Village of Dewberry Viability Report
September 2020 1
Classification: Public
Municipal Affairs, Government of Alberta
Village of Dewberry Viability Review Report
September 2020 © Government of Alberta www.municipalaffairs.ca
Digital Version ISBN 978-1-4601-4839-6 Printed in Canada
Viability Review Report | Village of Dewberry 2
Classification: Public
Table of Contents
Executive Summary ...... 4
Review and Findings ...... 9
Municipal Backgrounds ...... 9 Municipal Performance Indicators...... 10 Village of Dewberry Viability Review Report ...... 11 Sustainable Governance ...... 13 Administration and Operations ...... 17 Finances, Assessment, and Taxation ...... 21 Infrastructure ...... 27 Services ...... 33 Regional Cooperation ...... 38 Community Well-Being ...... 41 Financial Summary ...... 45
Appendix A: Recommendations for Viability ...... 46
Appendix B: Performance Indicators ...... 48
Appendix C: Village Infrastructure ...... 50
Appendix D: 10-Year Capital Plan ...... 58
Appendix E: Financial Position ...... 59
Appendix F: Summary of Public Input ...... 60
Appendix G: Vote on Dissolution ...... 62
Additional Information ...... 63
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Classification: Public
Executive Summary
Alberta Municipal Affairs prepared the Village of Dewberry Viability Review Report based on information collected from the Village of Dewberry (village) and the County of Vermilion River (county). The draft report was reviewed by elected officials and administration from the village and county, and municipal officials representing four Alberta municipal associations.
At the time of writing, the most recent financial information available for the village is from the 2018 audited financial statements.
The Viability Review Report describes two options for the future of Dewberry:
1. The Village of Dewberry remains an incorporated municipality and council addresses the recommended actions in this report according to the direction of the Minister of Municipal Affairs, and
2. The municipal corporation of Dewberry dissolves and Dewberry becomes a hamlet in the County of Vermilion River.
The report highlights the major similarities and differences under these two options answering the questions:
What would be the same or different if Dewberry remains a village?
What would be the same or different if Dewberry becomes a hamlet in the County of Vermilion River? Continuing as a Village
With the approval of a viability review for the village, the Minister has expressed that Dewberry’s current state must be improved to ensure a viable future for the community. Should electors vote to remain as a municipality, the Minister of Municipal Affairs will direct the village to take actions to improve its viability.
Governance: The council for the Village of Dewberry would continue to consist of three members elected at large by village residents and the mayor would be appointed from within council at the annual organization meeting. The council would be expected to address the recommended actions in this report.
Administration: The village council would continue to be responsible for the hiring and evaluation of the CAO, who is responsible for overseeing the administration and operation of the village.
Assessment and Taxation: In 2020, the village set the general municipal residential and non-residential tax rates at 15.07 mills. This equates to $15.07 for each $1,000 of assessed property value. Many small villages experience difficulty in collecting taxes if the rate exceeds 13 mills.
To continue the operation of the village at current service levels, the village may be able to maintain property taxes at the current level with careful cost management. The village must address tax arrears through the legislated tax recovery process.
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Finances: Since the village reported an overall operating deficit in 2018 (See Appendix E), it is not anticipated that property taxes could decrease in the foreseeable future while ensuring costs are fully covered. Despite the village having a small staff, costs associated with administration of the village consumed over 25 per cent of the village expenses in 2018, which also represents 74 per cent of total municipal property taxes in 2018.
Village of Dewberry Operating Expenses 2018
Parks & Recreation $0 Land Use Planning, Housing, Rentals $1,005 Ambulance & Disaster Services $1,286 Culture, Library, (Museum?) $4,997 Family & Community Support Services $5,681 Legislative - Council $18,845
Fire and By-law Enforcement $33,992 Waste Management $35,716 Wastewater Treatment & Disposal $52,483 Roads, Walks, & Lighting $83,591 Water Supply & Distribution $108,984 Administration $128,467 Total Expenses 2018 $475,047 $0 $100,000 $200,000 $300,000 $400,000 $500,000
Services: The village would continue to have sole responsibility for provision of services and programs. The village would require similar levels of funding as now to continue to provide these services. As associated costs increase, residents can anticipate increases in utility fees and property taxes.
Infrastructure: Most municipal infrastructure requires repair and replacement during its lifecycle, and municipalities typically carry out these investments on an ongoing basis to spread out the associated costs. Over the five-year period (2014-18), the village’s capital spending was less than the depreciation of its assets indicating that the village has probably not addressed infrastructure needs on a regular basis. Recent capital projects have been funded solely through federal and provincial grants.
From 2015 to 2018, the village participated in an infrastructure study completed with neighbouring municipalities. In 2019, as a municipality undergoing a viability review, the village received $120,000 through the Alberta Community Partnership grant program to complete an infrastructure study to determine the state of the village infrastructure and develop a 10-year capital plan. The study was completed in January 2020 and identifies repairs, ongoing maintenance, and upgrades currently required for existing village infrastructure.
The combined infrastructure audits indicate that the village has infrastructure deficiencies of approximately $5 million, inclusive of the expansion of the lagoon at an estimated cost of $1.3 million, to be addressed over the next ten years to maintain and upgrade current village infrastructure. Funding sources available for capital infrastructure projects include federal and provincial grants, utility fees, property taxes, and borrowing within the village’s debt limit.
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Based on the village’s 2018 audited financial statements, the village’s debt limit is $691,038 with an annual debt service limit of $115,173. The village currently has no debt incurred. If the village had had an annual debt payment of $115,000 in 2019, the additional required revenues for the annual debt payment would have increased 2019 property taxes by 8.9 mills, equivalent to an increase of $712 on a property assessed at $80,000. The 2019 financial statements are needed to confirm the current state.
The village council approved a 2020 capital budget in June 2020. The village proposes to fund the projects with $414,729 in federal and provincial grants.
Property Tax Comparison $1,600.00
$1,400.00
$1,200.00
$1,000.00
$800.00
$600.00
$400.00
$200.00
$- Village of Dewberry County of Vermilion River
Municipal/Urban General Tax Urban Hamlet Tax Recreation general
Recreation Dewberry Library Levy Fire service levy
Waste management levy Alberta School Foundation Fund
Becoming a Hamlet in the County
If the Village of Dewberry dissolves and becomes a hamlet in the County of Vermilion River, the county would have full responsibility for the governance and operation of the Hamlet of Dewberry.
Governance: As a hamlet in the County of Vermilion River, Dewberry would be part of the County of Vermilion River Ward 7. Residents would be represented by the Division 7 county councillor and eligible for election to the county council.
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Administration: Under the direction of the county CAO, services would be provided out of the county building located in the Village of Kitscoty.
Finances: All village assets and liabilities would be transferred to the county. All money transferred from the village to the county and all money received from the sale of village assets must be used to reduce liabilities of the former village or for projects in the new Hamlet of Dewberry and must be accounted for separately.
The costs of providing services to Dewberry would be included in the county budget.
Assessment and Taxation: Residents can expect similar assessment values. The county sets different mill rates for each of the seven hamlets and 17 multi-lot country residential areas based on the services received in addition to the county’s “urban” general municipal mill rate. The county has indicated that the total mill rate for Dewberry would be similar to the current rate in order to fund Dewberry’s infrastructure deficit.
Services: The County of Vermilion River would be responsible for provision of services in Dewberry, determining service levels, and setting utility rates.
Infrastructure: The county would receive the infrastructure study and recommended 10-year capital project plan for the village. As a receiving municipality following dissolution of a village, the county may be eligible for a provincial grant to fund critical infrastructure upgrades in Dewberry. The County of Vermilion River funds infrastructure projects through a combination of grant funding from the federal and provincial governments, debt, hamlet reserves, and special tax levies to complete a specific need in a hamlet.
A full analysis and implications of the options is provided in the Review and Findings section that comprises the main body of this report.
Viability Review Timeline
The following timeline shows the steps taken in the Village of Dewberry viability review.
Initiation Initial Public Input Report Distribution
Feb 2019 - Sep 2019 - Oct-Nov Sep 2018 April-June Oct 2020 Jan 2020 2020 July 2020 2020
Infrastructure Audit Research and Analysis Public Meeting and Vote
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Public Meeting
Following distribution of the Village of Dewberry Viability Review Report, ministry staff will host a public meeting in the Dewberry Community Hall on Thursday, October 22, 2020, commencing at 7:00 p.m. The purpose of the meeting is:
to outline the process to date and present the Village of Dewberry Viability Review Report; to provide residents, property owners, and community stakeholders with an opportunity to ask questions; and to explain the next steps in the viability review including the vote for village electors on the question of dissolution of the village. Vote of Village Electors
Although the Municipal Government Act makes conducting a vote a discretionary step in viability reviews, the Government of Alberta has determined this step is in the best interest of Dewberry’s residents.
Village electors will vote to either remain as the Village of Dewberry or become a hamlet in the County of Vermilion River. If the majority vote is to dissolve and become a hamlet in the neighboring municipality, the Minister is required to recommend dissolution to the Provincial Cabinet. However, it is ultimately Cabinet’s decision whether to dissolve the municipality.
If the majority vote is to remain a municipality, the village would not dissolve. The Minister will issue directives focused on improving the village’s viability and require administration to provide annual progress reports on the directives for five consecutive years.
The vote must be conducted in accordance with the Local Authorities Election Act, which establishes the rules for vote eligibility, voting and counting procedures, and scrutineers. Ministry staff will conduct the vote.
Detailed information about the vote and special ballots is provided in Appendix G: Vote on Dissolution.
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Review and Findings
Municipal Backgrounds
Village of Dewberry Dewberry is a village located in east central Alberta on Highway 893 approximately 40 kilometres west of the Alberta-Saskatchewan border. The Town of Vermilion is 50 kilometres to the southwest and the Town of Elk Point 55 kilometres to the northwest. In 1907, Eli Sweet built a stopping house and a post office in the community and named the post office after the dewberries growing in the area.
The province incorporated the Village of Dewberry in 1957 from the community of Dewberry that was part of the Municipal District of Vermilion No. 71.
According to the 2016 federal census, the village’s population is 186. In 2016, the average population of the 86 villages in the province was 425.
County of Vermilion River The village’s rural neighbor is the County of Vermilion River. If the Village of Dewberry dissolves, Dewberry would become a hamlet in the county. The population of the County of Vermilion River is 8,267. According to the county website, the county provides rural municipal services for its residents who live among rolling hills and prairie vistas that stretch north of the North Saskatchewan River, south to the Battle River, and 42 miles west from the Alberta-Saskatchewan border. The local
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economy is diverse with strong agriculture and energy sectors, thriving supply services, and an abundance of small business entrepreneurs.
County operations are based out of the Village of Kitscoty, Alberta – near the geographic center of the municipality. There are seven hamlet communities within the county with populations ranging from 16 to 422 according to the 2015 municipal and 2016 federal censuses: Blackfoot (population 422), Clandonald (population 107), Islay (population 209), Mclaughlin (population 41), Rivercourse (population 16), Streamstown (population 20), and Tulliby Lake (population 22).
The county’s Hamlet Management Policy, administration policy #AD005, describes how the county manages its seven hamlets. According to the policy, the county council determines the standards and levels of essential and nonessential services delivered to the hamlets. The policy, in addition to other county bylaws and policies, is available on the county website at https://vermilion-river.com/ . Municipal Performance Indicators
Alberta Municipal Affairs has established a set of indicators intended to measure specific aspects of municipal governance, finance, and community. Each indicator has a defined benchmark. The benchmarks are guidelines that set a general level of acceptable risk. A municipality may have unique circumstances or alternative strategies that justify a different result.
If a municipality does not meet the criteria for being “not at risk,” it does not necessarily mean there is any cause for concern; however, the municipality is encouraged to review the circumstances giving rise to the indicator results to ensure it is not exposed to potential or emerging risks. An exception to an indicator benchmark does not indicate fault or mismanagement on the part of the municipality; an indicator may be triggered by events that are beyond the control of council and administration, or may result from circumstances that are being effectively managed by the municipality.
2018 Performance Indicators Triggered by the Village of Dewberry
Based on 2018 financial, governance, and infrastructure information, the Village of Dewberry triggers three of the eleven non-critical indicators, resulting in the village being deemed “at risk.” The village was given the opportunity to explain how it is addressing the three 2018 indicators.
1. Tax Collection Rate (NC02): The village has experienced difficulty collecting property taxes, only collecting 79.31 per cent of the property taxes levied in 2018. The village also triggered this performance measure in 2017 – 63.70 per cent of taxes collected and in 2016 – 67.41 per cent of taxes collected. The target is to collect a minimum of 90 per cent of taxes.
In order to fund ongoing costs, municipalities must be able to collect property taxes on a timely basis. Tax collection is the percentage of the current year’s property taxes that are collected by year-end. When a municipality does not fully collect budgeted revenues from property taxes, reserves are drawn on to fully fund the budgeted items or projects are deferred to a future year.
