1500 kilometres of County gravel surfaced roads annually, keeping the program manageable in size based on available resources, equipment and labour. Aggregate use will be planned and budgeted for annually on this philosophy; however aggregate use will be limited to roads requiring resurfacing. This philosophy ensures road surfaces are addressed regularly based on classification (importance and use), based on need, and on a manageable plan promoting conservation of resource for future use. Road signage is another very important component, communicating the rules of the road to motorists. Regulatory, warning, and information signage are present on each and every gravel road surface. Maintaining these are a priority in ensuring the motorist is aware in advance of upcoming road changes and hazards. In addition to these types of signs, County staff will temporarily erect Construction signage as warning devices to motorists where road maintenance and repair work is in progress. 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t Special levies User fees and sale of goods Government transfers Other revenue Gain (loss) on sale of TCA Transfers
203,048 707,227 72,110 81,964 8,465,968 9,530,317
162,000 520,583 30,000 5,052,546 5,765,129
253,120 782,199 67,855 (5,945) 4,425,385 5,522,614
700,000 216,450 520,583 30,000 4,440,400 5,907,433
700,000 54,450 (612,146) 142,304
0.00% 33.61% 0.00% 0.00% 0.00% (12.12%) 2.47%
2,691,288 2,920,832 3,689,659 41,862 3,585,535 10,132,527 3,231,720 (1,460,290) 24,833,133
2,737,435 3,137,434 2,505,877 4,068,291 6,920,900 2,151,143 (1,589,867) 19,931,213
2,753,594 2,813,030 2,316,390 41,494 3,767,340 6,169,090 1,873,498 (1,565,330) 18,169,106
3,145,354 2,220,167 2,657,620 3,628,614 8,578,900 2,958,656 (1,510,818) 21,678,493
407,919 (917,267) 151,743 (439,677) 1,658,000 807,513 79,049 1,747,280
14.90% (29.24%) 6.06% 0.00% (10.81%) 23.96% 37.54% (4.97%) 8.77%
Expenditures and T ransfers by Objec t Salaries, wages and benefits Contracted and general services Materials, goods, supplies and utilities Other expenditures Amortization Tangible capital assets Transfers Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
15,302,816 14,166,084 12,646,492 15,771,060 1,604,976 11.33% PAVED ROADS The County has just over 200 kilometres of paved surface roads. Gravel Road surfaces are upgraded to a paved standard based on the 10 Year Paving Plan, as approved by Council. Annually paved road surfaces require regular maintenance to ensure the safety of the motoring public, as well as preservation of paved surfaces to maximize the original investment.
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County of Newell 2015 FINAL Budget
2015
Pavement Overlays are a long term solution to maintaining a defect free surface and should occur once every 17 years to ensure the original investment is preserved. Crack Sealing is a short term preventative maintenance solution, performed to ensure moisture does not enter the road base, prematurely degrading the road surface which can escalate annual maintenance costs. On average 125,000 linear meters of cracks are sealed through the cold pour application of sealant. The cold pour application requires all cracks to be sealed annually and is the most affordable solution. This is a service the County contracts out. Pothole repairs are a short term preventative solution, performed to keep the driving surface safe for motorists. Pot Hole repairs are limited due to the average age of our pavement being 10 years or newer. Typically, potholes become more frequent as pavement ages and more so where proactive preventative maintenance such as crack sealing is not administered. Line painting is completed annually and serves as a communication device to motorists of the road. Line painting of County paved roads adheres to Alberta Transportation Highway Specifications and Standards. In addition, permanent thermoplastic markings are used where Stop Bars and Stop Ahead Messages are needed to warn or communicate to motorists of traffic control devices ahead, as well as in areas where premature wearing of the highway markings takes place such as on speed curves. These permanent markings have an average life expectancy of 7 years and will be re‐applied as necessary. Highway signage is another very important component in communicating paved surface changes ahead. Regulatory, warning, and information signage are present on each paved road surface. Maintaining these are a priority in ensuring the motorist is aware of the rules of the road. In addition to these types of signs, County staff will temporarily erect Construction signage as warning devices to motorists where road maintenance and repair work is in progress. Paved surfaces have much less regular maintenance than gravel surfaces in the spring, summer and fall seasons. However, during the winter season paved surfaces require above average attention as higher motor vehicle speeds and reduced traction due to the smooth paved surface require plowing and sanding for snow and ice control. PERMITS & APPROVALS Public Works is responsible for administering permits and approvals for various activities of third parties. Over‐ Dimensional and Overweight loads, Road Approaches, Seismic, Texas Gates, Facility Crossings, are all matters covered under permits and approvals. Additionally the County provides inspection services for Road Approaches in relation to Planning & Development where subdivisions take place. Currently the County contracts Roadata Services to administer Over‐Dimensional and Overweight loads as required by Alberta Transportation in the TRAVIS MJ Permitting system. In 2013 three thousand seven hundred seventy (3770) permits were issued. By September of 2014 three thousand one hundred thirty‐one (3131) permits have been issued, with an estimated years end to be four thousand one hundred seventy‐five (4175). These increases can be associated to activity in our region as well as a result of one stop shopping for the permit using TRAVIS MJ. The County has one Approvals Officer on staff who oversees the approval of permits, including the associated inspections for all such approvals. BRIDGES The County has the responsibility for the maintenance and replacement of 304 bridges and bridge size culverts throughout the region. Annually a Bridge Request List is prepared and submitted to Alberta Transportation for approval purposes, under GAP Guidelines. The submission is substantiated on annual inspections and found deficiencies. Alberta Transportation reviews the Bridge Request List and approves repairs and or replacements based on available funding each year. The replacement program had its funding cut and appears to have no funding for future years. This may be a downloading strategy of the Province to the local municipalities. Funding
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County of Newell 2015 FINAL Budget
2015
for our bridges will now be covered under our amortization program. If funding is ever available again it will act as a subsidy to our amortization program reducing local cost share. The County carries out repair work with in house staff except where a professional or specialized service is required. For bridge replacements, a professional engineering firm is retained for engineering, contract, and construction management of the project. DRAINAGE The County is responsible for maintaining roadside drainage, including road approach and centerline culverts of varying size. With approximately 1700 kilometers of roadway we can assume that, with ditches on both sides, 3400 kilometres of road ditch exist. Typical work includes re‐establishing ditch bottoms by removing silt and vegetative growth. In areas with poor drainage cattails grow which further restrict flows. A tracked excavator equipped with clipping bucket is used to cut cattails below the water surface to kill growth. On average 20 culverts of varying sizes are replaced annually. In addition to this, the County and Eastern Irrigation District are continuing the Partnership on a year‐by‐year basis where major and minor drainage courses are being improved, with all engineering and construction being administered by the EID. Major drainage courses are defined as receiving basins and major drains. Minor drainage courses are defined as roadside ditches. Completed work includes Cassils (2011), Rolling Hills (2012), and Scandia (2013/14). Rainier (2014/15) is in progress. BRUSH CONTROL Public Works in cooperation with the Agricultural Services Department oversees and carries out tree cutting and brush reduction in areas where motorist visibility is reduced, regular operations are adversely affected, and where snow drifting is problematic. In cases where staff is inexperienced or the situation is of higher risk (i.e. around power lines) the department will retain the services of a professional. A complete inventory was collected in 2013/14 winter season prioritizing work. This will be utilized moving forward and shall be updated regularly. EMERGENCY RESPONSE Public Works responds to emergencies as directed by the Fire & Emergency Department. Typically Public Works is required to provide signage and flag persons to control motorists, keeping the emergency area free of the general public and at a safe distance from danger. The department may also be called upon to provide men and equipment where situations warrant. This may include, but is not limited to, graders for the purposes of making fire guards or breaks, water trucks to supply fire trucks when in remote areas without water source as well as douse burnt areas to prevent re‐ignition of combustibles. The department also responds to flooding, with response including men and equipment, and where necessary sand bagging. CONTRACTED SERVICES The Public Works Department contracts a number of services annually. These include the utilization of Engineering Firms. The services from each firm widely vary and include, but not limited to, studies, survey, testing, engineered solutions, construction and project management, and as such firms will be selected based on expertise which is most advantageous to the project at hand. CAPITAL Public Works carries the majority of Capital Projects ranging from Paved Roadways through to Fleet and Equipment acquisitions. Capital Projects are those one time major investments in infrastructure. The department has prepared long term plans for capital projects in gravel road construction and re‐construction, upgrading of primary road networks to paved surfaces under the 10 year paving plan, and drainage improvements as per the Drainage Partnership with the EID, including a strategy for aggregate resource investigation and securement.
