Disrespectful and demeaning behaviour, unauthorized transactions and weak organizational leadership were just some of Westlock County’s issues identified in the 116-page municipal inspection report released Aug. 30.
Inspectors presented their findings to the public at Memorial Hall Wednesday to over 100 people as county councillors and staff listened.
The report found council lacked strategic planning, had poor communication and consultation processes, and no foresight for managing capital assets, and therefore was managed in an “irregular, improper and improvident manner.”
The province hired Strategic Steps Inc. to look into the county and inspectors came up with 27 recommendations for the municipality.
Alberta Municipal Affairs gave the county until Nov. 28 to come up with a response and plan for the recommendations.
Following that, the Municipal Affairs minister may issue directives and actions that must be completed.
The complete document is available online at: http://www.westlockcounty.com/images/2017_Westlock_County_Municipal_Inspection_Report.pdf.
“Some of the report findings may appear harsh but there shouldn’t be anything new to officials,” inspector Shari-Anne Doolaege said.
The report delves into several issues that have rocked the county over the last four years, from unauthorized expenses for the Horizon North site in the county industrial park, to copyrighted blueprints beings used to tender out the Fawcett Fire Hall, to setting a market price for the Tawatinaw ski hill three years before a value could be known.
The report also found concerns with councillors overstepping their roles and becoming overly involved with operations and acting aggressively and threatening staff.
Reviews and updates
The recommendations for the county cover the areas of governance, administration and operations and finance.
Governance consisted of 16 recommendations, beginning with councillor training.
Although councillors received an orientation at the start of their term in 2013, the report said there was limited orientation provided after the 2016 byelection.
“This is an area for improvement since candidates elected in a byelection require orientation as well,” the report said, noting that governance responsibilities should not be taken lightly, so orientation training and ongoing professional development are a must.
The report also noted several councillors used foul language towards staff, or acted aggressively, which prompted inspectors to recommend reviewing, updating and adhering to a Council Code of Conduct Bylaw.
Updating the procedural bylaw so that council meetings are held in an orderly and respectful manner and formalizing delegations was also proposed.
Other recommendations for meetings touched on keeping private matters in-camera, writing clear resolutions, and posting draft council minutes online.
Though it was suggested that council not open the floor to the public at meetings, the report said input from citizens, community groups and businesses should be collected through a community-engagement strategy.
In terms of strategic recommendations, updates should be made to strategic plans with input from senior staff and the public, as well as reviews of all bylaws and policies.
Performance measures should also be linked to budget and strategic priorities. Those same measures would also apply to the CAO performance evaluation.
Inspectors noted councillors were unfamiliar with some of the legislation in the Municipal Government Act (MGA).
To that end, it was noted that council should learn the MGA’s definition and rules on abstaining from a vote and pecuniary interest.
It was also mentioned that council seek legal and financial advice to clear up issues with the Horizon North deal, and formalize unsigned agreements.
Administratively, the report recommended the county undertake a human resources policy review and train council and staff on their roles and responsibilities.
Operationally, training and resources should apply to the county’s development department. Understanding the land-use bylaw and its complexities, how applications should be received and reviewed, and that requirements are clear to applicants were highlighted.
For county roads, the report suggested a comprehensive evaluation of all roads. From that, council should create a management plan for ongoing roadwork, vegetation control and load management.
On a related note, the report proposed a review and update of the county’s traffic control and road protection bylaw regarding appropriate weights on local roads and bridges.
The fifth recommendation for administration and operation was to seek professional advice so that capital-project tenders meet procedural, professional and legal standards.
Good financial condition
Financial statements show that Westlock County is in fairly good financial condition overall, the report stated, but five recommendations were given.
The first would have the county put together timelines for budget approval by yearend and establish a meaningful process for public input on local budget priorities in the hamlets.
“Despite the county’s relatively strong financial picture, most stakeholders felt that the county was in a weak financial position,” the report stated.
As a result, financial reporting should be made to the public for better transparency and to show “the county’s financial picture in a meaningful way to citizens.”
With the report’s concerns about council’s involvement in operational matters, it was recommended that accounts payable reports no longer be provided to councillors and the deputy reeve when budgeted expenses have already been approved.
As well, the report noted council’s past actions to “save a penny and spend a pound,” by cutting corners.
Because of that, inspectors said the county should have a purchasing policy in place with controls so that contracts comply with the MGA, trade agreements and other legislation.
Other recommendations were to create an off-site levy bylaw and a long-term capital works plan for existing and new infrastructure.