Village Response: The Village of Dewberry currently utilizes reminder letters as well as the sale or acquisition of property through public auction. The council is reviewing the option of possibly employing a collection service to help with collecting delinquent property taxes.
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2. On-time Financial Reporting (NC06): Financial reporting is an important aspect of municipal accountability to its residents and businesses. Municipalities are required to submit year-end financial information returns to Municipal Affairs by May 1 of the year following the year for which the financial statements have been prepared.
In 2019, the village submitted year-end financial statements and financial information returns on May 14, 2019.
Village Response: The auditing firm for the Village of Dewberry will be made aware of the deadline and that it must be kept in mind when preparing and submitting financial statements. The village office will also endeavor to improve its efforts to submit on time.
3. Investment in Infrastructure (NC09): Most capital assets and infrastructure require replacement after a period of service, and municipalities typically carry out these replacements on an ongoing basis to spread out associated costs. Investment in infrastructure measures the ratio of capital spending to amortization (depreciation) over a five-year period. The expected result is that the municipality’s average capital additions exceed the average amortization.
Over the five-year period (2014 – 2018), the village’s capital spending is less than the depreciation of its assets. A recommended target is 1.0 or more; the village’s 2018 result was 0.74.
Village Response: The Village of Dewberry's revenue intake is not sufficient at this time to begin the process of setting aside sufficient funding to update the infrastructure on a regular basis.
An overview of the village’s performance on the thirteen 2018 performance indicators is provided in Appendix B: Performance Indicators. Village of Dewberry Viability Review Report
The ministry led the development of the Village of Dewberry Viability Review Report with support from the village, the County of Vermilion River, and the municipal associations.
In addition to the councils and administrations of the village and county, the four associations (Rural Municipalities of Alberta, the Alberta Urban Municipalities Association, the Alberta Rural Municipal Administrators Association, and the Local Government Administration Association of Alberta) reviewed and provided input to the viability review report. Infrastructure Study
The provision of municipal public works such as roads, water and wastewater services, and emergency response require significant physical infrastructure. Understanding the condition of the infrastructure and the future financial investments needed to provide these services is key to municipal viability.
As a municipality undergoing a viability review, the village received $120,000 through the Alberta Community Partnership grant program to complete an infrastructure audit to determine the state of the village infrastructure and develop a 10-year capital plan addressing identified repairs, ongoing maintenance, and upgrades to existing village infrastructure. The village completed this work in January 2020.
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Viability Factors
The Viability Review Report assesses Dewberry’s viability by considering seven broad areas:
Sustainable governance - addresses council practices and procedures, compliance with legislation, citizen engagement, and strategic planning.
Administration and Operations - addresses the municipality’s to operate on a daily basis and implement council decisions.
Finances, Assessment, and Taxation - addresses the municipality’s capacity to generate and manage revenues (including property tax assessment and collection of taxes) sufficient to provide for necessary infrastructure and services now and in the future.
Infrastructure - addresses the municipality’s capacity to manage its infrastructure effectively and efficiently.
Services - addresses the municipality’s capacity to provide essential services that meet public expectations and applicable regulated standards.
Regional cooperation - addresses the municipality’s approach to collaboration with neighbours for the benefit of the community and the region.
Community well-being - addresses characteristics that contribute to the vitality of the community and the long-term viability of the municipality.
For each of the seven broad areas, the report provides:
a general introduction to the topic;
a description of the current state of the Village of Dewberry in that area;
an indication of what may change or stay the same, and recommended actions for council and administration to promote viability should Dewberry continue as a village; and
an indication of what may change or stay the same if Dewberry becomes a hamlet in the County of Vermilion River. Ultimately, any actual changes would require a decision of the County of Vermilion River council should Dewberry dissolve and become a hamlet in the county.
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Sustainable Governance
Municipal governments consist of a council as the governing body of the municipal corporation and the custodian of its legislative powers under the authority of the Municipal Government Act.
Council sets the overall direction of the municipality, exercising the powers of the municipality through decisions at council meetings to create and review policies and programs.
Council is comprised of councillors that represent the electorate in the municipality. The chief elected official (CEO), also known as the mayor or reeve, may be elected at large by the electorate or chosen by the councillors at the first organizational meeting following the election and annually at subsequent organizational meetings.
Council defines the policies and direction that municipal administration will put into action. To do so, council passes bylaws, adopts policies, and establishes budgets; raises revenue through property and business taxes, borrowing, and setting fines and fees for services; adopts plans for the use and development of land; and provides services required or desired by residents. In addition, council is responsible for anticipating challenges and recognizing the opportunities that the village may face through the development and implementation of long-range plans. Current State and Progress to Date
Dewberry residents are represented by a three-member Did you know? council nominated from, and elected by, village electors. The legal framework and authority Council appoints the mayor at the annual organizational for local government in Alberta is meeting. The current mayor was elected to council in 2013 and the Municipal Government Act has been appointed mayor by council since 2014. (MGA) and the Local Authorities One councillor, elected in 2013, is serving a second term on Election Act (LAEA). council. The other councillor, elected in 2017, had served on previous councils more than ten years ago.
Councillors are supported for training and mileage costs incurred as part of their councillor duties.
The council holds regular council meetings on the first and third Tuesday of the month at 6:30 p.m. in the village office.
Village councillors are appointed to regional committees to represent the interests of village residents, including the Vermilion River Regional Waste Management Services Commission, the Village of Dewberry Emergency Management, East Central 911 Call Answer Society, Physician Retention, and the Alberta Central East Water Corporation.
At the annual organizational meeting, village councillors are appointed to act as the management body of the Dewberry Heritage Villas housing authority, which operates the two villas with eight senior housing units in the village. Responsibilities include management of the facilities, setting annual budgets, and if required, requisitioning the village for the management body’s annual deficit arising from the provision of accommodation and for a reserve fund.
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Options Comparison - Sustainable Governance
Option 1: Option 2: Continue as a Village Become a Hamlet
Council Representation Council Representation Village council would continue to consist of There are seven County of Vermilion River three members elected at large by village councillors representing different electoral residents and the mayor appointed from within wards. At the annual organizational meeting, council at the annual organization meeting. one of the county councillors is appointed Reeve. Council would continue to follow the village’s Code of Conduct Bylaw No. 18-400. Council members are appointed to various boards and committees to represent the Councillors would be appointed to various interests of all county residents, which would boards and committees to represent the include Dewberry residents. interests of village residents during the annual organizational meetings. Dewberry would become part of the County of Vermilion River Ward 7. This means that Councillors were acclaimed in the 2017 Dewberry residents would be represented by general election as only three electors were the county councillor for Ward 7 and be nominated for the three council positions. The eligible for nomination and election to the village has not had to hold a by-election since. County of Vermilion River council.
Annual ward and hamlet meetings are typically hosted by each ward councillor. The county council follows the county’s Code of Conduct Bylaw No. 19-01.
Council Meetings Council Meetings Regular council meetings would continue to Council meetings are held in the council be held on the first and third Tuesday of the chambers at the county office as determined month commencing at 6:30 p.m., unless a at the organizational meeting (typically on the future council determines otherwise. second and last Tuesday of the month) at 9:00 a.m. and are open to the public. Council meetings would follow the council procedural bylaws No. 19-409 and No. 18-395 Council meetings follow the council (13-367). Council updated the procedural procedural bylaw No. 17-09. bylaw recently to include the meeting time, the distribution of council agenda packages via electronic mail, and attendance at up to five council meetings a year via electronic means.
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Public Participation Public Participation Residents would continue to have the Residents would have the opportunity to opportunity to engage in municipal issues in engage in municipal issues in accordance accordance with the village’s public with the county’s public engagement policy participation policy. No. AD 027.
Councillor Training Councillor Training The village would continue to allocate funds in Following a municipal election, the elected the annual operating budget for the purpose council is scheduled for training provided by of council professional development enabling Municipal Affairs and county legal services councillors to attend association conferences about code of conduct and council and take professional development. procedures.
Council members also attend multiple seminars and conferences on various topics throughout the year.
Bylaws and Policies Bylaws and Policies The village would need to ensure it has all Existing village bylaws would remain in force mandatory bylaws, determine how bylaws for Dewberry until the county repeals or would be enforced, and publish these bylaws replaces them with a county bylaw pursuant to on the village website. the Municipal Government Act.
The county would review village bylaws and ensure consistency with county bylaws.
Long-Term Planning Long-Term Planning The village has a municipal development plan. Dewberry would be included in the county’s strategic, long-term, and land use planning The intermunicipal development plan (IDP) including the MDP and land use bylaw. and intermunicipal collaboration framework (ICF) with the County of Vermilion River were An IDP and ICF with Dewberry would not be finalized in February 2020. required.
The village does not have a long-term Dewberry would be considered in the county’s municipal strategic plan. budget and business planning cycle.
Future projects identified for Dewberry would be prioritized along with the needs of the county as a whole.
Dewberry Housing Authority Dewberry Housing Authority The council would continue to be responsible The county is a member of the Vermilion and for the management of the Dewberry Heritage District Housing Foundation. The authority to Villas and have the authority to requisition the operate the Dewberry Heritage Villas would village for funds through property taxes. transfer to the county.
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The village has indicated that in recent years The county has indicated it would request that the Dewberry authority has not requisitioned the Vermilion and District Housing Foundation the village for funds. operates the Dewberry villas by amalgamating the two housing authorities. Requisitions are passed on to property owners as an additional tax. Requisitions from the Vermilion and District Housing Foundation to fund the foundation would be added to Dewberry property taxes.
Recommended Actions for Option 1
Recommended Action 1: Council must develop a plan to implement the recommendations of the Village of Dewberry Viability Review Report.
Recommended Action 2: Council should participate in professional development, including attendance at association conferences, and include funds in the annual operating budget for such.
Recommended Action 3: Council should ensure that it has mandatory bylaws, a way of enforcing village bylaws, and make bylaws available to residents by publishing them on the village website.
Recommended Action 4: Council should develop a long-term municipal strategic plan.
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Administration and Operations
Municipal administration implements the policy and directions of council. Councillors, including the mayor or reeve, are not permitted to undertake administrative functions. All municipalities in Alberta must appoint a chief administrative officer (CAO), who has overall responsibility for the operations of the municipal corporation.
The CAO advises and informs the council on the operations and affairs of the municipality and implements, or directs staff to implement, policies and programs. Many administrative functions require specialized training, skills, or certification. Investing in professional development and training of the CAO and staff is central to effective municipal operations and service delivery.
Diverse functions for the administration of a municipality include general administration (implementing policies and procedures), governance processes (supporting council), property assessment and taxation, budgeting and accounting, payables and receivables, audit and legal functions, risk management, occupational health and safety, public relations, election processes, and public works (such as maintaining water and wastewater systems). Current State and Progress to Date
The village office is open Monday to Friday from 9:00 a.m. to 4:00 p.m. and closed for lunch from noon to 1:00 p.m. unless otherwise posted.
The village employs two full-time staff - a CAO and a public works foreman. In addition, the village hires temporary staff during the summer months for grounds maintenance. The current CAO has worked for the village for more than 13 years, performing the administrative duties of a CAO since May 2007 until appointed by council resolution to the position of CAO in November 2018. The current public works foreman is also the water operator and has worked for the village since August 2019. Council has approved job descriptions for all staff positions. The village contracts services for snow clearance and, from time to time, for road maintenance.
The CAO has the responsibility to perform all administrative functions of the village, including supervision and evaluation of village staff. The CAO is assigned the additional duties of providing administrative support to the Dewberry Heritage Villas housing body and assisting with the operation of the museum. The CAO works an average of 35 hours per week.
The public works foreman carries out duties including building and grounds maintenance and operation of the water and sewer services; working an average of 35 hours per week.
Communication with residents is by word-of-mouth, through the village newsletter, and village website.
Dewberry participated in a shared community peace officer pilot program, which included bylaw enforcement, with the villages of Kitscoty, Marwayne, and Paradise Valley. This program was funded through an Alberta Community Partnership grant. However, the program ended when the funding ended. The village does not have a designated bylaw officer at this time. In the absence of a bylaw officer, the CAO performs the duties of the bylaw officer, when required.
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Option 1: Option 2: Continue as a Village Become a Hamlet
Chief Administrative Officer Chief Administrative Officer The village council would continue to be Administration and operation of the hamlet of responsible for the employment and Dewberry would be overseen by the county evaluation of a CAO to oversee the CAO. administration and operation of the village.
Municipal Staff Municipal Staff The village would continue to determine The county CAO would be responsible for the staffing requirements and ensure appropriate management of the Hamlet of Dewberry along staffing for village programs and services. with the rest of the county. The county’s diverse team of more than 85 employees Council would budget for relevant professional would provide municipal administration and development for all staff including training and operations services in the same manner as attendance of staff at relevant conferences. currently provided throughout the county.
Records and liabilities associated with village employees and contracts would be transferred to the county.
Supervising managers identify the professional development needs of staff and the county provides training and professional development, as required.
