Rankin Inlet ICISP Volume 2 Final (2011-08-10)

Transcription

Vo l. 2
Consultation
Report
Infrastructure for a Sustainable Rankin Inlet
Prepared for the Government of
Nunavut by Aarluk Consulting Inc.
Approved by the Hamlet Council of
Rankin Inlet September 2010
Rankin Inlet Integrated Community Infrastructure Sustainability Plan Vol. 2 – September 28, 2010
2
Contents
1
2
Introduction ................................................................................................................ 7
1.1
Guide to the Report.............................................................................................. 7
1.2
Project Background .............................................................................................. 7
Conditions Influencing Sustainable Infrastructure Needs and Priorities ................... 9
2.1
Existing vision statements and major community goals that relate to the ICISP
10
2.2
Issues that could impede Sustainability ............................................................. 13
3
Community Sustainability Goals and Priorities......................................................... 14
4
Community Profile .................................................................................................... 16
5
4.1
Location and History .......................................................................................... 16
4.2
Demographics..................................................................................................... 16
4.3
Economy ............................................................................................................. 18
4.4
Education............................................................................................................ 19
4.5
Housing ............................................................................................................... 20
4.6
Summary ............................................................................................................ 21
Infrastructure Worksheets ........................................................................................ 22
5.1
Hamlet Office ..................................................................................................... 22
5.2
Municipal Garages .............................................................................................. 24
5.3
Municipal Vehicles ............................................................................................. 27
5.4
Law Enforcement/RCMP Infrastructure/Corrections ........................................ 29
5.5
Fire Services Infrastructure ................................................................................ 31
5.6
Search and Rescue Infrastructure ...................................................................... 33
5.7
Power / Energy System Infrastructure ............................................................... 35
5.8
Infrastructure Supporting the Traditional Economy .......................................... 37
5.9
Transportation System – Road Maintenance Equipment and Vehicles ............ 39
5.10
Transportation System- Airport Infrastructure .............................................. 42
5.11
Transportation System- Marine Infrastructure .............................................. 44
5.12
Communications ............................................................................................. 47
5.13
Commercial Facilities ...................................................................................... 49
5.14
Heritage, Language and Arts .......................................................................... 50
Aarluk Consulting Inc.
3
5.15
Recreation Infrastructure ............................................................................... 52
5.16
Elders and Youth Facilities .............................................................................. 55
5.17
Health Infrastructure ...................................................................................... 57
5.18
Elementary and High School Infrastructure ................................................... 59
5.19
Daycare Infrastructure.................................................................................... 61
5.20
Adult Education Infrastructure ....................................................................... 63
5.21
Public Housing ................................................................................................ 65
5.22
Staff Housing................................................................................................... 68
5.23
Water .............................................................................................................. 70
5.24
Wastewater and Sewage Disposal.................................................................. 72
5.25
Solid Waste ..................................................................................................... 74
6
Bibliography .............................................................................................................. 76
7
Interviewees, consultation calendar, and list of local meeting participants ............ 78
4
List of Tables
Table 1.
Table 2.
Table 3.
Table 4.
Table 5.
Table 6.
Table 7.
Table 8.
Table 9.
Table 10.
Table 11.
Table 12.
Acronyms .......................................................................................................... 5
Key Definitions and Terms ................................................................................ 6
Total Census Population ................................................................................. 17
Age Characteristics ......................................................................................... 17
Total Census Families ..................................................................................... 18
Harvesting of Country Food ............................................................................ 18
Participation and Unemployment Rates ........................................................ 18
Experienced Labour Force by Occupation ...................................................... 19
Educational Attainment (Census 2006) .......................................................... 20
Number of Private Dwellings ...................................................................... 20
Dwellings Requiring Major Repair .............................................................. 20
Dwellings With More Than One Person Per Room ..................................... 20
Table 1.
5
Acronyms
AHI
Affordable Housing Initiative
CEDP
Community Economic Development Plan
CGS
Department of Community and Government Services, GN
GN
Government of Nunavut
GTF
Gas Tax Fund
ICISP
Integrated Community Infrastructure Sustainability Plan
MFU
Multi-family unit
MTO
Municipal Training Organization
NAM
Nunavut Association of Municipalities
NCIAC
Nunavut Community Infrastructure Advisory Committee
NHT
Nunavut Housing Trust
NPC
Nunavut Power Corporation
SAO
Senior Administrative Officer
SFU
Single family unit
Table 2.
6
Key Definitions and Terms
Cultural
Sustainability
A community's capacity to develop, retain and protect its culture and identity, and
transmit that culture to future generations.
Economic
Sustainability
The capacity of a community to maintain a stable and diversified economy that has
minimal negative impacts on the environment and uses appropriate technologies
and renewable resources where possible.
Environmental
Sustainability
The capacity of a natural environment to meet human needs while remaining
balanced and healthy, without damage to air, land, water or wildlife.
Social
Sustainability
The ability of the community, individuals and families to ensure the basic needs of
all residents with respect to food, shelter and safety are met, that there are
opportunities for community and personal development, and that there is social
equity in the community.