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2015
County of Newell 2015 FINAL Budget
The Capital Fleet and Equipment has been forecast out for a 10 year period, identifying all replacement requirements to keep our fleet meeting service needs and keeping repairs and maintenance costs in check by basing replacement schedules on higher than average costs of ownership in each fleet and equipment category. MUNICIPAL SERVICES STAFFING Municipal Services staffing levels in 2015 are expected to increase by 1.25 FTE. The department has removed one grader operator, one seasonal labourer and has added an operations foreman and two maintenance operators. MUNICIPAL SERVICES STAFF LIST Director of Municipal Services Manager of Engineering Services Manager of Operations Engineering Technologist Executive Operations Assistant Approvals Officers Operations Foreman Gravel Forman Seasonal Operations Administrative Assistant (Seasonal) PW Grader Operators Maintenance Operators PW Labourers PW Truck Drivers PW Seasonal Truck Drivers TOTAL FTE
2014 1 1 1 1 1 1 0 0.75 0.33 10 0 3.75 7 1.5 29.33
2015 1 1 1 1 1 1 1 0.75 0.33 9 2 3 7 1.5 30.58
chg/14 ‐ ‐ ‐ ‐ ‐ ‐ 1.00 ‐ ‐ (1.00) 2.00 (0.75) ‐ ‐ 1.25
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2015
County of Newell 2015 FINAL Budget
33 – Airport
BUDGET SUMMARY
SERVICES AND PROGRAMS PROVIDED 2015 Net Budget 174,325 OPERATIONS 2014 Net Budget 74,275 The County is a 50/50 joint partner in ownership of the Brooks Regional 100,050 Airport with the City of Brooks. Operations are carried out by the City of Budget Change 134.70% Brooks, and where requested, typically in snow removal of runways, taxi Change by % ways and hanger areas, the County assists. 2015 FTE ‐ 2014 FTE ‐ CAPITAL Capital costs are planned by the City of Brooks on an as needed basis, including the consideration of new services, such as bulk fuel supply which is scheduled for completion in 2015. 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t Transfers
-
17,500 17,500
-
75,000 75,000
57,500 57,500
328.57% 328.57%
4,281 138 88,065 92,484
39,289 86,974 9,000 (43,488) 91,775
30,556 90,246 1,500 (43,487) 78,815
4,250 29,829 90,246 125,000 249,325
4,250 (9,460) 3,272 116,000 43,488 157,550
0.00% (24.08%) 3.76% 1288.89% 0.00% (100.00%) 171.67%
92,484
74,275
78,815
174,325
100,050
Expenditures and T ransfers by Objec t Materials, goods, supplies and utilities Transfers to organizations Amortization Tangible capital assets Transfers Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
134.70%
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2015
County of Newell 2015 FINAL Budget
41 – Water
BUDGET SUMMARY
SERVICES AND PROGRAMS PROVIDED 2015 Net Budget 1,738,134 OPERATIONS 2014 Net Budget 1,069,550 The County of Newell contracts NRSC to oversee the day‐to‐day 668,584 operations of water treatment and distribution. Included in this are Budget Change necessary repairs where failures are experienced. Change by % 62.51% 2015 FTE ‐ CAPITAL ‐ The County of Newell has undertaken two massive projects. The first 2014 FTE being the Regional Water Pipeline and transmission of treated water from the Brooks Treatment Plant to the rural municipalities of the Town of Bassano, Villages of Duchess, Rosemary, including the Hamlets of Lake Newell Resort, Patricia, Rainier, Rolling Hills, Scandia, and Tilley. The second project is the County of Newell Water Project (CNWP). This sub‐system draws off the Regional Water Pipeline to supply all County residents with potable water. The department is in progress of upgrading the Hamlet of Tilley clear well storage reservoir and bulk fill station. 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t Special levies User fees and sale of goods Government transfers Other revenue Transfers
1,101,931 342,314 5,462,738 1,266,570 6,897,859 15,071,412
523,443 672,709 12,300,000 5,072,945 18,569,097
385,813 588,270 9,676,167 3,180,665 5,140,942 18,971,857
151,325 813,446 4,394,850 10,607,766 15,967,387
(372,118) 140,737 (7,905,150) 5,534,821 (2,601,710)
(71.09%) 20.92% (64.27%) 0.00% 109.10% (14.01%)
391,014 330,540 374,711 102,873 14,791,973 (51,436) 15,939,675
530,025 303,429 469,477 58,983 16,246,504 2,059,721 (29,492) 19,638,647
457,624 679,949 487,990 158,327 18,188,973 (79,164) 19,893,699
576,082 388,675 555,315 105,468 12,480,201 3,652,514 (52,734) 17,705,521
46,057 85,246 85,838 46,485 (3,766,303) 1,592,793 (23,242) (1,933,126)
8.69% 28.09% 18.28% 78.81% (23.18%) 77.33% 78.81% (9.84%)
Expenditures and T ransfers by Objec t Contracted and general services Materials, goods, supplies and utilities Interest on long-term debt Amortization Tangible capital assets Transfers Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
868,263 1,069,550 921,842 1,738,134 668,584 62.51% Infrastructure Master Plans (IMP’s) are being completed in each Hamlet and have identified and recommended improvements to various infrastructures. Scandia IMP is complete. Rolling Hills IMP requires final endorsement. Patricia IMP is nearing final draft. Tilley IMP was completed prior to the Village’s dissolution. Lake Newell Resort does not require an IMP as its infrastructure is only 15‐20 years old. For water pipeline improvements, Hamlet Advisories and the community are consulted and projects move forward where funding and local improvements are approved. Scandia work is complete. Tilley is undergoing water distribution piping improvements that should be complete in 2015. Patricia and Rolling Hills must first endorse the IMP study before community engagement to see if interest exists to move forward with replacements and upgrading. Operating costs of the water utilities have dropped significantly as a result of the capital investments that have been made.
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2015
County of Newell 2015 FINAL Budget
42 – Waste Water
BUDGET SUMMARY
SERVICES AND PROGRAMS PROVIDED 2015 Net Budget 127,485 OPERATIONS 2014 Net Budget 93,177 The County of Newell contracts Newell Regional Services Corporation to 34,308 oversee the day‐to‐day operations of sanitary sewer collection and Budget Change 36.82% treatment. Included in this are necessary repairs where failures are Change by % experienced. 2015 FTE ‐ 2014 FTE ‐ CAPITAL The County of Newell is in its final major project for sewage lagoon improvements and upgrading, fulfilling the current requirements for wastewater treatment as per Alberta Environment Regulations. 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t Special levies User fees and sale of goods Government transfers Other revenue Transfers
244,600 115,412 358,103 14,982 733,097
1,845,847 136,836 919,153 2,901,836
622,781 146,147 561,605 31,625 414 1,362,572
133,308 133,308
(1,845,847) (3,528) (919,153) (2,768,528)
(100.00%) (2.58%) (100.00%) 0.00% 0.00% (95.41%)
65,968 21,830 9,644 79,698 944,825 (39,849) 1,082,116
145,950 26,350 6,266 104,248 2,765,000 (52,801) 2,995,013
168,505 59,289 6,265 130,257 1,699,328 (63,785) 1,999,859
147,000 29,025 2,740 130,910 15,000 (63,882) 260,793
1,050 2,675 (3,526) 26,662 (2,750,000) (11,081) (2,734,220)
0.72% 10.15% (56.27%) 25.58% (99.46%) 20.99% (91.29%)
Expenditures and T ransfers by Objec t Contracted and general services Materials, goods, supplies and utilities Interest on long-term debt Amortization Tangible capital assets Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
349,019 93,177 637,287 127,485 34,308 36.82% Infrastructure Master Plans (IMP’s) are being completed in each Hamlet and have identified and recommended improvements to various infrastructures. For sewage collection and treatment improvements, Hamlet Advisories and the community are consulted and projects move forward where funding and local improvements are approved. Tilley is undergoing sewer collection piping improvements, including the replacement of the primary lift station and decommissioning of the west lift station, this should be complete in 2015. Operating costs of the wastewater utilities have dropped significantly as a result of the capital investments that have been made.