Office Buildings and Hours Office Buildings and Hours The village office hours are not expected to The county would provide services to change. Dewberry residents through its administration building in the Village of Kitscoty, which is open Monday to Friday from 8:30 a.m. to 4:30 p.m.
The county would determine the feasibility of operating a public works facility in Dewberry.
Ownership of the village office and museum building would transfer to the county. County services would not be provided from this location.
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Enforcement Bylaws Enforcement Bylaws The village has a number of enforceable The county would review the village’s bylaws bylaws that address matters such as dog to either retain or repeal each bylaw and bring licensing, unsightly properties, noise Dewberry under county bylaws. disturbance, and parking restrictions on The county’s staff, including community peace private and village owned land. officers, enforce county bylaws. The village would need to hire or contract bylaw enforcement services and specify in a bylaw the powers and duties of the bylaw enforcement officer.
Risk Management and Occupational Risk Management and Occupational Health and Safety (OHS) Health and Safety (OHS) In May 2019, the Village of Dewberry was Legal obligations that may be determined in charged as an employer with seven counts the future for the village of Dewberry would be pursuant to the Alberta Occupational Health transferred to the county. and Safety Act when an employee was fatally The county would update its policies and injured in June 2017. The case is ongoing. practices to include operations in Dewberry. The village would need to comply with provincial safety standards, including safety code and occupational health and safety requirements.
Communication Communication The village would continue to communicate The county public engagement policy with residents in accordance with its public No. AD 027 outlines how the county engages participation policy. stakeholders.
The county’s website, quarterly newsletters, local newspapers, and Facebook are the main sources for residents to stay up-to-date on county information.
Recommended Actions for Option 1
Recommended Action 5: the village must comply with provincial safety standards, including safety code and occupational health and safety requirements.
Recommended Action 6: Council should provide funds in the annual operating budget for the chief administrative officer and other employees to undertake relevant professional development activities.
Recommended Action 7: the village should consider closing the village office one day a week to enable the CAO to address administrative matters on that day.
Viability Review Report | Village of Dewberry 19 Classification: Public Administration & Operations Recommended Action 8: the village should consider hiring a bylaw officer and reviewing the unsightly property bylaw to ensure it addresses residents’ concerns regarding unsightly properties and parking within the village.
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Finances, Assessment, and Taxation
Municipal operating plans, annual budgets, and audited statements
The municipal fiscal year is from January 1 until December 31. Municipalities must prepare three- year operating and five-year capital plans in addition to adopting annual operating and capital budgets that show their anticipated expenditures and revenues. Municipal revenues must be sufficient to cover expenditures. At year’s end, municipalities must prepare annual financial Did you know? statements for audit by an independent council appointed auditor. Municipalities must submit their audited financial All municipalities have ‘baseline’ statements to Municipal Affairs and make them publicly expenses for operating that available in May of the following year. includes costs for keeping the municipal office open and Filing of audited financial statements with the ministry is a attracting and retaining qualified performance measure calculated annually for all staff. Municipalities with a lower municipalities. Filing after the May due date triggers one of tax base to raise revenues must the municipal risk indicators. first allocate budget towards these baseline costs and may not Municipal Expenditures: Baseline municipal expenses have the revenues to fund the full include per diems and salaries of council and extent of municipal services administration, as well as a number of general costs such desired by residents. as postage, telecommunications, advertising, memberships, audit, legal, consulting, insurance, property assessment, office maintenance and utilities, and bank charges. These baseline costs are required for effective local governance. However, even with prudent cost management, baseline expenses can consume a significant proportion of revenues, particularly in smaller municipalities where the costs cannot be spread out among a larger base of residences and businesses.
Core services such as utilities and roads are a significant expense due to the cost of required infrastructure. Significant one-time costs to replace failing infrastructure for core utility services may impact the ability to fund other municipal services such as fire suppression, snow removal, parks and recreation, and community events.
Municipal Revenues: Each year, municipal councils determine the desired level of services and the revenues required for municipal services and operations. Revenue sources include non-tax sources such as user fees (including utility fees), franchise fees paid by utility providers to access municipal land, and federal and provincial grants. Unexpended grants are reported as deferred revenue and must be expended for the purposes they were received. After non-tax revenues are deducted, the remaining amount is the revenues required through property taxes.
Assessment and Taxation: Property assessment is the process of assigning a dollar amount to property, based on the market value of the property, and is used to determine the amount of taxes to be paid on each property. Set annually by bylaw, the municipal tax rate is generally expressed as the amount of taxes per $1,000 of assessed value of the property (or mills). Despite the tax rate, the property tax bylaw may specify a minimum amount payable as property tax.
Viability Review Report | Village of Dewberry 21 Classification: Public Finances, Assessment, and Taxation Municipalities can also choose to impose special taxes and local improvement taxes on property in any area of a municipality to fund a service or project that will benefit that specific area.
The ability of a municipality to collect property tax is a performance measure calculated annually for all municipalities. A municipality that is able to collect 90 per cent or more of current property taxes and use those funds to meet budgeted commitments is considered to be “not at risk”. Those collecting less than 90 per cent may be at risk and should review the legislated tax recovery process that enables municipalities to collect tax arrears.
In addition to non-tax revenues, property and special taxes, municipalities may also borrow up to their debt limit, which is set at two times the amount of municipal revenue.
Requisitions: In addition to municipal property tax, municipalities are required to levy taxes to pay the Alberta School Foundation Fund (provincial education taxes) requisition, a management body requisition for lodge accommodation (senior housing), and the designated industrial property (DIP) requisition to fund the costs related to the assessment of DIP property.
Tax Installment Payment Plans (TIPPS): Municipal Payment plans enable property owners to pay property taxes in 12 monthly installments without incurring tax penalties. Current State and Progress to Date
Multi-Year Financial Plans: The village has finalized mandatory three-year operating (2019-21) and five-year capital (2019-23) plans.
Audited Financial Statements: Municipalities are required to submit year-end financial statements and financial information returns to Municipal Affairs by May 1 of the reporting year. The Village of Dewberry filed its 2018 financial information on May 14, 2019, which triggered this performance indicator.
To provide municipalities with flexibility during the novel coronavirus pandemic, Ministerial Order No. MSD:022/20 extended the date for submission of information by all municipalities to the ministry, including 2019 financial information returns and auditor’s reports, to October 1, 2020.
The village submitted its 2019 financial information to the ministry on September 30, 2020. The timing of the submission did not allow adequate time for analysis of this information so the viability review report uses 2018 financial information in the following analysis.
According to the village’s 2018 audited financial statements:
village operating expenses totaling $475,047 (excluding amortization of $146,320); and as of December 31, 2018 the village had: net financial assets of $102,679; capital grant funding (deferred revenue) of $377,238 available to fund capital projects in future years; and a debt limit of $691,038 with an annual debt service limit of $115,173.
Assessment and Taxation: The village set the 2020 general municipal residential and non- residential property tax rates at 15.07 mills. This equates to a property tax levy of $15.07 for each $1,000 of assessed property value. The high mill rate is offset by the relatively low assessment values, in that the average assessment per dwelling unit is approximately $80,000 (average
Viability Review Report | Village of Dewberry 22 Classification: Public Finances, Assessment, and Taxation village assessment value), resulting in an average municipal property tax of approximately $1,205 per dwelling. The village set a minimum municipal property tax levy of $600.
A comparison of the 2020 property taxes levied by the village on a property assessed at $80,000 and the property taxes that would have been levied by the County of Vermilion River on the same property if Dewberry had been a hamlet in the county can be found in the Financial Impacts section of this report.
Tax Collection: Money collected from property taxes provides operating funds for the village to operate over the next twelve-month period until property taxes are collected the following year. As indicated in Appendix B: Performance Indicators, the village has experienced difficulty collecting property taxes in the past, having collected 67.41 per cent of current taxes in 2016, 63.7 per cent in 2017, and 79.31 per cent in 2018. Many small villages experience difficulty in collecting taxes if the rate exceeds 13 mills.
The collection of less than 90 per cent of current property taxes in 2016, 2017, and 2018 indicates the village might be at risk of financial difficulty. Non-collection of taxes means that a municipality may require short-term borrowing until taxes are collected the following year. The Village of Dewberry accesses a bank overdraft of up to $50,000 from time to time.
Appendix E: Financial Position provides a breakdown of the village’s 2018 revenues of $460,692 and expenses of $475,047 resulting in a deficit of (-$14,355) that is increased to a deficit of (-$160,675) when amortization of tangible capital assets ($146,320) is added.
Viability Review Report | Village of Dewberry 23 Classification: Public Finances, Assessment, and Taxation Options Comparison – Finances, Assessment, and Taxation
Option 1: Option 2: Continue as a Village Become a Hamlet
Financial Position Financial Position All existing assets and liabilities would remain As part of dissolution, all village assets would with the village. be transferred to the county. Assets include, but are not limited to cash, investments, The village council would continue to be reserves, unexpended grants, buildings, responsible for raising sufficient revenues to infrastructure, vehicles, and equipment. provide for its operational and capital requirements and obligations. All money transferred from the village to the county and all money received from the sale With the rising costs of providing services, of village assets must be used to reduce village residents may face increases in taxes liabilities of the former village or for projects in and user fees, or reduction in service delivery the new hamlet of Dewberry and must be in order for the village to have sufficient accounted for separately. revenue to fund the estimated expenditures. The costs of providing services to Dewberry would be included in the county budget.
Residential Property Taxes Residential Property Taxes The village would continue to set tax rates County tax rates would apply. The county based on the village’s annual budgets. bylaw divides the residential assessment of In 2020, the total residential tax rate was each county hamlet into a sub-class pursuant 17.85 mills: to section 297(2)(a) of the MGA; and county bylaw No. 18-20 divides class 2 non- o 15.07 - general municipal mill rate residential property into sub-classes o 2.78 - Alberta School Foundation Fund (according to the regulations). In 2020, the village levied a minimum tax of $600 per property. The county has indicated that the total municipal mill rate on Dewberry properties would be similar to the village’s current rate in order to fund the infrastructure deficit in the hamlet of Dewberry.
In the county tax rate bylaw a specific mill rate is assigned to each individual hamlet based on the hamlet budget on an annual basis. In 2020, the county urban hamlet mill rates range from 4.9070 to 8.3777 mills.
Viability Review Report | Village of Dewberry 24 Classification: Public Finances, Assessment, and Taxation This means that if Dewberry had been a hamlet in the county in 2020: o the Dewberry urban hamlet mill rate could have been 11.1336 mills; and o with the addition of the urban general mill rate and a number of special levies, the 2020 Dewberry general mill rate would have totaled 15.07 mills (the same as the 2020 Village of Dewberry rate). 2020 County of Vermilion Mill Rates o 2.6955 - urban general mill rate o 4.9070 to 8.3777 urban hamlet mill rates o 0.2142 - recreation general levy o 0.4226 - recreation Dewberry rec district o 0.0349 - library levy o 0.3471 - fire service levy o 0.2221 - waste management levy By comparison, hamlet mill rates in the county range from 8.8434 - 12.3141.
The Alberta School Foundation Fund levy was 2.6286 on residential properties in the county. In 2020, the county levied a minimum tax of $150 per property.
According to the county Hamlet Management Policy, the municipal taxes collected from hamlets should be sufficient to cover the actual costs of services directly incurred by the hamlet.
Property taxes also fund hamlet reserves that assist with the funding of capital water and sewer systems, street and miscellaneous small projects, and an operational water and sewer reserve for extra-ordinary system repairs. Non-Residential Property Taxes Non-Residential Property Taxes In 2020, the total rates for non-residential In 2020, the total rates for non-residential properties was 19.16 and non- small business properties was 16.9444 and residential/linear designated industrial the total for non-residential/linear DIP was property (DIP) was 19.236. 17.0204. o 15.070 - General Municipal o 13.4042 - General Municipal mill rate
Viability Review Report | Village of Dewberry 25 Classification: Public Finances, Assessment, and Taxation o 4.090 - Alberta School Foundation Fund o 3.8437 - Alberta School Foundation Fund o 0.076 - DIP Requisition o 0.0760 - DIP Requisition The county also levies taxes on farmland and machinery and equipment.
Tax Due Dates and Penalties Tax Due Dates and Penalties The village tax due date is August 1. County taxes are due September 30. The village levies tax penalties of: The county levies tax penalties according to county bylaw 17-18: 8 per cent on current taxes on August 2; and 8 per cent on current taxes on October 1; and 10 per cent on all unpaid taxes on January 1 of the following year. 12 per cent on all unpaid taxes on January 16 of the following year
Tax Installment Payment Plan Tax Installment Payment Plan The village would continue with the tax- The county tax payment plan is calculated payment plan calculated over the 12-month over the 12-month period October to period January to December. To participate in September the following year. To participate the program property taxes must be at a zero in the program property taxes must be at a balance as of December 31. Payment may be zero balance as of September 30 and must made by post-dated cheques or pre- be paid through a pre-authorized debit authorized debit agreement. agreement.