Goal
A broad statement that describes some aspect of the future the community hopes
to achieve.
Sustainability
goals
Goals that will preserve and enhance the culture, the society, the economy and the
environment of a community, at a cost that the community can afford over time.
Infrastructure
The facilities, systems and equipment that provide public services and support
private sector economic activity, including network infrastructure (e.g., roads,
bridges, water and wastewater systems), buildings, machinery and equipment.
Infrastructure
System
A set of linked infrastructure elements that collectively make up a "system". For
example, a reservoir, pipes, a water truck, a purification plant, and a pumping
station are all parts of a water infrastructure system.
Planning
The process of developing a long-term vision of what a community will be like in
the future, and determining what specific steps and resources it will need to
achieve that vision.
7
1 Introduction
1.1 Guide to the Report
This report summarizes the findings and recommendations of a planning process
conducted by the Government of Nunavut and the Hamlet of Rankin Inlet from fall 2009
to spring 2010.
Volume One of the report is set up as follows:
Section 1, the Executive Summary, describes the background and goals of this planning
process, and summarizes the key findings set out in these two volumes.
Section 3 provides a brief overview of community demographics.
Section 4 summarizes the criteria used by this project and by community participants to
set sustainability infrastructure priorities.
Section 5 presents community infrastructure priorities of the community in tabular
format, organized by priority. The table also identifies infrastructure projects eligible for
funding under the Gas Tax Fund.
Section 6 identifies the community’s existing infrastructure systems, and the main
elements that make up each system. It describes the current condition and capacity of
such systems and any issues identified in relation to them. Finally, this section identifies
infrastructure investment that is already planned as well as recommendations for future
infrastructure investment that supports community sustainability goals and is based on
community priorities identified during consultations.
Volume Two of the report includes;
A list of the documents consulted and people interviewed in the development of this
plan;
A list of participants at community meetings;
A fuller profile of Rankin Inlet, including a discussion of demographic and socioeconomic conditions, and trends that are likely to influence community
infrastructure needs and investments in the future, as well as existing community
vision statements and major community goals related to infrastructure.
A comprehensive set of community infrastructure sustainability goals based on
document review, interviews, and the community consultation meetings.
1.2 Project Background
Between 2005 and 2015 the Government of Nunavut (GN) will receive $97.5 million
from the federal Gas Tax Fund to support environmentally sustainable municipal
infrastructure projects that help ensure cleaner air, cleaner water and reduced
greenhouse gas emissions. Those funds will be managed by the Nunavut Community
8
Infrastructure Advisory Committee (NCIAC), which includes representatives from the
Department of Community and Government Services (CGS); Nunavut Association of
Municipalities (NAM); Department of Finance; and other GN departments, when
needed.
This Committee was mandated to work with Nunavut communities to define their longterm infrastructure requirements and priorities, and to help link those needs to a
framework of integrated community sustainability planning.
To achieve this, the Committee began a planning process, working with 24 communities
in Nunavut1 to develop community-specific plans identifying infrastructure investments
that would meet the basic, current needs of individuals, families and the community as a
whole, without imposing a burden on future generations.
The planning process focused specifically on infrastructure - primarily network
infrastructure like roads, bridges, water and wastewater systems), buildings, and
equipment. While many infrastructure projects in the past have focused on immediate
needs, this planning process encouraged communities to take a longer term view,
looking ahead for five or more years into the future.
In the summer of 2009, GN and the NCIAC developed a detailed consultation plan, data
collection tools, and research schedule. They also prepared a set of draft sustainability
goals to begin discussions at the community level.
Preparation for the Rankin Inlet ICISP began in the fall of 2009. Background information
was collected, analyzed, and organized into a detailed community profile (see Volume 2,
Section 5).
A community consultation meeting was held in Rankin Inlet on Thursday November 19 th
2009. Initial findings from the research were presented to a group of community
representatives, who used that background information to help determine what
sustainability means to the community, what the sustainability goals of Rankin Inlet are,
and what infrastructure investments could help achieve those goals in the next five to
twenty years. The results of this meeting were then presented at an open community
meeting for further input.
Input from the research and community meetings was analyzed into a draft ICISP, which
was then submitted to CGS for review.
The draft ICISP was finalized, translated, and provided to the Hamlet Council. The ICISP
was then submitted to CGS as a final report on this community's planning process.
1
Iqaluit was not included in this process.
9
2 Conditions Influencing Sustainable Infrastructure
Needs and Priorities
General
The geography and climate of Nunavut contribute to the high cost of acquiring materials
and services, and building and maintaining community infrastructure. Buildings,
facilities, equipment and vehicles depreciate very quickly as a result of the harsh
climate, conditions of use (e.g. local road conditions), poor storage conditions and
inferior maintenance (e.g. lack of proper staff training and certification).
Nunavut’s population is young and growing. This growth will put pressure on already
overburdened infrastructure, including in areas such as housing, water, sewage and
solid waste, and infrastructure systems in the public safety, education, health care and
recreational sectors.