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2015
County of Newell 2015 FINAL Budget
43 – Waste Management
BUDGET SUMMARY
SERVICES AND PROGRAMS PROVIDED 2015 Net Budget 211,647 OPERATIONS 2014 Net Budget 175,564 The County of Newell is a regional partner in the Newell Regional 36,083 Solid Waste Management Authority (NRSWMA). The County pays a Budget Change 20.55% proportionate share of the operating expenses similar to each of the Change by % other partners. 2015 FTE ‐ 2014 FTE ‐ CAPITAL The only capital project to be completed is the reclamation of the Tilley Landfill, which has been carried forward for some time as the Village of Tilley was the lead on this project. With the dissolution of the Village of Tilley as of August 31, 2013 the County now has sole responsibility for coordinating the reclamation of this landfill. 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t User fees and sale of goods Government transfers Other revenue Transfers
101,462 10,908 6,290 118,660
101,462 19,760 121,222
24,196 126,713 9,518 160,427
23,000 50,731 19,760 93,491
23,000 (50,731) (27,731)
0.00% (50.00%) 0.00% 0.00% (22.88%)
6,290 255,696 261,986
19,760 277,026 296,786
19,760 277,026 450 297,236
19,760 285,378 305,138
8,352 8,352
0.00% 3.01% 0.00% 0.00% 2.81%
143,326
175,564
136,809
211,647
36,083
Expenditures and T ransfers by Objec t Contracted and general services Materials, goods, supplies and utilities Transfers Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
20.55%
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2015
County of Newell 2015 FINAL Budget
51 – Family and Community Support Services (FCSS) SERVICES AND PROGRAMS PROVIDED BUDGET SUMMARY 2015 Net Budget 65,466 Grasslands Regional FCSS has been in operation since September 2004 2014 Net Budget 65,466 and is an inter‐municipal organization that originally had five municipal partners: the Villages of Rosemary, Duchess and Tilley; the County of Budget Change ‐ Newell, and the City of Brooks. Ten board members, two from each Change by % ‐ municipality, ensure that FCSS programs are carried out in accordance 2015 FTE ‐ with the Family and Community Support Services Act and Regulation. 2014 FTE ‐ 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. 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t -
-
-
-
-
0.00%
17 60,812 60,829
1,000 64,466 65,466
64,466 64,466
1,000 64,466 65,466
-
0.00% 0.00% 0.00% 0.00%
60,829
65,466
64,466
65,466
-
0.00%
Expenditures and T ransfers by Objec t Salaries, wages and benefits Contracted and general services Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
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2015
County of Newell 2015 FINAL Budget
61 – Planning & Development SERVICES AND PROGRAMS PROVIDED The primary service of the Planning and Development Department is to assist and direct landowners with development: what they can do or build on their land, how to build on their land, and how the County Land Use Bylaw and policies may affect them. The department helps landowners navigate the process to obtain development and construction permits, complete land use amendments, subdivision applications, and road closures, and any other matters that relate to land development.
2013 Ac tual
2014 Budget
BUDGET SUMMARY 2015 Net Budget 343,081 2014 Net Budget 323,415 Budget Change 19,666 Change by % 6.08% 2015 FTE 3 2014 FTE 3 FTE Change ‐ FTE Change % ‐
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t Government transfers Licenses and permits Other revenue
38,875 178,424 5,408 222,707
37,000 146,600 3,000 186,600
25,740 185,324 5,622 216,685
151,600 5,000 156,600
(37,000) 5,000 2,000 (30,000)
(100.00%) 3.41% 66.67% (16.08%)
216,179 226,001 1,267 (24) 443,424
237,855 267,510 4,650 510,015
228,094 241,471 4,254 473,818
253,581 233,925 12,175 499,681
15,726 (33,585) 7,525 (10,334)
6.61% (12.55%) 161.83% 0.00% 0.00% (2.03%)
220,717
323,415
257,133
343,081
19,666
Expenditures and T ransfers by Objec t Salaries, wages and benefits Contracted and general services Materials, goods, supplies and utilities Transfers Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
DEVELOPMENT PERMITS Reviewing applications and issuing Development Permits is one of the primary functions of the Planning and Development Department. On average, about 113 permits have been issued for each of the past 5 years.
6.08%
CONSTRUCTION PERMITS Construction permits include building, electrical, gas, plumbing and private sewage. The County became accredited to issue construction permits in June, 2011. Park Enterprises has been contracted since June 2011 to provide inspection services for construction permits and is paid 75% of the fees collected upon finalization of the permit.
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2015
County of Newell 2015 FINAL Budget
SUBDIVISION Landowners who wish to subdivide must obtain municipal approval prior to their subdivision being accepted for registration at Land Titles. The Planning and Development department assists landowners in navigating this process. In addition, the Oldman River Regional Services Commission (ORRSC) has been contracted to assist the County with this service. 2010 2011 2012 2013 2014* 5‐Year Ave Started unknown 30 24 21 24 24.75 Processed 29 28 22 16 16 22.2 Finalized 25 21 20 12 4 16.4 Refused 0 0 1 0 0 0.2 Withdrawn, cancelled, expired 4 7 1 4 0 3.2 Ongoing 0 0 0 4 12 3.2 (In process, not yet finalized)
*As of October 17, 2014 LAND USE AMENDMENTS Land use amendment applications are submitted by landowners who wish to change the zoning of their parcel to make it more conducive for their development needs. A land use amendment approval will change the current land use bylaw. Therefore, any land use amendment application must go through the bylaw process, which requires a Public Hearing and 3 Readings of Council. Planning and Development provides this service in collaboration with ORRSC. 2010 2011 2012 2013 2014* 5‐Year Ave Started 9 8 2 9 7 7 Processed 8 7 2 7 4 5.6 Finalized 8 7 2 7 2 5.2 Refused 0 0 0 0 1 0.2 Withdrawn, cancelled, expired 0 0 0 0 0 0 Ongoing 0 0 0 0 1 0.2 (In process, not yet finalized)
*As of October 17, 2014 AREA STRUCTURE PLANS An Area Structure Plan (ASP) is a statutory document, adopted by bylaw. It provides a framework for subdivision and development on a specific parcel of land. The ASP describes the sequence of development for the land, the land uses that will be provided on the land, the density of development, the general location of transportation routes and public utilities, and any other information that Council deems relevant to the site. No Area Structure Plans have been submitted for review as of October 17, 2014. One draft Area Redevelopment Plan was submitted in June, 2014. It has been reviewed by staff and returned to the applicant for amendments. ROAD RIGHT OF WAY CLOSURE AND LEASE OR SALE The closure of undeveloped County road allowances is typically requested by a landowner to facilitate the operation of a pivot or to correct an existing land use issue. The request may be to close and purchase or close and lease the road allowance. A road allowance must be closed by bylaw or resolution. The closure process by bylaw includes a Public Hearing and 3 Readings of Council. It also requires approval from the Minister of Transportation. Once approved for closure, a sale or lease agreement is finalized with the applicant.
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2015
County of Newell 2015 FINAL Budget Started Approved Lease Sell Refused, withdrawn Ongoing *As of October 17, 2014
2010 4 2 0 2 2 0
2011 7 5 4 1 2 0
2012 6 4 0 4 2 0
2013 8 3 2 1 5 0
2014* 5‐Year Ave 6 6.2 2 3.2 0 1.2 2 2 3 2.8 1 0.8
REAL PROPERTY REPORTS (RPR) AND COMPLIANCE Compliance is typically requested when a land transfer (sale) takes place. In order for compliance to be determined, a Real Property Report (RPR) must be submitted by the landowner. Compliance is determined by reviewing the information from the RPR and confirming permits and compliance with the current Land Use Bylaw. 2010 2011 2012 2013 2014* 5‐Year Ave Compliant 8 6 15 21 19 13.8 Non‐compliant 4 2 8 21 10 9 Non‐conforming 12 10 11 5 12 10 Exempt or Outdated RPR 1 0 7** 1 1 2 TOTAL 25 18 41 48 42 34.8 *As of October 17, 2014 **Lakeside Sale INQUIRIES, COMPLAINTS AND ENFORCEMENT Land‐related issues, inquiries and complaints are typically channelled to the Planning and Development department, as well as land‐related enforcement issues. Often the department is requested to collaborate with other County departments to review an issue and provide insight from the perspective of planning and the Land Use Bylaw. The department will be working with IT through 2015 to establish an inquiries and complaints tracking system to better manage these issues. COMMITTEES One or more staff from Planning and Development has contributed to the following committees in 2014: Staff Relations Design Guidelines Committee IMDP, MPC, Council NREDI Rural Beautification Art and Visual Display KEY 2014 ACCOMPLISHMENTS Design Guidelines – The Urban and Rural Design Guidelines documents are nearing completion. Once endorsed, these 2 documents will inform and guide landowners about subdivision and development requirements in the County. North Bassano CPR lands – The transfer of CPR lands between Bassano and the County border with Wheatland is nearing completion. Transfers and other documentation for the last adjacent landowner are with the surveyor and should be finalized before the end of 2014. Implemented Diamond permitting module. The next step is to set up reports so that information and trends may be drawn from the system. Two open houses were held and provided information to contractors and the general public about Private Sewage Disposal System (PSDS) permitting, the New Home Buyer Protection Act (NHBPA) and RPR / compliance requests.