Tax arrears Tax arrears The village would continue to be responsible Property taxes previously levied and owed to for collection of outstanding tax balances and the village would be owed to the County of to implement the tax recovery program. Vermilion River. The county follows the tax recovery program and would continue any tax recovery proceedings initiated by the village.
Recommended Actions for Option 1
Recommended Action 9: Council must follow the process outlined in the Municipal Government Act for recovery of unpaid property taxes including formalization of agreements with owners for payment of tax arrears and auctioning of properties to recoup unpaid property taxes.
Recommended Action 10: Council should annually prepare a long-term capital plan based on the recommendations in the 2020 infrastructure audit.
Viability Review Report | Village of Dewberry 26 Classification: Public
Infrastructure
Municipal infrastructure includes the water system, wastewater system, roads and sidewalks, storm sewer drainage, parks, campgrounds and recreation facilities, and municipal buildings such the municipal office or fire station. A municipality’s ability to fund infrastructure costs for core services expected by residents is a crucial aspect of whether a municipality is financially viable.
Ideally, infrastructure is maintained and gradually replaced over time. Many municipalities across Canada have not historically invested in this asset management and are now facing high replacement costs for aging infrastructure. Replacing infrastructure can be funded from municipal reserves if the municipality has historically saved for these costs as part of the budget. If not, the municipality may choose to fund infrastructure with its debt limit and pay financing costs in the future, rather than using reserves saved in the past. Funding infrastructure through debt usually requires that the municipality have a sufficient tax base that can absorb additional costs of debt financing. Municipalities may also apply for provincial or federal grants to help cover costs of replacing infrastructure. Current State and Progress to Date
Infrastructure Audits
In 2015, the village, in partnership with the villages of Kitscoty and Marwayne, received provincial funding to determine the state of the infrastructure in their respective municipalities. Inspection of Dewberry’s infrastructure was performed in 2015 and the final report, the Village of Dewberry Infrastructure Condition Assessment (2018 report), was published in December 2018.
In 2019, as a municipality undergoing a viability review, the Village of Dewberry accessed a provincial grant through the Alberta Community Partnership program to hire an engineering company to conduct an infrastructure audit to assess the state of village infrastructure and to develop a multi-year project plan for work associated with the identified deficiencies. The project plan should prioritize projects based on the impact to health and safety, the environment, and the existing level of services associated with the infrastructure. This report, the Village of Dewberry Infrastructure Assessment and ten-year Capital Plan (2020 report) was finalized in January 2020.
The studies outline the current condition of the infrastructure, critical work that should be completed immediately to address health and safety matters, and other work recommended to be completed in the next 10 years to maintain current levels of services.
Information is taken from the 2018 report when updated information is not provided in the 2020 report. The total costs of $5,025,380 for proposed work for the years 2020 - 2030 are initial estimates taken from both reports. These estimates can vary by 20 to 30 per cent from detailed costs once a company is hired to do the actual work. Rehabilitation of the wastewater system, in conjunction with other work on the same street, could result in cost savings.
Appendix C: Village Infrastructure provides a summary of the findings in the two infrastructure reports. The detailed reports are available at the village office.
The following table lists the estimated costs, provided in the two reports, to upgrade and maintain the village infrastructure over the next 10 years.
Viability Review Report | Village of Dewberry 27 Classification: Public Infrastructure
Infrastructure Estimated 10-year Costs
Water system (excluding reservoir expansion) $2,269,750
Wastewater system (excluding lagoon expansion) $689,530
Village owned buildings $286,100
Total 2020 report $3,245,380
Transportation – 2018 report** $465,000
$3,710,380
Lagoon expansion including cost of land* $1,315,000
Total 10-year estimated costs $5,025,380
*The village has accumulated deferred grant revenue and other committed funding that may be expended on the lagoon expansion. **The 2020 report does not include the sidewalk replacement project and associated costs of $465,000 identified in the 2018 report.
Funding Infrastructure Projects
Village Investment in Infrastructure: Over the five-year period (2014 – 2018), the village’s capital spending was less than the depreciation of its assets. Most municipal infrastructure requires replacement after a period of service, and municipalities typically carry out these replacements on an ongoing basis to spread out associated costs. Investment in infrastructure measures the ratio of capital spending to amortization (depreciation) over a five-year period. The expected result is that the municipality’s average capital additions exceed the average amortization. The village’s 2018 result, according to the 2018 Performance Indicators, was 0.74.
According to the village, the village’s revenue intake is not sufficient at this time to begin the process of setting aside sufficient funding to invest in the existing infrastructure on a regular basis. As a result, the village now has infrastructure deficiencies of approximately $5,025,380, inclusive of the expansion of the lagoon. Historically, the village has funded major capital projects solely from provincial and federal grants.
The 2020 study includes a recommended 10-year project plan, developed by the village and engineer. The plan addresses the majority of deficiencies associated with village owned buildings and some sewer rehabilitation. The village proposes in its 2020 report to spend $50,000 annually in the ten-year plan, approximately $500,000 over the ten-year period, in addition to $1,315,000 on the lagoon expansion.
The proposed project plan leaves a deficit of approximately $3,210,000 in projects that the two engineering reports identified as work to be completed in the next ten years to address health and safety, and to maintain the current levels of service associated with existing infrastructure.
If the village funds the infrastructure deficit at the same rate of $50,000 per year, it would take more than 60 years to complete the projects identified in the two reports. During that time period, there may be other emergent projects and possible failures of infrastructure.
Viability Review Report | Village of Dewberry 28 Classification: Public Infrastructure According to the village’s 2018 Financial Statements:
As of December 2018, the village had $377,238 in deferred grant revenues available to fund capital projects. The village’s debt limit is $691,038 with a debt service limit of $115,173 annually. If the village had had an annual debt payment of $115,000 in 2019, the additional required revenues for the annual debt payment would have increased 2019 property taxes by 8.9 mills (equivalent to an increase of $712 on a property assessed at $80,000).
In addition, the village is eligible to apply for $642,421 in Municipal Sustainability Initiative Capital funding (Years 2015-19) to fund capital projects and $623,305 in future years of grant funding (Total $1,265,726).
Funding for the Lagoon Project (including acquisition of land):
The lagoon project is approved for up to $667,500 in project funding project under the Alberta Municipal Water/Wastewater Partnership (AMWWP):
Available funding as of December 2018: estimated cost $1,315,000. Deferred grant revenues (Dec 2018) $377,238 AMWWP committed funding $667,500 Total Grant Availability $1,044,738
Additional funding from other sources $270,262
Available funding as of Dec. 2018 for other projects identified in the infrastructure reports
Available funding as of December 2018 for other infrastructure projects: estimated cost $3,710,380 2019 Federal Gas Tax Fund (GTF) $100,000 Future GTF allocations (2020-24) $250,000 MSI Capital allocations 2016-19 $642,421 Future MSI Capital allocations $623,305 Total Grant Availability $1,615,726 The recommended project costs ($3,710,380 ) plus the deficit associated with the lagoon project ($270,262) total $3,980,642 leaving a deficit of $2,364,916 to be funded through other sources potentially including increases in taxes and utility rates, debt, and future provincial and federal grant programs.
Debt: As of December 2018, the village did not have debt. Based on the village’s 2018 audited financial statements, the village’s debt limit is $691,038 with a debt service limit of $115,173 annually.
Infrastructure funding available to the County of Vermilion River
If the village dissolves to become a hamlet in the County of Vermilion River, the county would receive the village’s grant entitlements (past and future) and would be eligible to apply for provincial restructuring funding for projects in Dewberry identified in the village’s infrastructure audit.
Viability Review Report | Village of Dewberry 29 Classification: Public Infrastructure According to the 2019/20 guidelines for the Alberta Community Partnership grant, the county would be eligible to receive approximately $775,000 in additional funding for infrastructure projects in the village.
Village of Dewberry 2020 Capital Budget
In June 2020, the village council approved its 2020 capital budget and proposing to complete the following projects with grant funding inclusive of those listed above as deferred grant revenues (2018).
Project Cost Grant Funding Source Wastewater lift station upgrade $25,650 MSI Capital - Alberta
Water treatment plant upgrade $115,757 MSI Capital - Alberta
Sidewalk replacement $35,000 MSI Capital - Alberta
Maintenance equipment $89,000 MSI Capital - Alberta
Sewer main repair – 2nd Street $21,000 Federal Gas Tax Fund - Canada
Railway Avenue – road work $65,000 Federal Gas Tax Fund - Canada
1st Street and 2nd Street (roads west) – road work $63,322 Federal Gas Tax Fund - Canada Total project costs and anticipated grant $414,322 funding
Viability Review Report | Village of Dewberry 30 Classification: Public Infrastructure
Options Comparison - Infrastructure
Option 1: Option 2: Continue as a Village Become a Hamlet
Infrastructure Projects Infrastructure Projects It would be the responsibility of the village to The County of Vermilion River would receive develop and adopt a long-term asset the Dewberry infrastructure audits and management plan for Dewberry to address associated ten-year capital plan. the maintenance and capital upgrades of existing infrastructure. It would be the responsibility of the county council to determine which projects would be The plan should include the anticipated completed and how they would be funded. funding sources such as reserves, grants, property taxes, utility rates, and debt. Annual priorities are established countywide. Work identified in the Dewberry audits would During its annual budget process, the village be included in the county’s long-term capital council would determine the maintenance and plans. capital projects, to be completed that year and funding sources. The county is currently undertaking a capital asset review of all municipally owned The village may need to hire additional staff to buildings. The Dewberry facilities would be manage the infrastructure projects. included.
A detailed review of facility maintenance work by county staff would establish a work plan prioritized along with projects identified in all county hamlets.
Leased Properties Leased Properties The village needs to review the deficiencies The lease agreements the village has with associated with the village-owned buildings community organizations would become currently leased to other groups and agreements with the county. determine responsibility for repairs. The county would review the deficiencies associated with leased municipally owned buildings, determine responsibility for associated project work, and formalize in writing all lease agreements.
Funding for Infrastructure Projects Funding for Infrastructure Projects The village would continue to be eligible for As it does for all hamlets, the county would provincial and federal grant funding designate the hamlet of Dewberry as a allocations for municipalities. residential sub-class setting a hamlet mill rate
Viability Review Report | Village of Dewberry 31 Classification: Public Infrastructure on Dewberry properties to fund projects that benefit Dewberry and would do so in accordance with the county Hamlet Management Policy and tax bylaws.
The county’s provincial capital grant allocation would increase to include Dewberry allocations.
The county would be expected to be eligible for provincial restructuring funding of approximately $775,000 for projects in Dewberry identified in the village’s infrastructure study.
Recommended Actions for Option 1
Recommended Action 11: The council should adopt the findings of the infrastructure studies in a ten-year capital plan for the village that:
o follows the prioritization in the infrastructure studies; o addresses health and safety, and maintains the current levels of service associated with existing infrastructure; o brings village owned facilities to code; and o includes proposed revenue sources balanced between property taxes, fees for services, borrowings, and both deferred and future grant funding.
Recommended Action 12: The council should develop a long-term asset management plan for the maintenance and capital upgrades of existing infrastructure. The plan should include the anticipated funding sources such as reserves, grants, property taxes, utility rates, and debt.
Recommended Action 13: the village should consider hiring a project manager to oversee capital projects.
Recommended Action 14: the village should review and formalize in writing lease agreements for village-owned buildings.
Viability Review Report | Village of Dewberry 32 Classification: Public
Services
Under the Municipal Government Act, each municipality determines what services, such as water or paved roads, to provide. Council may consult residents in making decisions about what constitutes necessary or desirable services. Council must also consider the costs, including infrastructure and replacement costs, and the available revenue sources (e.g. utility fees and taxes) to finance those services.
Municipalities are not required to provide any specific services, but often provide services such as water and wastewater management, roads, fire protection, and waste management. Services such as water or waste management are provided more often in urban than in rural municipalities. Municipalities may also join with one or more other municipalities to create a regional service commission that jointly provides water, wastewater, waste, emergency, or other services to its municipal members.
The effective delivery of services and the setting of utility rates (fees for service) based on a full- cost recovery model, including capital costs, are crucial to the operations of a municipality. In addition to utility services, the municipality may also provide such services as emergency and fire, bylaw enforcement, and snow removal. These costs are often accounted for in the general municipal property tax rate rather than an associated fee-for-service. Current State and Progress to Date
Village Utilities
Water Services: The village is responsible for the operation and maintenance of the water treatment and distribution system within the village boundaries. The water distribution system is brought to the property line of all properties in the village. All but one property in the village is connected to the system. All properties have water meters installed to measure usage.
The village public works foreman is a qualified operator and performs duties associated with the operation and maintenance of the water system.
Piloted in 2010/11, a joint initiative with Kitscoty and Marwayne for regional water and wastewater operator continues to provide support to municipal operations and fill-in in the absence of village staff.
The village is one of the twelve member municipalities of the Alberta Central East Water Corporation (ACE). When fully developed, the regional system will supply potable water to municipalities in the counties of Minburn, Two Hills, and Vermilion River including Dewberry.