According to the 2008 Nunavut Economic Outlook, the key areas of employment in
Nunavut are likely to be the public sector, mining, fisheries, oil and gas exploration,
transportation and tourism. Sustainable community infrastructure must support existing
economic activity and emerging opportunities in these sectors, stimulate economic
diversification, and enable greater participation in mainstream and traditional economic
activities.
The traditional economy is also an important component of life, well-being and
sustainability. It contributes in-kind income, provides country food and traditional
medicines, and incorporates commercial activity like soapstone carving, arts and crafts.
Social conditions are similar in most Nunavut communities. The number and condition
of housing units is inadequate, a problem exacerbated by the lack of serviceable lots the
poor condition of heavy equipment in the community, and lack of capacity to build
access roads to new lots.
Overcrowding and poor housing conditions contribute to high rates of infant mortality,
respiratory illness and violence.
Social conditions and trends suggest both a short-term and ongoing need for investment
in community education, housing, health and recreation and related infrastructure
systems.
While Inuit culture and language remain strong, these are increasingly under threat
from southern cultural influences via modern communications technologies, reduced
reliance on traditional foods and economic pursuits, the continued loss of Elders and
traditional language speakers, and a a growing disconnection between Elders and youth.
The protection and promotion of Inuit culture, language and heritage can be achieved
through investment in infrastructure systems that support the traditional economy,
recreational infrastructure and facilities that bring community members together to
share and transmit culture, language and heritage.
10
2.1 Existing vision statements and major community goals that relate to
the ICISP
Rankin Inlet’s Community Economic Development Plan identifies the Vision for future
growth and the specific goals the community wants to achieve to become a sustainable
community. This section summarizes community priorities in relation to community
infrastructure drawn from the Rankin Inlet Community Economic Development Plan
(2006).
Community Vision
In its Community Economic Development Plan, Rankin Inlet has articulated the following
elements of a community vision:
o Rankin Inlet will be a thriving community with a diversified economy, relying on
natural and human assets: wildlife, tourism and mineral resources, traditional
land-based and artistic skills, and business know-how.
o Rankin Inlet will be a healthy community with adequate recreational and social
infrastructure, housing, and resources to deal with economic and social issues
that arise.
o Rankin Inlet will have a trained and educated work force that is available to the
current employment market and can respond to the needs of developing
employment opportunities in all sectors of the economy in the community,
region, and territory.
o Rankin Inlet will be a hub for the Kivalliq region, in terms of economic enterprise,
political activity, relations with other communities, social development for
Nunavummiut (education, health and wellness), and as a regional transportation
hub that may potentially include a future road link between the region and
Northern Manitoba.
The Rankin Inlet Community Plan and Zoning ByLaw (2008) includes goals relevant to
infrastructure development including:
o To create a safe, healthy, functional and attractive community that reflects
community values and culture;
o To ensure an adequate supply of land for all types of uses to support the growth
and change of the community; and
o To support community projects and local economic development.
Community Goals
Through its CED Plan, Rankin Inlet articulated goals and objectives, many of which have
implications for or are relevant to infrastructure development and sustainability. These
goals are listed below, with implications for development of existing and new
11
infrastructure highlighted. These were referenced in the assessment of gaps in existing
community infrastructure and the development of priorities in the ICISP.
Community Governance Goal: Rankin Inlet will have infrastructure that meets the needs
of the community. Infrastructure outputs associated with this goal include:
o New community complex housing a new arena, community hall and hamlet
office (identified NCIAC, 2006 and 2008 as #1 priority)
Municipal Services Goal: Rankin Inlet will maintain and develop infrastructure that keeps
pace with growth in the community’s population and economy by undertaking the
following tasks and activities:
o Maintain the Hamlet’s physical infrastructure:
o Maintain a reliable source of gravel through source identification and
development of a Quarry (infrastructure priority in NCIAC 2006 and 2008)
Traditional Economy Goal – Arts and Crafts: Increase opportunities for artists and craftspeople to participate in the wage economy through development of infrastructure such
as a Rankin Inlet Arts and Crafts Centre (concept, feasibility, reserve development land,
and secure funding). Infrastructure outputs associated with this goal include:
o Arts and crafts centre
Traditional Economy Goal – Commercial Food Production: Establish sustainable
utilization of country foods for local consumption and for economic benefit of local
hunters, businesses and employees. Activities include studying commercial fishing
opportunities and local issues/concerns and increasing local fish storage through a
freezer. Infrastructure outputs associated with this goal include:
o Community Freezer (identified as a priority in NCIAC 2008)
Transportation Goal: To establish Rankin Inlet as the primary transportation hub for the
Kivalliq Region and Nunavut by developing and maintaining transportation
infrastructure that meets the needs of a growing local and regional economy.