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Millicent and Countess – The transfers and consolidation is nearing completion. For Millicent, the subdivision has been approved; the road closure is complete. Next step is to have all the documents signed and sealed and sent to the surveyor. For Countess, the road closure is complete. Now the site needs to be consolidated and then Countess can be rezoned so that the Concept Plan may be prepared. Incorporated permit and development information from the former Village of Tilley into the County system. Process Mapping – P&D functions are being mapped. Procedures for these processes are being prepared. Policy for road construction within a County road allowance at time of subdivision or development. Duchess IMDP finalized and adopted by both Councils. Headgates ARP – Meetings with landowner to move this forward; a draft ARP has been submitted and reviewed by the County.
KEY 2015 PRIORITIES County Sustainability Vision – As directed at the 2014 Corporate Retreat, preparation of a Terms of Reference for Council to review and then moving into document research and preparation. Ensuring compliance with setback provisions of the land use bylaw for new developments. Update Land Use Bylaw – Areas where the Land Use Bylaw needs to be adjusted have been identified. Templates and Checklists – To complement the Urban and Rural Design Guidelines documents, a series of templates and checklists will be prepared to help developers keep track of County requirements as they navigate the subdivision and development process. Process / Procedure Mapping – Continue mapping Planning and Development processes and procedures. Millicent and Countess – The road closure, transfer and consolidation of land is nearing completion; it will be finalized either by the end of 2014 or early 2015. Bassano IMDP – Work with the Planner to finalize and prepare for adoption by Council. Rural to Rural IMDPs – Wheatland County and Vulcan County; work with the Planner to finalize and prepare for adoption by Council Road Closure and Lease or Sale – A full review and examination of the current road closure and lease agreements will be completed, including mapping all existing lease sites. The policy for road closure will be updated to better manage leased road allowances. Unauthorized use of County road allowances – This project is to identify and map locations in each division where landowners are using County road allowances without having a closure or lease agreement in place. If Council determines that it’s necessary, a policy will be prepared to administer this project. Laserfiche – Use laserfiche to automate permitting processes. Brochures – prepare additional brochures for public information related to Planning and Development functions. County owned land – During the process of reviewing and mapping County owned land, several parcels were identified to be sold to adjacent landowners. This project will be started in late 2014. Gravel Pit Operations – Identify and map all gravel pits in the County; ensure all permits are current, accurate and meet Alberta Environment requirements; monitor for compliance. Continuing Education – The P&D Manager is taking the Land Analyst Certificate at Olds College. This program will help with land administration in the County and registrations at Land Titles. The Development Clerk is taking the Alberta Land Use Planning (ALUP) program at the University of Alberta. This program will help with general understanding of land use planning and administration.
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PLANNING AND DEVELOPMENT STAFFING Planning and Development staffing levels in 2015 are expected to remain consistent with 2014. PLANNING & DEVELOPMENT STAFF LIST 2014 2015 chg/14 Manager of Planning & Development 1 1 ‐ Planning Administrative Assistant 1 1 ‐ Development Clerk 1 1 ‐ TOTAL FTE 3 3 ‐
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County of Newell 2015 FINAL Budget
62 – Agricultural Services (ASB) SERVICES AND PROGRAMS PROVIDED BUDGET SUMMARY 2015 Net Budget 1,460,313 WEED INSPECTION & CONTROL 2014 Net Budget 1,351,561 Maintaining a viable agricultural land base is the ultimate goal behind monitoring and controlling noxious and prohibited noxious weeds Budget Change 108,752 within the 1.6 million acres that make up the County. Through this Change by % 8.05% program, partially funded through the Agricultural Service Board 2015 FTE 13.85 grant, the County encourages landowners and leaseholders to reduce 2014 FTE 12.46 the impact of regulated weeds on the lands they manage. FTE Change 1.39 Under the Weed Control Act ASB must ensure that noxious weeds do FTE Change % 11.2% 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). The County employs 1 full time and 3 seasonal Vegetation Management Technicians to aid in managing close to 500 known weed infestations which are 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. 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t User fees and sale of goods Government transfers Other revenue Gain (loss) on sale of TCA Transfers
134,991 228,359 2,641 351,638 191,450 909,079
152,400 183,000 218,200 333,000 886,600
134,811 188,598 244,676 542 291,543 860,169
151,350 183,000 6,700 180,000 521,050
(1,050) (211,500) (153,000) (365,550)
(0.69%) 0.00% (96.93%) 0.00% (45.95%) (41.23%)
833,583 116,276 535,811 4,064 121,249 191,450 335,913 2,138,346
1,042,408 144,460 564,620 153,673 333,000 2,238,161
997,113 115,349 499,984 10,463 129,437 291,543 2,043,889
1,176,976 147,590 337,225 139,572 180,000 1,981,363
134,568 3,130 (227,395) (14,101) (153,000) (256,798)
12.91% 2.17% (40.27%) 0.00% (9.18%) (45.95%) 0.00% 0.00% (11.47%)
1,229,267
1,351,561
1,183,720
1,460,313
108,752
Expenditures and T ransfers by Objec t Salaries, wages and benefits Contracted and general services Materials, goods, supplies and utilities Other expenditures Amortization Tangible capital assets Transfers Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
8.05%
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County of Newell 2015 FINAL Budget
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KEY 2014 ACCOMPLISHMENTS Finalized 3 year agreement with City for inspection services, started negotiating the next 3‐5 year agreement Mapped sites of weed infestations with GPS Controlled multiple weed infestation sites Worked with landowners and Industry to gain compliance under the Weed Control Act Successfully completed all contracted spraying services for various customers including other Municipalities within the County 2015 KEY PRIORITIES Noxious and Prohibited noxious programs come first, Aesthetic programs are second Focus control activities on landowners with expanding populations of weeds such as thistle Complete thorough inspection throughout the County to look for new infestations. Continue developing the Weed Inspection programs within the Urban Municipalities Increase monitoring of EID canals and ditches Increase public relations and education efforts to streamline the weed inspection process and have all parties on the same page in terms of proper weed control. Improve lines of communication with vegetation management companies so ASB is notified when they find weeds, rather than letting something go unchecked. STATISTICAL INFORMATION Red Deer River (30 miles) Roadside Spraying (700 miles) Bow River (60 miles, 10.4 tonnes of Scentless Chamomile picked, 10 days of spraying completed of Chamomile and others) COYOTE CONTROL INCENTIVE PROGRAM (CCIP) AND POISIONS The Coyote Control Incentive Program (CCIP) seeks to reduce the number of predation calls investigated by ASB by reducing the coyote population during the peak predation period. Coyotes are regulated under the Agricultural Pests Act and this program is funded in part by the ASB Grant. When coyote incidents occur ASB completes an investigation, recommends practice changes to the landowner, provides education on proper coyote control methods and as a last resort will use poisons to control these predators. ASB staff is trained to hunt dens and eliminate the problems before they start by controlling pups when they are young. When the Province removed coyotes from its list of qualified predators it was determined that it would be more cost effective for the County to provide an incentive for hunters, rather than hiring staff, in order to control coyote populations. The current incentive offered is $15/coyote. A coyote survey is completed every year and sent to Regulatory services which are used as a guide to ensure our programs are not having a detrimental effect on the coyote populations. A good ecosystem has to have all animals and we don’t want to create problems by eliminating others. KEY 2014 ACCOMPLISHMENTS Distributed 100 1080 Pills Investigated 8 complaints Harvested approximately 1800 coyotes under CCIP 2015 KEY PRIORITIES Promote best management practices with producers Reduce the amount of poisons issued for coyote control