In a future construction phase, Dewberry will be connected to the east side of the system that will receive water from the Lloydminster Water Transfer System (WTS) out of the North Saskatchewan River.
Wastewater System: The village is responsible for the operation and maintenance of the wastewater collection system and the sewage lagoon. The village public works foreman performs duties associated with the operation and maintenance of the wastewater system.
Viability Review Report | Village of Dewberry 33 Classification: Public Services The wastewater collection system is brought to the property line of all properties in the village. All but one property in the village is connected to the system.
Solid Waste Services: The village along with the County of Vermilion River, the Town of Vermilion, and the villages of Kitscoty, Marwayne, and Paradise Valley are members of the Vermilion River Regional Waste Management Services Commission.
The commission operates the transfer station sites, the Dewberry/Clandonald transfer site being the closest to Dewberry, and provides door-to-door pick up services to properties in Dewberry. Village residents may also take their garbage to a transfer site.
Utility Rates: Costs associated with the provision of village utilities are passed on to users through utility rates based on a full-cost recovery model. The village utilizes grant funding where possible to subsidize utility rates. Any deficit in revenues is funded from property taxes. Utility rates are reviewed annually during budget deliberations. A best practice for municipalities is that utility rates include costs associated with capital projects including annual debt payments and monies to put aside in reserves for future projects, in addition to operational costs.
Monthly utility rates were last amended in July 2019 through village Bylaw No. 19-406A Fees and Charges for Goods and Services.
Analysis of utility rates indicates that in 2018, the amount collected from utility rates funds operational costs though does not fund the cost of capital expenditures. The village has indicated that solid waste utility charges are subsidized with the provincial Municipal Sustainability Initiative operating grant funding, if possible. Monthly utility rates are set in village bylaws.
Road Maintenance, Snow Clearance, and Summer Maintenance Program
Village staff perform general road maintenance. The village contracts services for major projects and snow clearance. The village does not have a street maintenance or snow clearance policy describing standards for village roads or when snow will be cleared. The village cuts grass on village owned properties throughout the village
Land Use Planning and Development Services
Land-use planning includes the development and implementation of bylaws and plans that govern how land and buildings can be developed in the village. The village’s Land Use Bylaw was revised in 2017.
The village CAO is responsible for issuing development permits. Typical of small municipalities that do not have the expertise on staff, the practice of the village has been to contract planning services on an as needed basis, and to provide some development services in-house.
Over the five-year period 2016 – 2020, the village issued four development permits; two residential permits and two non-residential permits.
Emergency Management
In 2014/15, Dewberry along with the County of Vermilion River, and the villages of Kitscoty, Marwayne, and Paradise Valley, received provincial funding to develop a regional emergency management framework. The village has a mutual aid agreement with the County of Vermilion.
Viability Review Report | Village of Dewberry 34 Classification: Public Services Fire Suppression
The Dewberry Fire and Rescue Society provides fire, rescue, and emergency first responder care to the Village of Dewberry and part of the county. The village provides financial assistance with the purchase of equipment and gear in addition to paying utility costs. The village owns and maintains the fire hall. Property owners are invoiced for fire department responses. Options Comparison - Services
Option 1: Option 2: Continue as a Village Become a Hamlet
Utility Services Utility Services The village would continue to be responsible The county would determine service levels for the provision of utility services and setting and be responsible for provision of utility of utility rates. services to Dewberry properties.
No changes are anticipated in how water, The county has two full-time and three part- wastewater, and solid waste services are time licensed water and wastewater operators provided. on staff, who would operate and maintain the Dewberry water treatment/distribution system When the village receives water from ACE, it and the wastewater collection/treatment would continue to have responsibility for the system. distribution system within the village. The county is a member of ACE. Dewberry However, the water treatment system would would be represented on the board of be by-passed and the remaining village well directors by a county councillor. No changes and water treatment plant decommissioned. in future water services are anticipated.
There is a cost to being a member of ACE. It The county is also a member of the Vermilion is anticipated this would increase following River Regional Waste Management Services construction of the water line to the village Commission. No changes in services are boundaries and provision and treatment of anticipated. water by ACE. The associated costs would be passed on to the user.
Utility Rates Utility Rates The village would continue to be responsible The county would undertake a detailed review for the setting and collection of utility fees. of the operational costs, revenues and Residents can anticipate changes in utility expenses, associated with Dewberry’s utility rates from time to time as the village bases systems to establish full cost recovery utility rates on a full cost recovery model. As costs rates. The county reviews utility rates increase, these additional costs would be annually. passed on to consumers.
Viability Review Report | Village of Dewberry 35 Classification: Public Services
2020 Monthly Residential Utility Rates Residential Utility Rates - Projected Water: flat rate $33.00 Water: flat rate $50.00 plus consumption $2.90/m3 plus consumption $2.90/m3 Wastewater: flat rate $18.10 Wastewater: flat rate $32.50 Solid Waste: flat rate $28.00 Solid Waste: flat rate $28.00 Total: $79.10 plus water consumption Total: $110.50 plus water consumption
Road Maintenance and Snow Removal Road Maintenance and Snow Removal The village would continue to be responsible The county public works department would for these services in accordance with its maintain roads in Dewberry. The county is policies. currently responsible for approximately 3,900 km of road, including seven hamlets, No changes are anticipated in how the and has several policies pertaining to the services are provided. maintenance of roadways and streets.
According to the county’s Quality Standards for Snow Removal policy, priorities for snow removal is according to road classification, bus routes and connector roads, then other grid roads.
The county removes snow from hamlet streets within a 48-hour period or less, after a storm.
Development and Planning Development and Planning The village would continue to be responsible The county’s planning and development for land use and development matters in the department would handle land use and village contracting services when required. development matters relating to Dewberry.
The current land use bylaw No. 389 and The Dewberry Land Use Bylaw would remain subsequent amendments would remain in in effect until the county includes Dewberry in effect. the County of Vermilion River Land Use Bylaw.
Summer Maintenance Program Hamlet Beautification and Mowing The village would need to align service level The county has a summer maintenance team. expectations with associated costs including Annually the county provides funding to a staff training and maintenance of equipment community organization, in each hamlet, to to address safety. undertake beautification including mowing and grounds maintenance of county property in the hamlet (County policy AG 014).
Viability Review Report | Village of Dewberry 36 Classification: Public Services Payment is advanced upon receipt of an application for funding (maximum amount $1,000) and a project summary must be submitted to the county by November 15 at the end of the season.
Fire and Disaster Services Fire and Disaster Services No changes are anticipated in how services The Dewberry Fire and Rescue Society would are provided. continue to provide fire, rescue, and emergency first responder services to county Fire District 2 – Dewberry. The county reviews agreements annually.
Emergency Management Emergency Management No changes are anticipated in how services Services would be provided by the county. are provided. Dewberry would be incorporated into the county’s emergency management plan.
Recommended Actions for Option 1 Recommended Action 15: Annually during budget process, the council should include the public in a service level review to align the community’s service level expectations with associated costs and revenues. Recommended Action 16: Annually during budget process, council should review utility rates and base them on a full cost recovery model that includes capital costs. Recommended Action 17: At year-end, the council should consider placing surplus revenues collected from utility fees in a dedicated reserve to fund future capital projects.
Viability Review Report | Village of Dewberry 37 Classification: Public
Regional Cooperation
Regional Cooperation
Municipalities may work in partnership to provide efficient and effective services though formal agreements, including intermunicipal service or mutual aid agreements. For example, two municipalities may share the cost of a bylaw enforcement officer that provides part-time enforcement in each Municipality. Residents may benefit from these partnerships by having lowered costs, increased efficiency, and/or increased capacity of their local government.
Municipalities are required to develop Intermunicipal Collaboration Frameworks (ICFs) that list services provided by each Municipality, shared intermunicipal services, and services provided by third parties. Similarly, municipalities are required to create Intermunicipal Development Plans (IDPs) with neighbouring municipalities to identify mutually acceptable land–use practices along shared boundaries. Current State and Progress to Date
The Village of Dewberry partnered with neighbouring municipalities on a number of initiatives accessing approximately $2,500,000 (2010/19) through the Alberta Community Partnership and Regional Collaboration Program grant programs to benefit the region.
Dewberry was a partner in the following initiatives:
2010/11 - Villages of Kitscoty and Marwayne to support a regional water and wastewater operator pilot project.
2013/14 - Villages of Kitscoty and Marwayne to develop water service delivery plans and supporting cooperation protocols, information management systems, and policies and procedures.
2014/15 - County of Vermilion River, Town of Vermilion and villages of Kitscoty, Marwayne, and Paradise Valley to develop a regional emergency management framework. - Villages of Kitscoty and Marwayne to purchase remote water meters and readers. - Villages of Kitscoty and Marwayne to purchase an asset management system and develop plans. - Villages of Kitscoty and Marwayne to conduct a water and wastewater initiative and purchase maintenance equipment.
Viability Review Report | Village of Dewberry 38 Classification: Public Regional Cooperation 2015/16 - County of Vermilion River, and villages of Kitscoty, Marwayne, and Paradise Valley to implement a community police officer pilot, which included the development of an operational service model, bylaw review, and set-up costs. - Villages of Kitscoty and Marwayne to review and update land use plans and bylaws.
2017/18 - Villages of Kitscoty, Marwayne, and Paradise Valley to develop intermunicipal development plans.
2018/19 - Villages of Paradise Valley, Kitscoty, and Marwayne to develop intermunicipal collaboration frameworks.
Regional Programs: The Village of Dewberry is a member of a number of regional programs that provide services to the village and residents including:
Vermilion River Regional Waste Management Services Commission; ACE Water Corporation: The Village of Dewberry has a 1.9 per cent interest in ACE. In a future phase of construction, ACE will provide water to Dewberry from the Lloydminster water transfer station;
Dewberry Fire & Rescue Society that provides fire, rescue and emergency medical first responder care to the Village of Dewberry and part of the County of Vermilion River;
Mutual Aid agreement with the County of Vermilion River; and A regional water and wastewater operator program with the villages of Kitscoty and Marwayne. Intermunicipal Collaboration Framework: With the recent changes to the Municipal Government Act, the Village of Dewberry and the County of Vermilion are required to establish an ICF that describes the services that benefit residents in both municipalities, identifies which municipality is responsible for the services, and outlines how the services will be delivered and funded. The village and county finalized an ICF in February 2020. Options Comparison – Regional Cooperation
Option 1: Option 2: Continue as a Village Become a Hamlet
Regional Services Regional Services Changes in regional services are not Regional service agreements would transfer anticipated. to the county.
The county council and municipal staff would Dewberry would be represented by the county continue to work with Dewberry guided by the in its relationships with other municipalities. intermunicipal collaboration framework.
Viability Review Report | Village of Dewberry 39 Classification: Public Regional Cooperation The County of Vermilion River is a contributing member to regional services including: Vermilion River Regional Waste Management Services Commission Northern Lights Library System Alberta Central East Water Corporation Dewberry residents would receive services through these regional partnerships.
Recommended Action for Option 1
Recommended Action 18: Council should continue to pursue opportunities to provide services in an effective and efficient manner on a regional basis.
Viability Review Report | Village of Dewberry 40 Classification: Public
Community Well-Being
Community well-being addresses local community characteristics that contribute to the vitality of the community and the long-term viability of the municipality. Vibrant and strong communities may be fostered through the programs and services offered, public participation in community events and activities, and connections between residents.
Municipalities may provide a range of community assets such as libraries, seniors or youth centres, early childhood programs, and seniors and affordable housing facilities. Additionally, recreation is often a sought-after amenity by residents. Recreation may include recreation facilities, parks, programs, and activities and may involve partnerships with local volunteer organizations and community groups.
Municipalities may also provide funding to community groups and organizations to enhance community well-being through events that provide opportunities for connection. Social supports may be provided through Family and Community Support Services (FCSS) by the municipality, or in partnership with other municipalities in the region. Current State and Progress to Date
Demographics: The following information is taken from information the village provided to Municipal Affairs and the 2016 and earlier Federal Censuses:
The population of the Village of Dewberry decreased from 231 in 2008 (municipal census) to 186 in 2016, a decrease of 19.48 per cent, due in part to the fall in the economy of the region. Note: Performance Indicators: A decrease of 20 per cent or more would have triggered the population change performance indicator. The Village of Dewberry, like other municipalities in Alberta, is experiencing an aging population. In 2016, the median age of the municipality was 41.1 versus 36.7 for Alberta. Seniors currently represent 19.4 per cent of Dewberry’s population versus 12.3 per cent for the province as a whole. In 2016, the unemployment rate for the Village of Dewberry was 12.5 per cent versus nine per cent for the province as a whole. Alberta households recorded a median total income of $93,835. Income levels in Dewberry were lower at $68,906, 73 per cent of the median total income for Alberta. In 2016, Dewberry had 119 dwelling units. Of these households, 45 per cent were one-person households. This rate is considerably higher than the provincial rate of 24 per cent. In the judgement of 13 per cent of the residents, their dwellings require major repair. This is not surprising given that the majority of homes (62 per cent) were built prior to 1980. The median monthly shelter costs (including mortgage payments, utility fees, property taxes, and other municipal services) for owned dwellings in Dewberry is $1,123 compared with $1,481 for Alberta and $947 for the County of Vermilion River.