Infrastructure outputs associated with this goal include:
o
o
o
o
o
development of community access roads
development of community wharf
marine fuel distribution site
foreign trade port
Nunavut-Manitoba road
Commercial Facilities – Tourism Goal: Make tourism a leading contributor to the
economy of Rankin Inlet and ensure the community is a destination of excellence in the
region and the territory by develop the Kivalliq Regional Visitor Centre (KRVC) (lobby
government, development lot, funding). Infrastructure outputs associated with this goal:
o Kivalliq Regional Visitor Centre
12
Commercial Facilities – Industry and Manufacturing Goal: Establish industrial and
manufacturing sector in Rankin Inlet including by addressing development needs
industry and manufacturing and link these to the Community Zoning Plan. Infrastructure
outputs associated with this goal:
o Industrial and manufacturing facilities
Commercial Facilities – Small and Micro Business Development Goal: Increase the
number of small and micro businesses in the community through affordable commercial
rental space such as an “incubator style mall”. Infrastructure outputs associated with
this goal:
o Incubator mall
Commercial Facilities - Mining Goal: To be the regional centre for the mining sector by
developing Rankin Inlet as the primary support services centre for mining projects in the
Kivalliq Region and providing alternatives to the high cost of transportation.
Infrastructure outputs associated with this goal:
o Infrastructure (facilities) supporting the mining sector
o Transportation infrastructure supporting the mining sector
Education Goal: Innovation and Technology: To establish Rankin Inlet as the community
of choice for R&D and innovative technology development by developing research
facilities that serve existing and developing economic sectors (e.g. mining).
Infrastructure outputs associated with this goal:
o Research and Technology Research Facility
Housing Goal: Establish residential housing infrastructure that meets the needs of a
growing population by conducting social housing needs assessment, increasing social
housing stock, encouraging private housing market, and ensuring community zoning
plan accommodates residential development needs. Infrastructure priorities and
funding commitments already identified and linked with these goals include:
o 16 new public housing units (11 single family, 1 multiplex) (NHC Affordable
Housing Initiative)
o Tenant improvements (GN Capital Estimates)
o Modernization and Improvement Retrofits (GN Capital Estimates)
As of 2010, some of the infrastructure priorities identified in the CED Plan had already
had funds committed (details provided in the ICISP), including:
o
o
o
o
o
o
Quarry development
Dredging and breakwater works
Expand dock and lay down area at Itivia
Dump truck
Snow fencing
Tank farm capacities and code compliance
13
o Nunavut Trades School
o Nunavut Trades School Water and Sewer Mains
2.2 Issues that could impede Sustainability
Consultations in Rankin Inlet identified the following community concerns that could be
considered impediments to sustainability if not addressed during planning and
community growth:
Increased mineral exploration activity and the construction and operation of new
projects is having a dramatic impact on the community from many perspectives –
economically, socially, and culturally. With respect to infrastructure, these economic
growth pressures have amplified the pressure on already overburdened
infrastructure particularly in the following areas:
o Transportation (airport, roads, marine)
o Power, energy and fuel
o Housing
o Education
o Health
o Water and Sewer
o Adequate planning is required to ensure infrastructure is in place to support this
sector so that the economic benefits are realized for the community.
As a regional centre, the community infrastructure must support both the resident
population and the transient population that use Rankin Inlet for regional and
territorial events (e.g. recreational tournaments at the arena). This added role as a
regional centre must be considered in the all community growth for:
o Appropriate funding levels to support infrastructure with a regional profile and
mandate
o Water, Sewage, Solid Waste disposal associated with transient population influx
during large events
14
3 Community Sustainability Goals and Priorities
As part of the Rankin Inlet planning workshop, community participants reviewed eight
general sustainability goals developed to help guide the preparation of ICISPs. These
propose that sustainable community infrastructure should:
1.
2.
3.
4.
5.
6.
7.
8.
Meet basic human needs.
Achieve a sustainable economy and self-reliance.
Ensure equitable access for all residents and financial sustainability.
Promote individual and community health and well-being.
Use resources efficiently.
Reduce waste and hazardous waste.
Protect and promote Inuit culture, heritage and language.
Protect the environment and eco-systems.
In addition to the sustainability goals set by the project, the community consultation in
Rankin Inlet in November 2009 identified the following goals for a sustainable
community relevant to infrastructure:
Connection between community and our future:
o Economic – ensuring our economy can grow to meet opportunities in the region
(e.g. mining) and we have the infrastructure to support our current and future
economic growth. Ensure that our infrastructure costs do not hamper our
economic activity.
o Culture – use our culture to inform decision making on sustainable practices, and
celebrate our culture through appropriate investments in infrastructure that do
not deteriorate our land;
o Food supply – ensure our food supply from the south is economic and not
hampered by import infrastructure issues, and ensure our country food supply is
safe and sustainable;
Capacity to maintain infrastructure:
o Training – provide relevant training to keep pace with new infrastructure and
technology
o Life expectancy of infrastructure ½ of what is projected – develop realistic
budgets and plans based on actual life expectancy of infrastructure in Rankin
Inlet.
Meeting basic needs:
o Develop capital plans that prioritize the basic human needs of the community
(e.g. adequate housing).
Long term goal is the community’s Self-reliance:
o Sustainable economy;
15
o Economic development.
Long term starts with one foot forward.
16
4 Community Profile
4.1 Location and History
Rankin Inlet, or Kangiqtiniq (“deep bay/inlet” in Inuktitut), is located on the west coast
of Hudson Bay at N62° 49' W92° 05'. It is a bustling community that is the hub of the
Kivalliq region. Rankin Inlet is located between Whale Cove to the south, Chesterfield
Inlet to the north, and Baker Lake to the west.