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PEST INSPECTION AND SURVEYS Monitoring for pests under the Agricultural Pests Act is completed through surveys and inspections are performed in response to reports from ratepayers. Surveying assists in determining the level of infestation and helps determine 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 ASB is equipped to provide disinfecting services to producers for their potato equipment and storage sheds. Rat control is included here as well. ASB investigates all rat sightings and where 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 hundreds of emails being sent to Environmental consultants, meetings held as needed and fielding several phone calls on the subject. KEY 2014 ACCOMPLISHMENTS Surveyed Canola fields for club root Surveyed 2 locations in every township for grasshoppers Surveyed 2 fields for Bacterial Ring Rot Sterilized 2 potato storage facilities and associated equipment 2015 KEY PRIORITIES Educating ratepayers and industry on their responsibility to reduce the impact of pests RURAL BEAUTIFICATION The Rural Beautification Award was established to recognize those residents that put countless hours into beautifying their yards and thus the County of Newell. The criteria for the program was changed for 2014 to encourage participation in the program. The program costs approximately $15 per person, produces a positive image for the County and provides ASB with an opportunity to build positive relationships with ratepayers on a non‐enforcement basis. 2015 KEY PRIORITIES Increase nominations and tour participants SOIL CONSERVATION PROGRAMS ASB administers the Soil Conservation Act within the County. It is our duty to keep the soil in the field that it belongs too. This program has been effective in establishing shelterbelts throughout the County and encouraging the adoption of zero and minimal till farming which has drastically reduced the time commitment required in this area. However, there are still times that a Notice to Remedy Soil Erosion must be issued. Various equipment and snow fencing is available to assist producers that may need to provide cover or rectify soil erosion issue. Drills are also available for rent to support no till farming and a conventional system to be used after specialty crops. The shelterbelt tree planting program also supports soil conservation. Shelterbelts limit soil erosion, promote snow retention, reduce feeding costs for confined feeding operations (less wind = less feed to stay warm), provide wildlife habitat and protect livestock from the wind. ASB arranges for transportation of the trees from the Tree
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Time website and Staff will assist with the unloading and sorting of the trees. Moving forward ASB will partner with the Partners in Habitat Development (PHD) program to order trees for landowners from Tree TIme but the trees will be at the cost of the individuals doing the planting. KEY 2014 ACCOMPLISHMENTS Raised awareness of new program Donated equipment to PHD for planting 2015 KEY PRIORITIES Get more trees in 2015 Increasing the drill acres Promote Best Management Practices MOWING PROGRAMS There are two distinct mowing programs managed by ASB. The roadside mowing program helps facilitate proper drainage and reduces flooding. It also promotes road safety by reducing snow drifting and opening up sight lines which reduces all types of vehicle accidents. Approximately 4,000 miles (one way) of roadside are mowed twice per season with a 10 foot pass, except for high traffic roads which receive a 20 foot pass. About 500 hours of mowing is also done in Hamlets, around County Facilities and map signs, subdivisions, airports, for ratepayers (under policy) and in other areas under contract such as Alberta Conservation Association (ACA) Parking Lots, Aqueduct Trout Pond and the interpretive centre. Currently ASB does not mow every subdivision due to safety hazards caused by thrown rocks. Mowing creates aesthetically pleasing areas for people to use. KEY 2014 ACCOMPLISHMENTS Approximately 4.000 miles of roadside mowed 500 hours spent mowing in subdivisions, hamlets, etc. 2015 KEY PRIORITIES Increase productivity in order to work more in other subdivisions ROADSIDE SEEDING Roadside seeding is completed after construction projects to reduce soil erosion and prevent weed infestations. The time commitment for this program is dependent on construction and drainage projects completed in a given year but typically takes a few staff a few weeks each year. Seeding is generally completed in late fall as resources become available. Fall seeding also prevents the seed from germinating until spring and takes advantage of spring moisture. KEY 2014 ACCOMPLISHMENTS Seeded 40 miles of road ditch (both sides) Seeded County owned lots (where facilities were removed) 2015 KEY PRIORITIES Coordinate our work plans with Public Works Use up as much old stock grass seed as possible ALBERTA CONSERVATION ASSOCIATION CONTRACT (ACA) Agricultural Services works with the ACA on shelterbelt plantings, reseeding of grass and has a contract with ACA to manage the Aqueduct Trout Pond area. Work at the Aqueduct Trout Pond includes mowing grass, removing garbage on a weekly basis, maintaining the road and spraying for weeds as required. Nails left over from pallet fires are also removed with a magnet. This work helps ensure an aesthetically pleasing, well maintained recreational area for our ratepayers.
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KEY 2014 ACCOMPLISHMENTS Maintained appropriately, came in under budget REPAIRS & MAINTENANCE PROGRAM Staff are trained to maintain a fleet of 13 vehicles, 16 sprayers, , 3 tractors, 4 ride on mowers, roadside mowing units, 2 UTV’s, livestock equipment and other miscellaneous equipment. Having well‐trained staff complete repairs and maintenance limits the amount of time that a piece of equipment is out of service and reduces the need for major repairs. ASB also fabricates sprayers. Of the 16 sprayers in the fleet all but 3 have been built in‐house. The cost of a sprayer built in‐house and the cost of 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. 2015 KEY PRIORITIES Improving staff skills and improve efficiency of completing repairs Focus on preventative maintenance OTHER AWARDS ASB nominates a farm family for the Calgary Stampede Farm Family awards each year. This program is well received by the nominees and helps create a positive image for the hard working farmers of our region. ASB also manages the County’s 100 year Farm awards. This award recognizes those farm operations that have been in the area for 100 years. To date no one has been awarded the 100 Year Farm award and ASB will be promoting this program moving forward. FACILITY MAINTENANCE Agriculture services was delegated the role of providing County facility maintenance in late 2012. Immediate concerns were working with contractors to finish the deficiencies in the new County building. With the help of a Facility Maintenance Attendant who was hired, the County has been working to complete the deficiency list and have all of the warranty issues dealt with. Facilities will continue to be maintained at an appropriate level through efficient relationships with contractors, thorough maintenance schedules and a dedicated staff member to manage these activities. Although the County does not have staff on hand that can deal with all potential issues that may arise with the facilities, good contacts have been made with companies that can assist in these areas. KEY 2014 ACCOMPLISHMENTS Worked with contractors to maintain all facilities Installed more irrigation, ornamental trees and a flower bed Maintained the old Admin building Signed contracts for maintenance outside of our area of expertise (Elevators, HVAC, plumbing, heating, cooling, Hotsy’s, Overhead hoists) Repaired Scandia Firehall lights, overhead door and man door Installed septic tank, plumbing and washroom in the Patricia firehall Received training on Building Management System and Maintenance Management 2015 KEY PRIORITIES Maintain all County facilities Work with Fire and Emergency Services to get their facilities in proper working order Use Work Tech to schedule maintenance activities Ensure proper preventative maintenance schedule is in place and used for all facility equipment
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AGRICULTURAL SERVICES STAFFING Agricultural Services staffing levels in 2015 are expected to increase by 1.39 FTE. This relates to increasing two seasonal equipment operators to full‐time positions and adding one seasonal labourer position. AGRICULTURAL SERVICES POSITION LIST 2014 2015 chg/14 Director of Agricultural Services 1 1 ‐ Manager of Agricultural Services 1 1 ‐ Facility Maintenance Attendant 1 1 ‐ Agricultural Service Supervisor 1 1 ‐ Agricultural Technicians 2 2 ‐ Agricultural Equipment Operators 2 3 1.00 Agricultural Seasonal Labourers 1.92 2.31 0.39 Vegetation Management Technicians 2.54 2.54 ‐ TOTAL FTE 12.46 13.85 1.39
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County of Newell 2015 FINAL Budget
63 – Community Services SERVICES AND PROGRAMS PROVIDED The primary program provided under this function is the transportation service offered through the County of Newell Mini Bus Service.
BUDGET SUMMARY 2015 Net Budget 128,046 2014 Net Budget 130,288 Budget Change (2,242) Change by % (1.72%) 2015 FTE 1 2014 FTE 1 FTE Change ‐ FTE Change % ‐
Recently, funding for two additional community based programs that are provided through a partnership with the City of Brooks and the Brooks RCMP have also been added to this function. Those programs include a three year funding commitment for a Victims Assistance Coordinator that reports to the Brooks and District Victims Assistance Association, and a limited amount of funding allocated for a Safe and Caring Communities Committee Program that is overseen / managed by the City of Brooks. Council may wish to engage in further discussion on future funding for this program during the 2015 budget review.