Viability Review Report | Village of Dewberry 41 Classification: Public Community Well-Being Community Groups and Village Owned Facilities: The Dewberry Hall Society leases and operates the Dewberry Campgrounds owned by the village. The Dewberry Seniors Society leases and operates the Dewberry Senior/Community Centre. The village maintains the building and pays the utility costs. The Dewberry Chuck Wagon Heritage Racing Society leases and maintains the village owned sports grounds in addition to organizing chuck wagon races. The Dewberry Fire & Rescue Society operates out of the new fire hall built in 2005 and depends on volunteers to provide services in the village and area. The village pays utility costs, and owns and maintains the building. The Dewberry and District Agricultural Society maintains and operates the Dewberry Arena having rebuilt it in 2017 on village owned land. The village has title to the property. Library Services: Dewberry does not have a public library and has chosen not to be a member of the Northern Lights Regional Library system. Residents may access library services in the neighbouring municipalities of the Town of Vermilion, and the villages of Kitscoty and Marwayne as non-residents of the village.
Housing Authority (Senior Housing): Village council acts as the management body for the village’s senior housing authority that operates the Dewberry Heritage Villas. Responsibilities include management of the facilities, setting annual budgets, and if required, requisitioning the village for the management body’s annual deficit arising from the provision of accommodation and for a reserve fund.
Family and Community Support Services: Dewberry participates in the Provincial FCSS program. Did you know? The village does not provide programs directly. Through Family and Community Social a village grant program, FCSS funding is provided to Services (FCSS) is a unique community organizations to provide FCSS programming. 80/20 funding agreement between the Government of In 2019, village FCSS funding was provided to the Alberta and participating following organizations: municipalities to provide early Brighter beginnings intervention and preventative social services. Dewberry Senior Citizens Senior support Dewberry newsletter Dewberry and District Agricultural Society Dewberry Valley Museum: The Dewberry Valley Museum is located in the same building as the village office. The museum is supported through donations. In addition, the village maintains the building, pays the utility bills, and the village CAO opens the museum whenever the village office is open. Community members are in the process of re-establishing the Dewberry Historical Society for the preservation of the museum and the restoration of the retired Dewberry Catholic Church acquired by the society in 2001.
Viability Review Report | Village of Dewberry 42 Classification: Public Community Well-Being
Options Comparison – Community Well-Being
Option 1: Option 2: Continue as a Village Become a Hamlet
Community and Volunteer Support Community and Volunteer Support The community spirit of Dewberry is reflected The identity and sense of pride in the in the active work of the community to community of Dewberry would remain. construct facilities and organize events for the Community groups and activities could area. continue.
The county would be involved in the community and encourage Dewberry residents to continue to be active in their community.
Village Recreation Facilities Village Recreation Facilities The village would continue to own village Ownership of the recreation facilities would facilities and be responsible for associated transfer to the county. The county would be costs. responsible for the maintenance of Dewberry facilities. Agreements with community groups leasing village property would continue. The lease agreements the village has with community organizations would become agreements with the county. The county would review and formalize the agreements in writing.
Family and Community Support Services Family and Community Support Services No changes in the FCSS program are The county’s FCSS department works with anticipated. other FCSS programs in the area to provide FCSS programs in the region; and would work with the Dewberry community to continue current programming.
Community organizations may apply for county FCSS grant funding to assist preventative programs designed to improve the quality of life in communities within the county.
Viability Review Report | Village of Dewberry 43 Classification: Public Community Well-Being
Library Services Library Services Residents could continue to access the library The county is a member of the Northern services in neighbouring communities by Lights Regional Library system enabling paying the non-resident library fee. county residents to enjoy the benefits of being members of the libraries in the area. Should the village choose to become a member of the regional library system, Dewberry property owners would be levied for associated costs would be funded through the library services on their property taxes. In village’s general revenues and may result in 2020, this was 0.0349 mills ($2.80 on a an increase in property taxes. property assessed at $80,000).
Dewberry Valley Museum Dewberry Valley Museum The agreement with the Dewberry Historical The county would facilitate discussions with Society for the operation and maintenance of the Dewberry Historical Society regarding the the museum would continue. continuing operation of the museum with volunteers from the society.
Recommended Action for Option 1 Recommended Action 19: The village should consider subdivision of the parcel of land on which the Dewberry arena and the village well and water treatment plan are located and the transfer of title of the Dewberry arena property to the Dewberry and District Agricultural Society.
Viability Review Report | Village of Dewberry 44 Classification: Public
Financial Summary Property taxes are the primary source of revenue for municipalities. They are used to finance local programs and services such as road construction and maintenance, parks and leisure facilities, fire protection, and emergency services. Table 1 shows the Village of Dewberry’s 2019 property tax rates and the amount of property tax that owners paid to the village on a property assessed at $80,000 (average assessment). Table 2 shows the County of Vermilion River’s tax rates and the amount of property tax that Dewberry property owners could have expected to be levied by the County of Vermilion River on the same property if Dewberry had been a hamlet in the county in 2020. The county has indicated that the total municipal mill rate on Dewberry properties would be similar to the village’s current rate in order to fund Dewberry’s infrastructure deficit. Annually, in the county tax rate bylaw, a specific mill rate is assigned to each individual hamlet based on the hamlet budget. In 2020, the county urban hamlet mill rates range from 4.9070 to 8.3777 mills.
This means that if Dewberry had been a hamlet in the county in 2020, the Dewberry urban hamlet mill rate would have been 11.1336 mills; and with the addition of the urban general mill rate and a number of special levies, the 2020 Dewberry general mill rate would have totaled 15.07 mills the same as the Village of Dewberry municipal mill rate.
Table 1: 2020 Village of Dewberry Municipal Property Tax Village of Dewberry Residential Non-residential Municipal General Mill Rate 15.0700 15.0700 Alberta School Foundation Fund 2.6955 4.0900 Total Mill Rate 17.8500 19.1600
Assessed Property Value $80,000 $80,000 2020 Total Property Tax $1,428 $1,533 MINIMUM TAX $600
Table 2: 2020 County of Vermilion River Municipal Property Tax Comparison County of Vermilion River Residential Non-residential Urban General Mill Rate 2.6955 13.4042 Urban Hamlet Mill Rate if Dewberry was a county hamlet 11.1336 3.8437 Recreation General 0.2142 0.2142 Recreation Dewberry Rec District 0.4226 0.4226 Library Levy 0.0349 0.0349 Fire Services Levy 0.3471 0.3471 Waste Management Levy 0.2221 0.2221 Total Municipal Mill Rate 15.0700 18.4888 Alberta School Foundation Fund 2.6286 3.8437 Total Mill Rate 17.6986 22.3325
Assessed Property Value $80,000 $80,000 2019 Total Property Tax $1,415 $1,787 MINIMUM TAX $150
Viability Review Report | Village of Dewberry 45 Classification: Public
Appendix A: Recommendations for Viability
Sustainable Governance
Recommended Action 1: Council must develop a plan to implement the recommendations of the Village of Dewberry Viability Review Report.
Recommended Action 2: Council should participate in professional development, including attendance at association conferences, and include funds in the annual operating budget for such.
Recommended Action 3: Council should ensure that it has mandatory bylaws, a way of enforcing village bylaws, and make bylaws available to residents by publishing them on the village website.
Recommended Action 4: Council should develop a long-term municipal strategic plan. Administration and Operations
Recommended Action 5: The village must comply with provincial safety standards, including safety code and occupational health and safety requirements.
Recommended Action 6: Council should provide funds in the annual operating budget for the chief administrative officer and other employees to undertake relevant professional development activities.
Recommended Action 7: The village should consider closing the village office one day a week enabling the CAO to address administrative matters on that day.
Recommended Action 8: The village should consider hiring a bylaw officer and reviewing the unsightly property bylaw to ensure it addresses residents’ concerns regarding unsightly properties and parking within the village.
Finances, Assessment, and Taxation
Recommended Action 9: Council must follow the process outlined in the Municipal Government Act for recovery of unpaid property taxes including formalization of agreements with owners for payment of tax arrears and auctioning of properties to recoup unpaid property taxes.
Recommended Action 10: Council should annually prepare a long-term capital plan based on the recommendations in the 2020 infrastructure audit.
Viability Review Report | Village of Dewberry 46 Classification: Public
Infrastructure
Recommended Action 11: The council should adopt the findings of the infrastructure audits in a ten-year capital plan for the village that:
o follows the prioritization in the infrastructure audits; o addresses health and safety, and maintains the current levels of service associated with existing infrastructure; o brings village owned facilities to code; and o includes proposed revenue sources balanced between property taxes, fees for services, borrowings, and both deferred and future grant funding.
Recommended Action 12: The council should develop a long-term asset management plan for the maintenance and capital upgrades of existing infrastructure. The plan should include the anticipated funding sources such as reserves, grants, property taxes, utility rates, and debt.
Recommended Action 13: The village should consider hiring a project manager to oversee capital projects.
Recommended Action 14: The village should review and formalize, in writing, all lease agreements with community organizations for the operation and maintenance of village owned facilities.
Services
Recommended Action 15: Annually, during budget process, the council should include the public in a service level review to align the community’s service level expectations with associated costs and revenues.
Recommended Action 16: Annually, during budget process, council should review utility rates and base them on a full cost recovery model that includes capital costs.
Recommended Action 17: At year-end, the council should consider placing surplus revenues collected from utility fees in a dedicated reserve to fund future capital projects.
Regional Cooperation
Recommended Action 18: Council should continue to pursue opportunities to provide services in an effective and efficient manner on a regional basis.
Community Well-Being
Recommended Action 19: The village should consider subdivision of the parcel of land on which the Dewberry arena and the village well and water treatment plan are located and the transfer of title of the Dewberry arena property to the Dewberry and District Agricultural Society.
Viability Review Report | Village of Dewberry 47 Classification: Public
Appendix B: Performance Indicators
Performance Indicators 2018 Results for the Village of Dewberry In 2017, Municipal Affairs developed a performance measure for the ministry Business Plan and annual report. This measure provides information on the percentage of municipalities that meet targets across 13 measures, which include financial, governance, and infrastructure. A municipality’s risk is assessed based on 13 indicators independently derived from the source data supplied by the municipality. Each indicator has a defined trigger level. A municipality is deemed at risk if it triggers one critical indicator, or three or more of the eleven non-critical indicators. Additional information about the performance measures is published on the ministry website at: https://www.alberta.ca/municipal-sustainability-overview.aspx.
ID Description Result Trigger CI AUDIT OUTCOME: Auditor must report on exceptional circumstances. 01 Triggered when the municipal auditor has identified a going concern risk, or N/A No denial of opinion in the municipality’s audited financial statements.
CI MINISTRY INTERVENTION: The Province may need to intervene under 02 exceptional circumstances. Triggered when Municipal Affairs has used its No No legislative authority to intervene in the municipality’s operations, including viability reviews, inspections, etc.
NC TAX BASE BALANCE: The percentage of the total tax revenue that is 01 collected from residential and farmland properties. Triggered when more 69.66% No than 95 per cent of the municipality’s tax revenue comes from residential and farmland properties.
NC TAX COLLECTION RATE: The percentage of property taxes collected. 02 Triggered when a municipality collects less than 90 percent of the property 79.31% Yes* taxes it levies in the reporting year.
NC POPULATION CHANGE: The percentage of population change in the 03 municipality over a ten-year period. Triggered when a municipality’s -19.48% No population declines by 20 per cent. Improvement districts and summer villages are excluded.
NC CURRENT RATIO: The ratio of current assets compared to current 04 liabilities. Triggered when the result is less than 1. A result of N/A indicates 1.17 No that the municipality has other long-term investments that, together with current assets, more than meet its current liabilities.
NC ACCUMULATED SURPLUS/DEFICIT: The total assets minus liabilities of 05 the municipality excluding capital assets and related debt. Triggered when $9109,571 No a municipality is in a deficit (-) position for the reporting year. Municipalities in a deficit position are required to recover the shortfall in the following year
Viability Review Report | Village of Dewberry 48 Classification: Public
NC ON TIME FINANCIAL REPORTING: Municipalities are required to submit 06 year-end audited financial statements and financial information returns to No Yes* Municipal Affairs by May 8th of the reporting year. Triggered if the municipality filed after May 8th.
NC DEBT TO REVENUE PERCENTAGE: Total borrowings as a percentage of 07 total revenue. Triggered when a municipality’s debt is greater than 120 0.00% No percent of its total revenue.
NC DEBT SERVICE TO REVENUE PERCENTAGE: Annual principal and 08 interest payments as a percentage of total revenue. Triggered when 0.00% No principle and interest payments on borrowings is greater than 20 percent of the municipality’s total revenue.