Map 1 – Community of Rankin Inlet
4.2 Demographics
The 2006 Census reported the total population of Rankin Inlet to be 2360, of which
approximately 49.8% were female and 50.0% male.
The population of Rankin Inlet grew by 5.6% between 1996 and 2001, and again by 8.5%
between 2001 and 2006.
This rate of growth was however slightly lower than the territorial average of 10.2% in
the same time period. Based on these rates of growth the estimated population of
Rankin Inlet in 2020 is 3,633.
Table 3.
17
Total Census Population
Year
1996
2001
2006
Total Population
2060
2175
2360
Females
1050
1080
1175
Males
1005
1095
1180
Source: Statistics Canada, 2006 Census, Community Profiles – Rankin Inlet
Tables 3 and 4 below provide a picture of the age composition of Rankin Inlet’s
population, based on Census data. The average age of residents is 23.9 years, slightly
higher than the average age of all Nunavut residents at 23 years, and significantly lower
than the general Canadian population which averages 39 years of age.
Rankin Inlet’s population is relatively young, with nearly 21.4% of the population under
the age of 15. In Nunavut 34% of the population is under the age of 15 compared with
the 18% of the Canadian population in this age cohort.
Table 4.
Age Characteristics
Age Group
Total Population
1996
2001
2006
Total
2060
2175
2360
Age 0 – 4 yrs
290
280
250
Age 5 – 14 yrs
445
520
255
Age 15 – 19 yrs
185
165
260
Age 20 – 24 yrs
175
185
170
Age 25 – 54 yrs
840
880
955
Age 55 – 64 yrs
75
105
125
Age 65 – 74 yrs
30
30
50
Age 75 yrs and over 10
10
20
23.3
23.9
Average age
24.2
Table 5.
18
Total Census Families
Census
2001
Total number of census families
2006
565
540
4.3 Economy
Residents participate in a variety of occupations, but are predominantly employed in
Sales and service occupations, occupations in Social science, education, government
service and religion, Business; finance and administration occupations, and Trades,
transport and equipment operators and related occupations. However a high proportion
of residents are still active in the traditional economy, as 67% of residents surveyed in
the 2006 census reported having hunted over the past 12 months. In addition to this,
71% stated they had gone fishing and 81% stated they had gone berry picking over the
same 12 months.
Table 6.
Harvesting of Country Food
Census 2006
Hunted in the past 12 months (2006)
67%
Fished in the past 12 months (2006)
71%
Gathered wild plants (berries, etc.) in the past 12 months
81%
Source: Statistics Canada, 2006 Profile of Aboriginal Children Youth and Adults
Rankin Inlet experiences higher participation rates2 and lower unemployment rates than
for the Territory as a whole. In the 2006 Census it was reported Rankin Inlet had a
participation rate of 71.7% and an unemployment rate of 10.2%. This compares to the
territorial participation rate of 65.3% and an unemployment rate of 15.6% in 2006.
Table 7.
Participation and Unemployment Rates
Census
1996
2001
2006
Participation rate
76.5
76.1
71.7
Unemployment rate
13.4
13
10.2
2
The participation rate is defined as the percentage of the population aged 15 and over that is in the
labour force and either employed or unemployed.
19
Table 7 below shows that residents participate in a variety of occupations, but are
predominantly employed in Sales and service occupations, occupations in Social science,
education, government service and religion, Business; finance and administration
occupations, and Trades, transport and equipment operators and related occupations.
Table 8.
Experienced Labour Force by Occupation
Census
2001
2006
Total experienced labour force 15 years and over
995
1095
Management occupations
145
155
Business, finance and administration occupations
210
205
Natural and applied sciences and related occupations
45
30
Health occupations
40
40
Social science; education; government service and religion
115
145
Art; culture; recreation and sport
40
50
Sales and service occupations
220
280
Trades; transport and equipment operators and related occupations
150
175
Occupations unique to primary industry
10
10
Occupations unique to processing; manufacturing and utilities
15
0
4.4 Education
With respect to educational achievement the 2006 Census reported that, among the
population age 15 and over, 53.4% had no certificate, diploma or degree (including high
school), while 14.4% reported the highest level of educational achievement to be high
school certificate or equivalent.
6.7% of the population reported a trades or apprenticeship-related certification or
diploma as their highest level of educational achievement. With respect to other postsecondary education outcomes, 13.7% of residents reported a non-university diploma or
certificate and 11.8% reported a university certificate, diploma or degree.
Table 9.