The Mini Bus service provides transportation for seniors who reside in their home or others who are in need of transportation to and from their place of residence for a variety of needs. The service operates daily during the week in accordance with a fixed schedule that transports residents from each of the Communities in the County on a weekly basis into Brooks for a variety of appointments and or shopping needs. The bus is equipped with a wheel chair lift but patrons must be able to look after their basic needs and be mobile enough to get around without assistance from the bus driver, or be accompanied by another able bodied person who can provide the assistance they require. A nominal fee of $10 per patron per round trip is charged for the service. 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t User fees and sale of goods Government transfers Other revenue Transfers
2,932 6,398 2,034 11,363
4,000 6,398 10,398
5,957 6,398 12,355
4,000 6,398 95,000 105,398
95,000 95,000
0.00% 0.00% 0.00% 0.00% 913.64%
75,835 4,337 19,757 21,000 19,215 140,144
70,601 4,520 25,350 21,000 19,215 140,686
74,723 3,933 26,963 17,675 1,601 124,895
77,419 5,000 25,350 21,175 9,500 95,000 233,444
6,818 480 175 (9,715) 95,000 92,758
9.66% 10.62% 0.00% 0.83% (50.56%) 0.00% 0.00% 65.93%
128,781
130,288
112,540
128,046
(2,242)
(1.72%)
Expenditures and T ransfers by Objec t Salaries, wages and benefits Contracted and general services Materials, goods, supplies and utilities Transfers to organizations Amortization Tangible capital assets Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
The 2013 budget included funds to replace the bus, but that decision has been postponed pending the outcome of a formal review of the program. As the replacement of the bus has been put on hold for two years longer than anticipated, a decision regarding the future of the service and upgrade of the bus needs to be made early in 2015. The County has joined together with the City of Brooks, Grasslands Regional FCSS, and the other urban communities within the County for the purpose of completing a comprehensive review of transportation needs
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and the manner in which those needs could best be met from a regional perspective. It is anticipated that a formal business plan will be ready for review in late 2014 and steps taken to implement the same in 2015.
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 Rolling Hills Bassano OR Patricia * The schedule on Wednesdays alternates between Gem/Duchess and Patricia NOTE: There is no service on statutory holidays COMMUNITY SERVICES STAFFING Community Services staffing levels in 2015 are expected to remain consistent with 2014. COMMUNITY SERVICES STAFF LIST 2014 2015 chg/14 Mini Bus Driver Supervisor 0.75 0.75 ‐ Mini Bus Driver 0.25 0.25 ‐ TOTAL FTE 1 1 ‐
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County of Newell 2015 FINAL Budget
64 – Economic Development SERVICES AND PROGRAMS PROVIDED BUDGET SUMMARY 2015 Net Budget 171,809 The County of Newell is a member of the Newell Regional Economic 2014 Net Budget 268,632 Development Initiative (NREDI) which was formed through a municipal agreement in May 2012 to focus on economic development in the Budget Change (96,823) Region of Newell. The Initiative’s two main funders are the County of Change by % (36.04%) Newell and the City of Brooks. NREDI’s membership includes 2015 FTE 2.50 representatives from all municipalities within the County’s boundaries, 2014 FTE 2.25 as well as the Eastern Irrigation District and 4 members at large. FTE Change 0.25 Through an “Action Planning Session” in 2013, NREDI identified general FTE Change % 11.1% areas of emphasis in economic development. The priority projects and actions for NREDI were identified at a workshop of stakeholders in 2013. Some of these projects are continue annually, while other new projects have been proposed for 2015. The three main services provided by NREDI are comprised of the three main programs below. 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t Government transfers Other revenue
137,356 38,147 175,503
135,000 45,000 180,000
142,600 18,176 160,776
179,000 179,000
44,000 (45,000) (1,000)
32.59% (100.00%) (0.56%)
153,563 99,738 5,394 74,786 14,382 347,863
200,400 109,315 30,725 101,000 14,383 (7,191) 448,632
180,098 70,627 7,597 69,638 14,382 (7,191) 335,151
210,781 51,165 29,575 52,096 14,383 (7,191) 350,809
10,381 (58,150) (1,150) (48,904) (97,823)
5.18% (53.19%) (3.74%) (48.42%) 0.00% 0.00% (21.80%)
172,361
268,632
174,375
171,809
(96,823)
(36.04%)
Expenditures and T ransfers by Objec t Salaries, wages and benefits Contracted and general services Materials, goods, supplies and utilities Transfers to organizations Amortization Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
BUSINESS RETENTION AND EXPANSION NREDI continues to support regional business through a variety of programs. The Local Business Database and analysis done on municipal business communities provides information about industry and the state of business within the Newell Region, allowing for better informed decisions regarding business activity and location within the region. In addition, businesses retention has been encouraged through the Loan Beautification Program and the Shop Local Campaign. Throughout the year, Economic Development is involved in consultation with private businesses and their decision to locate or expand within the Newell Region.
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NEWELL PROMOTIONS At least a quarter of time spent by the department is on Regional Marketing and Promotions. To help fulfil this function, NREDI continues to support the Newell Regional Tourism Association (NRTA) by providing operational funding and staff time. This time aided in the restructuring of the website, www.visitnewell.com, as a template for the completion of the other sites, of the Newell Network, www.simplysouthernalberta.com, www.opportunitynewell.com and www.livenewell.com which will be utilized in the promotion of the area for business and quality of life. This regional network and search engine released in October 2014, will help to identify the needs of residents and visitors who are coming to our region. MARKET RESEARCH In order to help prioritize future economic development projects, NREDI has been involved with or conducted on its own a variety of research studies to help in determining NREDI’s direction for 2015. Using the information collected for the business database, NREDI has analyzed industry in two of the five municipalities (Exploring Industry in Duchess and Bassano). In addition, NREDI aided FCSS with the analysis of the Quality of Life Survey and the Newell Regional Tourism Association with an in‐depth analysis of the tourism industry for the Newell Region. A separate study conducted solely by NREDI identifies the excesses and shortages of labour within the region. Results from these studies have shown a need to focus on improved retail choices, along with employment and potential training opportunities. GRANT FUNDING FOR NON‐PROFITS NREDI set aside $100,000 to be provided as grants to non‐profit groups in need of funding for their operations or fundraising events which provide economic development to the County of Newell. By October 31, 2013 over $75,000 had been distributed to 12 different organizations. These organizations include tourist events such as the Medieval Faire, along with contributions to cultural activities such as Tumbleweed Theatre and the Brooks and District Museum. KEY 2014 ACCOMPLISHMENTS In the past year the Newell Regional Economic Development Initiative completed several projects which foundational for future business retention and expansion.
The Creation of the Newell Network, an online communications system for the region which includes three individual websites linked together through a regional search engine on www.simplysouthernalberta.com . The first website developed was www.visitnewell.com, for both external and internal (local) marketing to help establish the Newell Region as a desirable hub of activity. In October 2014, both www.opportunitynewell.com and www.livenewell.com became operational. Opportunitynewell expands the concepts of marketing to visitors to that of marketing to business for the attraction of business. Livenewell utilizes this concept even further to expose local residents (whether current or potential) to the variety and quality of services within the region, promoting the region with a high quality of life. In 2014, 91.500 people were attracted to visitnewell.com using over 2.7 million hits, nearly double that in 2013. During the first two weeks of newly launched network, over 5000 visits were received, with over 150,500 hits. This is expected to continue increasing over the coming months. NREDI received a Regional Collaboration Grant ($134,000) from Alberta Municipal Affairs to aid in the “Creation of a Progressive On‐line Culture. Funds from this grant have aided the development of the Newell Network described above and will also be used to market municipal information within the region through technologies such as kiosks and PDA’s. The completion of a business analysis for two communities, Duchess and Bassano, using data from the Business database. Analysis included data on the number of businesses started by decade, gains and losses in employment, key industry categories and business density. A summary of the construction industry was also created determining the existence of 273 businesses in this industry with an estimated 27% of those businesses as specialty trades and 18% in residential construction. To ensure the database remains current, NREDI began the initiation of a process to collect the information required from individual communities.