NC INVESTMENT IN INFRASTRUCTURE: The ratio of new investment in 09 capital assets compared to the depreciation (or amortization) of existing 0.74 Yes** assets over a five year period. Triggered if a municipality’s capital spending is less than the depreciation of its assets, indicated by a result less than 1.
NC INFRASTRUCTURE AGE: The depreciated (amortized) value of tangible 10 capital assets as a percentage of original cost. Triggered when the net book 51.77% No value of the tangible capital assets is less than 40 percent of the original cost.
NC INTEREST IN MUNICIPAL OFFICE: Elections votes are only held if there 11 are more candidates than positions. Triggered when no vote is held N/A No because all councillors are acclaimed. A result of N/A indicates that no election or by-election occurred within the reporting year.
In 2018, the Village of Dewberry triggered three of the non-critical indicators. Further information in the *Finance, Assessment and Taxation and **Infrastructure sections.
Viability Review Report | Village of Dewberry 49 Classification: Public
Appendix C: Village Infrastructure
The following is an overview of the findings in the village’s two infrastructure reports. Information is taken from the 2018 report when updated information is not provided in the 2020 report.
The total costs of $5,025,380 for proposed work for the years 2020 - 2030 are initial estimates. Rehabilitation of the wastewater system in conjunction with other work on the same street could result in cost savings.
Water: Source, Treatment, Storage, and Distribution System
The Village of Dewberry is a member of the Alberta Central East Corporation (ACE). In a future phase of construction, ACE will provide water to Dewberry from the Lloydminster water transfer station. Dewberry would be responsible for the water distribution system throughout the village as it is now. There are approximately 2.83 kilometers of water mains in Dewberry. The village is responsible for maintaining the current water source and water treatment facilities until water is provided by ACE.
Water Source. The village operates two raw water wells to supply the water treatment plant (WTP). Well #1 has collapsed, leaving Well #2 as the only operating well.
Condition: o Rated to be in good condition in October 2015. Work recommended: o None in October 2015.
Water Treatment Plant Construction of the village’s water treatment plan (WTP) was completed in 2011. The WTP has adequate pumping capacity to supply water for peak hour demand; however, does not have adequate capacity to meet maximum day plus fire-flows for residential, industrial, institutional, or commercial properties when compared with the County of Vermilion’s fire-flow design criteria.
Condition: o Rated to be in good condition. Work recommended: o Upgrades to the WTP building and associated costs of $7,500 are outlined in the building infrastructure assessment.
Treated Water Storage
Condition: o Rated to be in good condition. o Storage volume meets the ACE’s best practices for residential and industrial supply but does not meet ACE’s best practices to satisfy fire-flow requirements – 2020 report. Work recommended: o Expansion of the reservoir capacity – 2018 report. o Develop a water storage master plan – 2020 report. Estimated costs: o $25,000 - Master storage plan – 2020 report o $806,000 - Expansion of reservoir - 2018 report
Viability Review Report | Village of Dewberry 50 Classification: Public
Water Distribution System The majority of watermains were installed in 1964 and water usage meters were installed on properties in 2016/17.
Condition o Rated in poor condition based on service life. Work recommended: o Monitor water main breaks to determine condition of watermains and prioritize replacement. o Replace water mains installed in 1964. Estimated costs: o $2,106,250 – Watermain replacement
Fire Hydrants
The level of fire protection is the responsibility of a municipality. The WTP does not have a fire pump to provide fire-flows during fire events.
According to the village, the fire department utilizes the fire hydrants; however, it uses trucked water to fight fires to reduce the demand on the water distribution system and the need for a fire pumper truck.
Hydrant testing (flow testing and condition of hydrants) was performed in August 2019.
Condition: o Six hydrants require repair. o Seven of the 13 hydrant nodes in the residential areas failed the fire-flow test of 60.7 L/s and two of the three hydrant nodes in institutional areas failed the fire- flow test of 90.8 L/s. o Five additional hydrants are required to meet spacing requirements. Work recommended: o Bring existing hydrants up to a level of service where all hydrants are operational. o Install new hydrants at the same time as upgrades to the watermains. Estimate costs: o $38,500 – Hydrant repairs o $100,000 – Installation of new hydrants to meet spacing requirements.
Water System: Prioritized action list – 2020 report
1. Repair existing hydrants $38,500 2. Rehabilitate watermains $2,106,250 3. Water storage master plan $25,000
Total estimated rehabilitation costs: $2,269,750.
Wastewater Collection and Treatment System
Wastewater Collection
There are approximately 3.0 kilometers of wastewater mains comprised of concrete, clay tile, and PVC pipe in Dewberry. The mains were inspected in 2009, 2017, and 2018 by closed caption TV.
Condition: o Five sections inspected, approximately 540 meters, are in poor condition.
Viability Review Report | Village of Dewberry 51 Classification: Public
o Three sections inspected, approximately 210 meters, are in fair condition. Work recommended: o Rehabilitation of wastewater mains in conjunction with other work for cost savings. o Annual flushing maintenance program. Estimated costs: o $537,040 – Wastewater mains with “poor” structural condition rating; and o $98,490– Wastewater mains with “fair” structural condition rating.
Manholes
The manholes in the village (38) were inspected in July 2019.
Condition: o The majority of manholes have brick collars ad block barrels. o Nine manholes are in sag condition. o There is no grouting around the neck rings and collars at any manholes. o Damage/corrosion of manhole steps in six manholes. o Evidence of water leakage observed at 19 manholes. o Debris and sediment present in the channel in three manholes. o Evidence of corrosion/concrete wear in the channel in eight manholes. Work recommended: o Replace brick collars and block barrels as part of the watermains rehabilitation. o Grout around the neck rings and collars on all manholes. o Replace damaged/corroded manhole steps. o Clean out debris and sediment from manholes. o Repair corrosion/concrete wear within manhole channels. Estimated costs: o $34,000 to complete recommended work.
Lift Station
Condition “fair” in October 2015 o The inside of the wet well shows rust on walls. o Discharge piping inside wet well shows some rust, but was observed to be intact. o Electrical is exterior-mounted inside sealed cabinets and was observed in good condition. o The ladder to the bottom of the wet well is a stepladder and not the proper ladder for the lift station. Work recommended: o Removal of stepladder and replacement with appropriate access ladder. Estimated costs: o $20,000 – access ladder to lift station.
Wastewater Treatment Facility (Lagoon)
In October 2015, the existing facility was considered to be in “good “condition. However, the lagoon does not meet the village’s sewage generation and requires expansion. The existing lagoon is located in the county on leased land. The village proposes to purchase additional land adjacent to the leased land to accommodate the expansion and has received approval for the expansion and allocated government funding for the project.
Viability Review Report | Village of Dewberry 52 Classification: Public
The Municipal Government Act addresses expropriation, municipal land ownership outside municipal boundaries, and communication with the adjacent municipality.
Condition: o Existing lagoon in “good” condition in October 2015. Work recommended: o Proceed with expansion of lagoon to meet village requirements. Estimated costs: o $1,315,000 for lagoon expansion including acquisition of land.
Wastewater system prioritized action list – 2020 report
1. Remove and replace wet well ladder $20,000 2. Lagoon expansion including acquisition of land* $1,315,000 3. Rehabilitate sanitary sewer mains in “poor” structural condition $537,040 4. Rehabilitate sanitary sewer mains in “fair” structural condition $98,490 5. Manhole repairs $34,000
Total estimated rehabilitation costs: $2,004,530 ($689,530 + $1,315,000) Note: * 2012 estimated cost
Transportation: Roads, Sidewalks, and Storm Water Drainage – 2018 Report Note: The 2020 report does not address transportation infrastructure. The village is responsible for approximately 7.75 kilometers of paved roadway. The majority of the roadways consist of asphalt overlay and streets have either monolithic sidewalk or separate sidewalk and curb and gutter. A visual condition assessment of roadways and sidewalks was conducted in October 2015.
Road and Sidewalk Assessment
Condition o Roadways were in “good” condition and did not require immediate attention. o The majority of sidewalks were in “fair” condition. o Sections of sidewalks on 1 Street W, 1 Street E, 2 Street W, and 2 Street E were in “poor” condition and rated P1: the present condition may impact public health and safety and the environment. o Sidewalk upgrades ensure safety by eliminating “trip hazards” to pedestrians and guide drainage to the curb and gutters to minimize the amount of water that penetrates the subgrade. Work recommended in 2018 Report: o Priority 1: Replace the six sections of sidewalks in “poor” condition in conjunction with the upgrading of the respective roadway sections to improve sections of sidewalk that pose a risk to public health and safety. o Priority 2: Monitor and maintain existing sidewalks and curb and gutters rated in “fair” condition and roadways with high capacity on an annual basis as part of an ongoing maintenance program. o Priority 3: Monitor and maintain roadways, sidewalk, and curb and gutters in “good” condition on an annual basis as part of an ongoing maintenance program.
Viability Review Report | Village of Dewberry 53 Classification: Public
Storm Water Drainage. The condition of the storm water drainage system was not assessed in either report.
Transportation prioritized action list – 2018 report
1. Replace sections of sidewalks in “poor” condition $465,000 2. Maintain sidewalks on an annual basis - costs funded in annual maintenance costs. 3. Monitor all sidewalks on an annual basis - costs funded in annual maintenance costs
Total estimated rehabilitation costs: $465,000
Municipal Buildings – 2020 Report
Deficiencies, repairs, and upgrades identified in the 2020 report are to ensure the life expectancy of the building can be achieved or prolonged, as well as to maintain a safe environment for occupants and improve building efficiencies. Recommendations to upgrade lighting fixtures to LED are to improve building efficiencies. Deficiencies were prioritized with a priority level:
P1: High priority: Deficiencies must be addressed within the first five years. P2: Medium priority: Deficiencies recommended to be addressed with the next four to six years. P3: Low priority: Deficiencies recommended to be addressed with the next seven to 10 years.
Water Treatment Plant
Condition: Overall good with the exception of the electrical system in fair condition Recommendations: o P1: High priority deficiencies: . Replace sidewalks: $1,000 o P3: Low priority deficiencies: . Replace exterior lighting with LED: $500. . Replace the door sweep to reduce heat escape from building: $1,000 . Replace interior lighting with LED: $5,000 Total estimated costs: $7,500.
Bulk Water Station
Condition: Overall in good condition with the exception of the electrical system. The main panel appears overloaded and in poor condition. Recommendations: o P1: High priority deficiencies: . Replace split phase service: $1,000 o P2: Medium priority deficiencies: . Repaint metal flashing of roof: $700. . Install gravity damper intake to prevent potential heater malfunction: $500 . Repaint siding, fascia and soffits: $3,500 . Repair the door: $1,000. . Repaint the windows: $100 . Add exterior lighting to for main access door and fill-hose area: $500
Viability Review Report | Village of Dewberry 54 Classification: Public
. Replace interior lighting with single LED fixture: $300 o P3: Low priority deficiencies: . Install plywood over vapour barrier on walls and ceiling: $1,700. Total estimated costs: $9,300.
Village Office and Museum Building
Condition: Overall fair Recommendations and estimated costs: o P1: High priority deficiencies: . Install crash bar on south exit door to meet the building code requirement: $2,000 o P2: Medium priority deficiencies: . Repair the damage to the foundation to prevent further damage: $15,000. . Install/replace illuminated exit signage for office and museum: $700 . Clear access to electrical panels: $100 . Install fire and smoke detectors and reinstall incorrectly installed detectors: $1,000 . Address electrical issues (deficiencies) with switches and outlets throughout the facility to meet code requirements: $3,000. o P3: Low priority deficiencies: . Repaint signage: $1,000. . Upgrade exterior lighting: $1,000 . Upgrade interior lighting systems and components: $5,000 . General maintenance of heating system: $500 . Replace damaged sections and paint fence: $2,000 . Improve internet/communication system: $500 . Repaint and reseal windows: $1,000 Total estimated costs: $32,800
Fire Hall
Condition: The building was constructed in 2005. Overall condition not provided in 2020 report. Recommendations: o P1: High priority deficiencies: . Repair foundation to prevent further deterioration: $10.000 . Improve surface drainage: $40,000 . Install exhaust fan, makeup air system, and emergency fan triggered by the CO/NO detection system to meet code: $20,000 o P2: Medium priority deficiencies: . Relocate carbon monoxide detectors close to the floor: $1,000 . Replace emergency lighting: $400 . Complete circuit schedule and clear access to panel: $1,000 . Install smoke detectors in areas not consistently occupied: $1,000 o P3: Low priority deficiencies: . Replace fascia to prevent deterioration of wood backing: $3,000. . Link cameras in building surveillance system: $1,000 . Replace interior lighting with LED: $5,000 Total estimated costs: $82,400.