20
Educational Attainment (Census 2006)
Total
Male Female
Total population 15 years and over
1565
795
770
No certificate; diploma or degree
835
420
415
High school certificate or equivalent
225
90
135
Apprenticeship or trades certificate or diploma
105
90
10
College; CEGEP or other non-university certificate or diploma
215
100
115
University certificate or diploma below the bachelor level
45
25
20
University certificate; diploma or degree
140
65
75
4.5 Housing
Table 10. Number of Private Dwellings
Census
2001
2006
Total - Number of private occupied dwellings
645
655
Number of owned dwellings
215
205
Number of rented dwellings
430
450
Table 11. Dwellings Requiring Major Repair
Census
1996
Dwellings requiring major repair - as a % of total occupied private
dwellings
110=19%
2006
13
Table 12. Dwellings With More Than One Person Per Room
Census
1996
% of occupied dwellings with more than one person per room
14.7
2006
16
21
4.6 Summary
In view of demographic and socio-economic conditions in Rankin Inlet reported above, it
can be anticipated that changes in the population, including as a consequence of
significant overall growth associated with an influx of new residents drawn to jobs and
opportunities in the mining sector and government, will continue to influence the
demand for community infrastructure in key sectors.
In the short and medium term essential infrastructure systems such as housing, water
and waste as well as education, health and recreation infrastructure will have increased
demands placed upon them. The need for robust infrastructure systems, including in
transportation and communication, that support economic development and the mining
sector in particular has gained prominence and urgency.
Economic growth will bring economic diversity to the community and region. With a
changing economy, the population will both attract, and demand, new services in the
community. Infrastructure to support a growing private sector economy will require
serviced development lots, support infrastructure such as hotels and restaurants, and
additional recreation activities.
As demographics shift, it is likely that the Elder population in Rankin Inlet will increase
and residents will live longer and healthier lives. This will require housing, recreation
and health designed specific to the needs of this portion of the population. As a regional
centre for health care, Elder care facilities in Rankin Inlet will become an increasing need
in the next two decades.
During the next five years other infrastructure systems, including health services and
facilities, public safety and security systems, and infrastructure that supports heritage,
culture and arts will remain critically important to Rankin Inlet as a sustainable
community.
22
5 Infrastructure Worksheets
5.1 Hamlet Office
5.1.1 System ID
Infrastructure Category
Public Services / Community Governance
Infrastructure System
Hamlet Office
5.1.2 System Description: Technical
Component Asset
Hamlet Office
Acquired (Year)
1970s, renovated in 1993
Projected Useful
Life (Year)
Years of
Remaining Life
2033
23
Capacity / Utilization
Condition Rating
Over crowded
Contains offices (currently 10 staff) and Council Chambers.
Building described as “deteriorating working environment”: Chambers too small, staff offices cramped, poor heating and
ventilation.
5.1.3 Infrastructure Planned Investment (Resources Have Been Committed)
No planned investments have been identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund,
Building Canada Fund, or other funds.
23
5.1.4 Infrastructure Priorities (No Resources Have Been Committed)
NCIAC Priorities
New Municipal Office
2006
2008
1 out of 8
New Community Complex housing a new Arena,
Community Hall and Hamlet Office
1 out of 9
5.1.5 Infrastructure Priorities Identified in Community Consultations
New municipal offices required – preferred approach would be community complex required (short-term)
New community complex has the potential to contribute to the following sustainability goals:
o Ensure equitable access and financial sustainability
o Promote community health and well-being
o Protect and promote Inuit culture, heritage and language
24
5.2 Municipal Garages
5.2.1 System ID
Public Services / Municipal Services
Municipal Parking Garages, Warehouses and Related Buildings
Component Asset
3 Bay Garage/Maintenance Shop (Municipal)
Acquired Projected Useful
(Year)
Life (Year)
Years of
Remaining Life
1980
10
2020
Capacity /
Utilization
Full capacity
Condition Rating
Poor
Poor heating.
6 Bay Garage
1985
2025
15
Carpenter Shop (Municipal - Rented to
Nunavut Power Corp.)
1995
2035
25
1980 Critique Building (Old Morgue)
(Municipal)
Exceeds capacity.
Poor
Adequate
Adequate
Nominal value
Quonset Building (Municipal)
Nominal value
Hamlet Office Storage Shed #1 (Municipal)
Nominal value
Hamlet Office Storage Shed #2 (Municipal)
Nominal value
Cargo Storage Container (Hamlet Office)
(Municipal)
Nominal value
Parking Garage (Municipal)
Over capacity
Maintenance Garage (DPW)
Component Asset
Acquired Projected Useful
(Year)
Life (Year)
Years of
Remaining Life
25
Capacity /
Utilization
Condition Rating
Con Shed (DPW)
Parking Maintenance Garage (DPW)
Plumbing Shop (DPW)
PW&S Office/Trades Building (GN)
Regional Office (GN)
Cargo Container – Maintenance (GN)
Cargo Container - (Cold Storage) (GN)
Explosives Shack
Municipal garages reaching/exceed capacity –concern for mobile equipment maintenance and storage.
3-bay maintenance garage is used for vehicle parking as well as maintenance. Increasing number of vehicles in town means this
facility is under pressure to keep up with demand. Building needs renovation or replacement in next five years. New vehicle
technology means additional garage space required to keep required equipment. Training required to keep staff qualified on
new vehicles.
6-bay garage used for parking of vehicles in one half, and the other half is used for the recycling program which means Hamlet
vehicles need to be parked outside, resulting in increased wear and vandalism. Need to find a new building for the recycling
centre in the short-term (next 1-2 years). Existing building needs renovation when recycling program is moved out. Need
additional parking garage in next ten years.