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The Loan Beautification Program with Community Futures Entre‐Corp is providing funding to business in the region for the enhancement of their premises. The dollars accessed through the program has doubled in the past year from around $81,000 to nearly $170,000 in 2014. To date, the program has provided interest free loans and grants to 17 businesses in the region. The program will continue into its fourth year in 2015. Support of the Brooks and District Chamber of Commerce “Shop Local Program” and the expansion of the program to the Town of Bassano. In the past year over $70,000 in Shop Local dollars were sold. With a return on economy for retail measured at 9.79, that equates to just over $707,000 created in our local economy. The campaign is budgeted to continue in 2015 with NREDI helping with the promotion of the program. The completion 3 key market research studies. The first completed was “Exploring South East Alberta Industry 2011”, a statistical report summarizing the key industries in our region and comparing them to other communities and areas. The second was “Newell, our Tourism Research in the Region of Newell”, an in‐depth analysis of the tourism industry to be used as a prototype for the future analysis of other industries. The third was the “Newell Occupational Analysis”. The continuation of the Municipal Partners in Economic Development (MPED), providing economic development expertise in capacity building for a Cambodia municipality. The last international trip for this program was in October 2014.
2015 KEY PRIORITIES For 2015 NREDI has identified projects of action in each of its 3 key service provisions. The continued enhancement of the Newell Network, promotions and business database is essential to the foundations for economic development in the Newell Region. In addition to these perpetual projects, NREDI is expanding its research projects in 2015. Newell Promotion o Regional Collaboration Grant – “Creating a Progressive On‐line Culture” o Analysis of website statistics for future adjustments o Use of social media, news and blogs to enhance website o Upgrade of opportunity and live Newell websites 2015 Business Retention and Expansion o Continued expansion of and analysis of communities and industries using the local business data bas o Continued support for potential business clients In addition to the 3 key functions, NREDI will continue its involvement in the o Tourism Visioning Project o Municipal Partners in Economic Development o Transportation Forum
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County of Newell 2015 FINAL Budget
ECONOMIC DEVELOPMENT STAFFING Economic Development staffing levels are expected to increase by .25 FTE in 2015 as the department adds a communications position and removes a summer student position. ECONOMIC DEVELOPMENT STAFF LIST Manager of Economic Development Market Researcher Summer Student Communications TOTAL FTE
2014 1 1 0.25 0 2.25
2015 1 1 0 0.5 2.50
chg/14 ‐ ‐ (0.25) 0.50 0.25
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2015
County of Newell 2015 FINAL Budget
66 – Subdivision This function relates to the control and management of County owned land. The majority of the land in question has been acquired through various means that include; various reserves or public utility parcels dedicated through the development approval process, obtained through the tax forfeiture and recovery process, abandoned road plans or, small fragmented and abandoned parcels previously owned by community groups, cemetery companies or abandoned rail roads, etc. In 2014, Administration and Council reviewed a comprehensive report on these properties. Council direction was provided regarding the future disposition and or ongoing management of these lands. Administrative and operational costs that relate to the ongoing responsibility for the maintenance and management of these properties are being accounted for primarily through Public Works, ASB, Planning and Development, and Finance. Any costs that may be incurred in 2015 that are outside the scope of those accounted for in the budget for each of those departments will have to be dealt with on an as need basis throughout 2015. 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t -
-
-
-
-
0.00%
-
-
-
-
-
0.00% 0.00%
-
-
-
-
-
0.00%
Expenditures and T ransfers by Objec t Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
2015 KEY PRIORITIES The key objective to be accomplished as a result of this process is to ensure that the County is proactively managing potential risks that relate to the ownership of the properties in question and that these lands are put to a higher and better use than has historically been achieved.
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County of Newell 2015 FINAL Budget
71 – Recreation Recreation services within the County of Newell are provided through BUDGET SUMMARY various arrangements. They include joint agreements between the County 2015 Net Budget 300,056 and some of the urban communities within, and situations where 2014 Net Budget 278,465 recreation funds are allocated to various groups or recreation facilities by a Board whose membership represents recreation service providers within Budget Change 21,291 the respective electoral division. Change by % 7.75% 2015 FTE ‐ Funding allocated for recreation is raised through the Municipal Mill Rate 2014 FTE ‐ with the Boards determining the amount that will be generated within their respective division on an annual basis. In some cases where no facilities are located within the boundaries of the electoral division, these funds are allocated by the Board to organizations that provide programs which can be accessed by residents of the area. In other circumstances where recreation or community facilities are located within the Division, the Recreation Board may approve the allocation of funds which can be utilized to offset operating costs for these facilities. 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t Special levies Other revenue
342,031 342,031
278,463 9,500 287,963
277,409 8,766 286,176
307,939 7,250 315,189
29,476 (2,250) 27,226
10.59% (23.68%) 9.45%
150 686,645 686,795
9,500 556,928 566,428
8,766 150 563,747 572,663
7,250 150 607,845 615,245
(2,250) 150 50,917 48,817
(23.68%) 0.00% 9.14% 0.00% 8.62%
344,764
278,465
286,487
300,056
21,591
Expenditures and T ransfers by Objec t Contracted and general services Materials, goods, supplies and utilities Transfers to organizations Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
7.75%
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2015
County of Newell 2015 FINAL Budget
72 – Parks & Programs SERVICES AND PROGRAMS PROVIDED BUDGET SUMMARY 2015 Net Budget 145,353 EMERSON BRIDGE PARK CAMPGROUND 2014 Net Budget 135,173 The Province gave Emerson Bridge Park Campground to the County in the early 1980’s. The park operated primarily as a wilderness camping area Budget Change 10,180 until early 2000 when the County decided to lease out the operation. Change by % 7.53% Under the third party lease holder it was noticed that the Park 2015 FTE 0.5 infrastructure was deteriorating and in 2008 the decision was made to 0.5 run it in house again and invest in the Park. Agricultural Services oversees 2014 FTE operations, maintenance and improvements. FTE Change ‐ FTE Change % ‐ Initial plans had a 5 year goal for completing improvements in the Park. Some of the upgrades completed since 2008 include: added power sites, a sani‐dump, showers, washrooms, irrigation, levelled and organized sites, cell phone reception is available now, full time seasonal managers, proper mowing and spraying and general repairs to buildings, tables, fire pits, etc. The list of upgrades that were contemplated are nearly complete and the cost to operate the park should go down in the future. Revenues from Park operations have steadily increased since beginning the infrastructure revitalization, from less than $20,000 in 2008 to $58,828 in 2014. KEY 2014 ACCOMPLISHMENTS Received several positive comments from park patrons Increased revenues and “Long Term” campers 2015 KEY PRIORITIES Increase maintenance efficiencies Increase usage 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t User fees and sale of goods Other revenue Transfers
39,275 1,531 40,806
37,610 37,610
56,833 1,994 58,828
46,825 46,825
9,215 9,215
24.50% 0.00% 0.00% 24.50%
13,804 26,524 71,716 27,578 93,769 233,391
19,250 28,253 88,580 27,893 19,233 (10,426) 172,783
15,621 12,220 53,576 29,438 18,492 (10,675) 118,672
21,400 41,750 109,480 30,225 (10,677) 192,178
2,150 13,497 20,900 2,332 (19,233) (251) 19,395
11.17% 47.77% 23.59% 8.36% (100.00%) 2.41% 11.23%
192,585
135,173
59,844
145,353
10,180
7.53%
Expenditures and T ransfers by Objec t Salaries, wages and benefits Contracted and general services Materials, goods, supplies and utilities Amortization Tangible capital assets Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
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County of Newell 2015 FINAL Budget
2015
PARKS AND RECREATION Agriculture Services has inherited some of the maintenance and responsibilities included in Parks and Recreation. Our typical duties in the past have been just vegetation maintenance but in 2013 it was decided to include playground equipment inspection and repair. As we have now incorporated Tilley into our realm of responsibility there is some more work needed in that area. In most cases around the County recreation facilities are operated and maintained by third parties. This includes Community Halls, Arenas, Curling Rinks and Agricultural Services intends to formalize agreements for the Tilley Ball diamonds and Campground to be operated in this manner as well. KEY 2014 ACCOMPLISHMENTS All playground inspections complete, upgrades complete Maintained proper vegetation management on all sites 2015 KEY PRIORITIES Complete 2015 annual playground inspection Reduce risk/liability at the Tilley Playground PARKS & PROGRAMS STAFF LIST 2014 2015 chg/14 Emerson Bridge Park Supervisor 0.5 0.5 ‐ TOTAL FTE 0.5 0.5 ‐
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2015
County of Newell 2015 FINAL Budget
74 – Library SERVICES AND PROGRAMS PROVIDED
BUDGET SUMMARY 2015 Net Budget 152,756 2014 Net Budget 151,056 Budget Change 1,700 Change by % 1.13% 2015 FTE ‐ 2014 FTE ‐
Library services throughout the County of Newell, are provided through the County of Newell Library Board which is a separate Corporate entity whose members are appointed by County Council. The Board consists of ten (10) members (nine members at large and one member of Council). The Library Board was created through a bylaw passed by the County of Newell Council in 1977. The Governing Legislation that applies to the operation of the Board is the Libraries Act.