Viability Review Report | Village of Dewberry 55 Classification: Public
Senior Centre
Condition: Overall in fair condition. The basement was inaccessible for review, as the sump pump had failed causing flooding. Recommendations: o P1: High priority deficiencies: . Wall structure and column repair: $2,000 . Surface drainage improvements: $60,000 . Roof accessories improvements/replacements: $6,000 o P2: Medium priority deficiencies: . Replace sump pump to avoid flooding and structural damage: $2,000. . Install exhaust fan in barrier-free washroom to meet guidelines: $1,000. . Upgrade and clear access to electrical service panel to meet code: $600 . Demolish abandoned exterior electrical to ensure safety: $200 . Relocate smoke detectors away from obstructions: $4,000 . Upgrade power supply/distribution to meet code: $1,000. . Repair damage to exterior wall finishes: $3,000. . Install missing lighting covers: $500. . Floor structure and beams – replace concrete floor: $30,000. o P3: Low priority deficiencies: . Upgrade exterior lighting to LED: $300 . Replace weather stripping around overhead door: $5,000. . Improve interior lighting with adequate “wall wash” effect: $3,000. . Replace interior lighting with LED: $5,000 . Replacement of furnaces nearing life-expectancy: $15,000 . Replacement of air conditioning unit: $2,000 . Repaint or replace the metal ceiling: $7,000 Total estimated costs: $148,600.
Museum Storage
Condition: Overall good with the exception of the electrical system in fair condition Recommendations: o P1: High priority deficiencies: . Clear access to electrical service: $100 o P2: Medium priority deficiencies: . Add emergency lighting to illuminate exit pathways: $1,000. . Install remote signaling smoke detectors with tie back to main office: $1,000 o P3: Low priority deficiencies: . Repaint museum signage: $1,000. . Replace exterior lighting with LED: $1,000 . Replace interior lighting with LED: $100 . Replace weather stripping around the door to keep pests out: $2,500 Total estimated costs: $6,700.
Viability Review Report | Village of Dewberry 56 Classification: Public
Total estimated costs for rehabilitation of village owned buildings: $286,100
Building P1: 2020-24 P2: 2023-25 P3: 2026-29 Total
Water treatment plant $1,000 $3,500 $6,500 $11,000
Bulk water station $1,000 $6,600 $1,700 $9,300
Office and museum $2,000 $19,800 $10,800 $32,600
Fire hall $70,000 $3,400 $9,000 $82,400
Senior centre $68,000 $38,800 $37,300 $144,100
Museum storage $100 $2,000 $4,600 $6,700
Total $142,100 $74,100 $70,100 $286,100
Viability Review Report | Village of Dewberry 57 Classification: Public
Appendix D: 10-Year Capital Plan
Year Project Cost Total Year 2020 Repair Existing Hydrants $38,500 Foundation Repair at Fire Hall Building $10,000 $48,500 2020 2021 Remove and Replace Wet Well Ladder - Lift Station $20,000 Wall Structure and Column Repair at Senior Centre $2,000 Lagoon Expansion** committed grant funding $1,315,000 Roof Accessories at Senior Centre $6,000 Replace Split Phase Service at Bulk Water Station $1,000 Exhaust System Replacement at Fire Hall $20,000 $49,000 2021 2022 Surface Drainage Improvements at Fire Hall Building $40,000 Electrical Service at Museum Storage Building $100 Exit Door Hardware at Office/Museum $2,000 Replace Sidewalk at Water Treatment Plant $1,000 Roof Accessories at Bulk Water Station $700 Repair Combustion Chimney at Bulk Water Station $500 Exterior Wall Finishes at Bulk Water Station $3,000 Fascia and Soffits at Bulk Water Station $500 Doors at Bulk Water Station $1,000 Windows at Bulk Water Station $100 Carbon Monoxide Detectors at Fire Hall $1,000 $49,900 2022 2023 Surface Drainage Improvements at Senior Centre $50,000 $50,000 2023 2024 Surface Drainage Improvements at Senior Centre $10,000 Sanitary Sewer Rehabilitation: 2 Street E 1 Ave S - $40,000 $50,000 2024 Railway Ave Sanitary Sewer Rehabilitation: 2 Street E 1 Ave S - 2025 $50,000 $50,000 2025 Railway Ave Sanitary Sewer Rehabilitation: 2 Street E, 1 Ave S- 2026 $18,765 Railway Ave Sanitary Sewer Rehabilitation: 2 Street E, 1 Ave S $29,390 Washroom Exhaust Fans in Senior Centre $1,000 Site and Building Lighting at Bulk Water Station $500 Interior Lighting Systems at Bulk Water Station $300 $49,955 2026 2027 Sanitary Sewer Replacement: 2 Street E, 1 Avenue N $50,000 $50,000 2027 2028 Sanitary Sewer Replacement: 2 Street E, 1 Avenue N $50,000 $50,000 2028 2029 Sanitary Sewer Replacement: 2 Street E,1 Avenue N* $50,000 $50,000 2029
Total 2020-29 $497,355
Note: This 10-year plan was developed by the engineer as part of the 2020 infrastructure study in consultation with the village. At the time, the village planned to fund the projects in the 10-year capital plan through the Federal Gas Tax Fund (GTF) annual funding of $50,000. The GTF will run from 2014 to 2024. If Dewberry remains a village, the council will be expected to follow the Recommended Action 10 and adopt the findings of the infrastructure audits in a ten-year capital plan.
Viability Review Report | Village of Dewberry 58 Classification: Public
Appendix E: Financial Position
2018 Consolidated Statement of Operations
Revenue 2018 User Fees/Utilities and Sale of Goods $202,960 Municipal Property Taxes $173,709 Government Transfers (Operating) $42,871 Other $29,339 Penalties and cost on Taxes $11,185 Investment Income 628 $460,692
Expenses 2018 Legislative/Council $18,845 Administration $128,467
Fire, Bylaw Enforcement $33,992 Ambulance, Disaster Services $1,286
Roads, Streets, Sidewalks, Lighting $83,591 Water Supply and Distribution $108,984 Wastewater Treatment and Disposal $52,483 Waste Management $35,716 Family and Community Services $5,681 Land Use Planning, Housing, Rentals $1,005 Recreation and Parks $0 Culture. Library, Museum $4,997 $475,047
Operating Surplus or (Deficit) ($14,355)
Amortization of tangible capital assets ($146,320) Government Transfers (Capital) $0 Net Surplus or (Deficit) ($160,675)
Source: Village of Dewberry 2018 Audited Financial Statements
Financial Position on December 31, 2018 Financial Assets $545,572 – (Includes Taxes receivable $95,392 & Accounts Payable & Accrued Liabilities ($59,586) Utilities receivable $33,418 Deferred Revenue ($383,307) Total $128,810) Accumulated/Operating Surplus $102,679
Viability Review Report | Village of Dewberry 59 Classification: Public
Appendix F: Summary of Public Input
Municipal Affairs received 14 completed community comment forms. Of the respondents, eight stated that they were residents of Dewberry and four that they owned businesses in the village. The following is a summary of the responses to the questions.
Question 1: What does a viable community mean to you?
People have pride in their community Provision of essential services including water, sewers, and policing Appealing to families and businesses with potential for growth Financially stable with adequate funds to operate the village without debt Resources to maintain and improve infrastructure A council that works in the best interest of the municipality
Question 2: What is important to you about the Village of Dewberry?
Sense of community, safety, sidewalks, and streets Having the museum, fire and rescue, post office, bank, vet, school, the new arena, community hall, and other businesses and services People with pride in their property Low property taxes An affordable and appealing place to call home
Questions 3: What are your concerns about the current state of the village and solutions to identified concerns?
Concerns: Little growth and limited space for residential and commercial development to increase the tax base Many unsightly properties in the village with limited bylaw enforcement Proper snow clearance is needed Taxes are too high Failing infrastructure, streets are unusable during spring thaw, many have potholes, and sidewalks need repair Lack of future planning
Solutions: Pass and enforce an unsightly properties bylaw The village should take advantage of grants Have mayor, councillors, and staff that care about the community
Question 4: As a residents of Dewberry, do you feel you receive good value with respect to services that are provided?
Viability Review Report | Village of Dewberry 60 Classification: Public
Six people responded yes, five responded no, and three did not respond.
Why or why not? Services such as water, sewer and garbage pickup are fine Taxes and fees are reasonable Taxes are too high for services received Bylaw enforcement is lacking
Question 5: What advantages or disadvantages for you see about the community becoming the Hamlet of Dewberry within the County of Vermilion River?
Advantages: Reduced administration costs County has larger public works department and access to equipment Improved infrastructure maintenance and upgrades Better administration Better management of taxes Bylaw enforcement
Disadvantages: Loss of care locally from council and staff Higher taxes Loss of businesses and people may leave Dewberry as a result
Questions 6: Looking ahead, what do you see as the top priorities for Dewberry in the future? Proper infrastructure maintenance and repair including road upgrades, and replacement of water and sewer lines as required Enforce bylaws including those that address unsightly properties and parking restrictions Planning and development for growth Ensure previous development agreements are completed Support of local businesses Collection of unpaid property taxes Keep costs and taxes low making Dewberry a place where seniors want to live
Question 7: What other viability issues should be considered for the final Viability Review Report? Responses to this question are included in the responses to questions 1 to 6.
Question 8: Additional comments and questions?
What will happen to our taxes? Local village council, current and past, work very hard to do the best job they can.
Thank you again to everyone who completed the community comment forms. Your comments and questions guided the content of this viability review report. Information is provided in the report in response to your questions.
Viability Review Report | Village of Dewberry 61 Classification: Public
Appendix G: Vote on Dissolution
A vote of the electors of the Village of Dewberry on the question of dissolution of the village will be conducted in accordance with the Local Authorities Election Act.
Location: Dewberry Community Hall 1st Street W, Dewberry, AB T0B 1G0
Dates and Times: Tuesday, November 3, 2020, from 4:00 p.m. to 8:00 p.m. and Wednesday, November 4, 2020, from 10:00 a.m. to 4:00 p.m.
The Question Electors will be asked the following question on the ballot: Based on the findings of the Village of Dewberry Viability Review, which one of the two options below do you support for the future of Dewberry? (Select one only)
Option 1. The Village of Dewberry remains a village and implements changes to achieve viability.
Option 2. Dissolve the Village of Dewberry and Dewberry becomes a hamlet in the County of Vermilion River.
Vote by Special Ballot Special ballots (mail-in) are available for electors who have physical disability preventing them from being able to attend the voting station or will be away from the Village during the days of the vote. An elector may apply for a special ballot from the Returning Office by one of the following methods: By mail: Attention: Returning Officer – Village of Dewberry Viability Review Vote 17th Floor, 10155-102 Street, Edmonton, AB, T5J 4L4
By phone: Toll-free in Alberta by dialing: 310-0000 then 780-427-2225
By email: [email protected]
Special Ballots must be returned by mail or courier to the Edmonton address above and received by 4:00 p.m. on Monday, November 2, 2020.
Voter Eligibility and Identification The LAEA clearly stipulates that to be eligible to vote, a person must be: a Canadian citizen; over the age of 18 years; and a resident of Alberta and the municipality on the day of the vote.
Voter identification must be presented that clearly identifies the person with an address within the Village of Dewberry.
Viability Review Report | Village of Dewberry 62 Classification: Public
Scrutineers The Returning Officer, if requested in writing by two or more electors, shall appoint, in writing, those persons named in the request as scrutineers to attend at the voting station on behalf of the persons interested in promoting the voting for either response. One scrutineer for each side of the question will be permitted within the polling station at any one time, including during the vote count.
Public Health Measures During COVID-19 Pandemic Ensuring the safety of the public and election administrators is the highest priority. A variety of measures will be taken to comply with public health guidance during the COVID-19 pandemic. Attendees should expect enforcement of the maximum number of people for indoor gatherings, physical distancing, availability of face masks and hand sanitizer, and regular cleaning/disinfecting of high touch surfaces and writing tools for forms and ballots.
The Outcome If a majority of voters choose to dissolve (50 per cent plus one of valid ballots cast), the Minister must recommend to Cabinet that the village be dissolved at a suitable time to allow for a smooth transition of services. Until such time, the village will continue to operate.
If a majority of voters choose to remain a village (50 per cent plus one of valid ballots cast), the Minister will provide specific directives to ensure the future viability of the municipality.
Additional Information
For further information about the viability review, please contact:
Municipal Viability Team at Alberta Municipal Affairs
By email: [email protected] or
By Phone: Toll-free in Alberta by dialing: 310-0000 then 780-427-2225
Viability Review Report | Village of Dewberry 63 Classification: Public
Public Information Session
As part of the Village of Dewberry viability review, Alberta Municipal Affairs will hold a public information session for residents, property owners, and community stakeholders:
to briefly outline the viability review process to date and present the report; to provide an opportunity to learn about the viability options; and to explain the next steps in the viability review including the vote for village electors.
Location: Dewberry Community Hall 1st Street W, Dewberry, AB T0B 1G0
Date: Thursday, October 22, 2020
Time: 7:00 p.m. to 9:00 p.m. Doors open at 6:30 p.m.
All village and county residents are encouraged to attend the meeting, and eligible village electors are encouraged to vote on this important question.
For those unable to attend the public information session, the information presented will also be available electronically upon request.
Viability Review Report | Village of Dewberry 64 Classification: Public