GN leases several privately owned warehouses for their vehicle parking. As economic activity in mining sector increases, these
buildings could be required by the private sector. Solution to GN vehicle parking and maintenance garage is required (mediumterm: 5-10 years).
26
No priorities were identified by Council for NCIAC in 2006 and 2008.
New recycling centre building (short-term: 1-2 years)
Renovate or replace Hamlet maintenance garage (medium-term)
Renovate Hamlet 6-bay parking garage (medium-term)
Additional Hamlet parking garage (long-term)
Additional parking garages for GN vehicles (long-term)
Investment in municipal services infrastructure has good potential to contribute to meeting the stated community goal(s) and
moderate potential for achieving the following sustainability goals:
o Use resources efficiently
o Ensure equitable access and financial sustainability
27
5.3 Municipal Vehicles
5.3.1 System ID
Infrastructure Category Public Services / Municipal Services
Municipal Vehicles
Component Asset
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
Condition
Rating
2007 Ford F150 Truck (Recreation)
2007
2012
2
Good
2008 Ford Escape
2008
2013
3
Good
1998 Ford Econoline Clubwagon
2008
2010
0
Poor
2008 Ford F150 4x4 (Protective)
2009
2013
3
Good
2008 Ford F150 4x4 (By-law)
2009
2013
3
Good
2008 Ford F150 - Public Works
2009
2013
3
Good
2008 Ford F150 - Public Works
2009
2013
3
Good
Cement Mixer, 9 cube ft Mobile- Stow
1995
Stationery barrel crusher engine
2007
Saturn Trailer, 5x10' Dual Axle Sand Spreader
2003
Welder, Mobile Gas
1985
Saturn Trailer, 14' tandem axel trailer
2005
Small size
2022
12
Modified to crush aluminum cans for
recycling program
Fair
1663 Hours
Obsolete
Good
28
Municipality has been replacing mobile vehicles on a regular cycle. Most are in good shape and have 2-3 years of anticipated life
span remaining. Plan in place for rotating replacement of municipal vehicles.
Most small mobile equipment is self funded by the municipality.
Replacement of all municipal vehicles every five years on a rotating cycle
Investment in municipal vehicles has moderate potential to contribute to meeting the stated community goal(s) and moderate
potential for achieving sustainability goals (e.g. use resources efficiently).
29
5.4 Law Enforcement/RCMP Infrastructure/Corrections
5.4.1 System ID
Public Services / Public Safety
Law Enforcement
Component Asset
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
Condition Rating
RCMP Detachment
Good
RCMP Staff housing
Good
Correctional Centre (GN)
2012-2013
Under development
Staff housing units for the centre are required
GN Capital Estimates 2009-10
Correctional Centre
Dept.
Jus
Budget
34,950K
Cap. Fund.
GN Main
Years
2009-13
30
GN staff housing units for corrections facility (short-term: 1-2 years) [see Staff Housing sheet]
Some potential for inclusion in ISP as an infrastructure investment priority (in the appropriate time frame required to replace or
renovate) because:
o Indirectly related to community goal
o Will make some contribution to sustainability goal of meeting basic human needs for personal and public safety
31
5.5 Fire Services Infrastructure
5.5.1 System ID
Public Services / Fire Services
Municipal Vehicles
Component Asset
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
Capacity /
Utilization
Condition Rating
Fire Hall (Municipal)
1991, renovated
in 2003
2031
21
Adequate
Adequate
Ford Pumper Fire Truck (Municipal)
1992
2012
2
Adequate – low usage
Adequate considering age
2000 Freightliner FL80 Fire truck
(Municipal)
2001
2021
11
Adequate
Adequate
Fire Hall and mobile fire equipment are reported to be in good condition at the time of consultations.
Components missing from the fire hall (O+M) include:
Working security alarm system to protect the equipment.
Compressor to remove truck exhaust
The 1992 Ford Pumper will require replacement (long-term)
32
Replace 1992 Pumper (long-term)
Address O+M components required at fire hall in short-term through non-capital budgets
renovate) because:
33
5.6 Search and Rescue Infrastructure
5.6.1 System ID
Public Services / Search and Rescue
Municipal Vehicles
Component Asset
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
Search and Rescue Building
1995
2035
25
Search and Rescue Building #2 (cold storage)
1980
2020
10
1999 Search and Rescue Cabins
2004
2044
34
Search and Rescue Boat
2003
2010
0
2006 Honda TRX 400 FA 5- SAR ATV
2007
2014
4
2006 Honda TRX 400 FA 5- SAR ATV
2007
2014
4
2006 Scandic 550 ATV
2007
2014
4
Capacity /
Utilization
Condition Rating
Replacement required
34
Boat (short-term: 1-2 years)
Replacement of all ATVs and snowmobiles every five years on a rotating cycle
Communication and tracking systems upgrades (medium-term)
Building renovations (and possible expansion) (long-term)
renovate) because:
o Supports social and cultural sustainability directly, and environmental sustainability indirectly
35
5.7 Power / Energy System Infrastructure
5.7.1 System ID
Public Services
Power / Energy
Component Asset
Acquired (Year)
Projected Useful
Life (Year)
Years of
Remaining Life
Generator Building – Portable
1980
2020
10
QEC Power Plant
1973; additions in
1986 and 1993
2013
3
Running out of space
950 kW Generator
1993
2015
5
950 kW
950 kW Generator
1988
2012
2
950 kW
1450 kW Generator
2006
2038
28
1450 kW
2150 kW Generator
2003
2029
19
2150 kW
Condition
Rating
OK
Tank Farm - diesel
Capacity - 6,309,102.0
Current usage plus 15% safety margin
(6,634,689) exceed capacity. By 2014/15
anticipated usage will be 7,408,664
Tank Farm - gas
Capacity - 2,431,013.0
By year 2014/15 anticipated usage will be
2,282,999, still within capacity
Tank Farm – Jet A1
Capacity - 5,720,528.0
By Year 2014/15 anticipated usage will be
5,601,937, exceeding capacity
36
Increase Bulk Fuel Storage Capacity and Code
Compliance
Dept.