The County of Newell Library Board is a member of the Shortgrass Regional Library System. Funds generated for library services through the municipal mill rate are allocated to the Shortgrass Regional Library system and the County of Newell Library Board. The County of Newell Library Board in turn redirects the revenue received from the County to the individual library service centers operating within the County of Newell. Those locations include a combination of dedicated municipal library service facilities operating in the City of Brooks, the Town of Bassano, and the Village of Duchess. Joint service facilities that utilize libraries in a number of schools operated by Grasslands Regional Schools are also funded. Those joint use facility locations include: the Alcoma School 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. 2013 Ac tual
2014 Budget
2014 Ac tual
2015 Budget
$c hg/ 14
%c hg/ 14
R ev enues and T ransfers by Objec t Transfers
165 165
-
-
-
-
0.00% 0.00%
138,917 138,917
151,056 151,056
151,400 151,400
152,756 152,756
1,700 1,700
1.13% 0.00% 1.13%
138,752
151,056
151,400
152,756
1,700
1.13%
Expenditures and T ransfers by Objec t Transfers to organizations Unfunded portion of amortization
(Exc ess) of rev enues and transfers ov er expenditures and transfers
The local libraries and populations served (based on the 2009 census) are as follows: Alcoma Community Library 727 Brooks Public Library 2323 Tilley and District Library 667 Duchess and District Library 1300 Bassano and District Library 567 Rolling Hills Public Library 576 Gem Jubilee Library 525 Rosemary Community Library 4
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County of Newell 2015 FINAL Budget
2015
Appendix I – 2015 Tangible Capital Asset Budget Items DEPARTMENT Administration Administration Administration Administration Administration Administration Administration Administration Administration Administration Administration Administration Administration Administration Administration Administration Administration Administration Administration Administration Agricultural Services Agricultural Services Agricultural Services Agricultural Services Agricultural Services Airport Bylaw Enforcement Bylaw Enforcement Community Services Emergency Services Fire Fire Fire Fire Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Public Works Shop Wastewater Water Water Water TOTAL
TYPE Buildings Buildings Land Improvements Land Improvements Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Vehicles Machinery & Equipment Machinery & Equipment Machinery & Equipment Vehicles Vehicles Machinery & Equipment Machinery & Equipment Vehicles Vehicles Machinery & Equipment Buildings Machinery & Equipment Vehicles Vehicles Engineered Structures Engineered Structures Engineered Structures Engineered Structures Engineered Structures Engineered Structures Engineered Structures Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Vehicles Vehicles Vehicles Vehicles Vehicles Machinery & Equipment Engineered Structures Engineered Structures Engineered Structures Machinery & Equipment
DESCRIPTION Storage facility Outdoor power outlets ‐ County facility Concrete around manholes in operations yard Pathway from New Facility to CRA ‐ 2014 CF Mapping ‐ Aerial Photos Hardware ‐ Video Conference/On Screen Document ‐ Council Chambers SQL Server Enterprise ‐ 2 Core License Software ‐ License(s) ‐ Common Operating Picture Hardware ‐ Printer ‐ Phaser 7500DX Communication ‐ Mobility ‐ County App Communication ‐ Public ‐ Information Kiosk Hardware ‐ Inventory ‐ Scanner Software ‐ License(s) ‐ Email Spam Filter Hardware ‐ Printer ‐ Phaser7800DN Software ‐ License(s) ‐ GIS Conversion Software Hardware ‐ Scanner ‐ Accelerator Laserfiche configuration ‐ 2014 CF Work Tech configuration ‐ 2014 CF Diamond configuration ‐ 2014 CF 1/2 ton truck 72 inch mower with bagger Gator 6x4 15' Roadside Mower 3/4 ton crew 4x4 1 ton 4x4 crew Fuel system New commerical vehicle weigh scales (x2) AVL ‐ Hardware ‐ CAMS Replacement Mini bus Replace CAMS Unit 910 Patricia fire hall washroom ‐ 2014 CF Compressors & cascade systems Bow City Engine Replacement CAMS replacement ‐ Bow City, Scandia, R. Hills @ $10,500 each Scandia Hamlet Paving LNR community pathway TR15‐4 (From HWY 36 to Railway Ave) EID drainage partnership One Tree Speed Curve (land acquisition) Gravel roads reconstruction Bridge File 72038 (TR 174 west of Tilley) Wobbley Packer x2 (one replacement, one new) Grader (replace 205‐2011) Grader (replace 208‐2011) Chipper (replace unit 219‐2004) Trailer Unit (replace 237‐1997) Picker truck Plow truck (replaces 123) Gravel/Plow Truck (replace unit 122‐2005) Heavy Truck (replace unit 105‐1997) Gravel Truck Single Axle (replace 104‐1998) Earth lift system ‐ additional cross beam for lifting on frame Patricia Access Road Rural water system Patricia Curb Stop Program Mobile water meter reader
TOTAL 1,250,000 12,000 7,500 115,000 65,000 55,000 50,000 35,000 24,000 20,000 15,000 10,000 10,000 9,000 8,000 7,000 86,400 99,000 53,300 45,000 15,000 15,000 30,000 50,000 70,000 125,000 15,000 10,500 95,000 10,500 7,000 16,000 380,000 31,500 1,600,000 700,000 600,000 1,500,000 60,000 1,850,000 240,900 57,000 435,000 435,000 50,000 15,000 183,000 255,000 275,000 180,000 143,000 3,600 15,000 12,394,850 70,000 15,351 23,924,401
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County of Newell 2015 FINAL Budget
Appendix II – 10 Year Fleet & Equipment Replacement Type 1 Ton 1/2 Ton 2 Ton 3/4 Ton 4 Ton All Terrain Attachment Chipper Farm Implements Fire Apparatus Graders Gravel Trucks Hvy Construction Equipment Packer Plow Rental Equipment Sander/Hopper Semi Tractor Snow Blower Sprayer SUV Tools & Shop Equipment Tractor Trailer Turf Equipment Water Truck TOTAL
2016 48,389 42,356 66,126 86,402 69,362
2017 2018 2019 63,526 48,695 71,495 64,505 225,768 48,019 43,800 79,220 16,698 42,596 24,250
2020 2021 123,005 41,567 130,741 87,278 38,412
99,993
57,065
13,780
57,145
685,917
697,978 223,667 41,589
725,971
17,053
66,872 410,400 835,450 144,729
10,848 54,633
2022 2023 2024 57,034 56,828 162,043 38,716 125,849 140,303 103,503 99,469 18,464
16,698
50,000 67,765
57,065
11,187
78,051
778,796
759,889
160,933 11,300 46,454
11,660
877,157 186,153
49,500 900,600 917,402 187,656
2025 63,526 48,695 64,505 225,768
697,978 223,667 41,589
298,635
11,550
78,489 198,451 9,120
136,422 16,333
7,234 653,468 64,315 75,190
75,289 66,069 2,184 343,200 61,423 43,212
42,062 81,498 44,683 43,142
2,003,414
2,030,868
1,259,315
3,780
21,613
3,390
25,272 2,700 28,620
21,401 304,616 220,941 71,995
43,926 574,983 42,805 255,675
11,500 74,750 12,248 379,500 87,432 38,007
1,881,890
1,249,630
1,875,564
2,044,539
45,628 12,807 268,100 40,909 35,685 121,668 2,146,726
118,182
75,289 66,069 2,184 681,662 61,423 43,212
2,344,071
2,369,330
21,008 92,895
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County of Newell 2015 FINAL Budget
Appendix III – 10 Year Capital Plan Capital Project Paving ‐ Hwy 873 ‐ Including Hwy 535 Drainage Projects (EID partnership) Gravel Road Rehabilitiation CNWP ‐ rural water project
2016
2017
2018
2019
2020
2021
2022
2023 2024 2025 20,060,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,850,000 1,850,000 1,850,000 1,850,000 1,850,000 1,850,000 1,850,000 1,850,000 1,850,000 1,850,000 6,031,000
TOTAL
9,381,000 3,350,000 3,350,000 3,350,000 3,350,000 3,350,000 3,350,000 23,410,000 3,350,000 3,350,000
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