PPD
Budget
12,000K
Cap. Fund.
GN Main
Years
2009-12
Completion of the tank farm capacity increases (short-term: 1-2 years).
Future tank farm capacity increases based on growth projections (long-term)
Address additional fuel supply requirements of economic development (mining sector) (medium-term)
Replacement of fuel delivery trucks every five years on a rotating cycle
Renewable Energy: wind turbines, hydro dam (long-term)
Some potential for inclusion in ISP as a longer term infrastructure investment priority because:
o Contributes to community economic goal and economic sustainability goals, but
o Has not been identified as a priority for infrastructure investment by the community.
37
5.8 Infrastructure Supporting the Traditional Economy
5.8.1 System ID
Economic Infrastructure
Traditional Economy
Component Asset
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
Condition
Rating
Community Freezer/Garage
1980
2000
(-10)
Exceeded. Requires additional space.
Poor
Renewable Resource Office
1990
2020
10
Good
Renewable Resource Cold Storage Shed
1990
2020
10
Good
Renewable Resource Boat House
NCIAC Priorities
New community freezer
2006
2008
9 out of 9
38
Community Freezer space (short-term)
Investment in traditional economic infrastructure is consistent with several sustainability goals including:
o Meeting basic human needs by providing an adequate and secure local food supply
o Achieve a sustainable economy and self-reliance
o Using resources efficiently (by increasing potential reliance on local food sources)
o Promoting Inuit heritage, language and culture
39
5.9 Transportation System – Road Maintenance Equipment and Vehicles
5.9.1 System ID
Economic Infrastructure / Transportation
Transportation System - Equipment and Vehicles
Component Asset
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
1991 Cat Dozer - Track c/w front blade
attachment
1987
2009
(-1)
Exceeding life
Poor – mechanical issues
1991 Caterpillar Grader 140G
1992
2010
0
Exceeding life
Poor
1992 Caterpillar Wheel Loader 950G
1994
2012
2
Adequate
Caterpillar 814F Wheel Dozer
2003
2021
11
Adequate
2002 Bobcat Skid Steer Loader - 763
2004
2022
12
Adequate
2006 Caterpillar 950H Wheel Loader
2007
2025
15
Adequate
1994 Ford Dump Truck - L9000
1995
2002
(-8)
Exceeding life
Poor
Hoist
1994
2009
(-1)
Exceeding life
Adequate
Thompson Steamer
2007
2022
12
Clark Kavanaugh Steamer - trailer mount
1997
Adequate
Quarry
2009
Adequate
Gravel Screener
2009
2024
14
Condition Rating
Adequate
Adequate
Component Asset
40
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
Condition Rating
Bridge- Char River
2004
2027
17
Requires expansion due to
economic activity
Adequate
Snow fence
2002
2022
12
Lifespan impacted by
conditions
Poor
Snow fence
2003
2023
13
Lifespan impacted by
conditions
Poor
Road system is a combination of packed gravel, with some pavement (ring road)
There is one bridge in town (the Char River Bridge) which requires expansion to accommodate increased traffic and future
economic activity from mining sector
Bridge over the Meliadine River is needed. Key infrastructure to develop mining sector. Lack of a bridge is negatively impacting
on community economic development.
New quarry operational. Additional sources required for some materials (e.g. gravel fill for construction).
New grader is required, existing one in poor condition
Second dump truck to replace 1994 Ford was identified in 2006 as a requirement but has not yet been replaced
Existing Snow fences are in poor condition due to the snow loading and wind conditions. One existing fence will need to be
moved as new subdivision growth encroaches on the area. Additional snow fence required in new subdivisions. Additional snow
fencing is required to protect subdivisions (homes and roadways).
41
NCIAC Priorities
2006
Quarry development (opened in 2009)
7 out of 8
Snow Fencing
Yes
Vehicle: Dump Truck
Yes
2008
5 out of 9
Char River Bridge Expansion (short-term: 1-2 years)
Meliadine River Bridge (short-term: 1-2 years)
Dump Truck (short-term: 1-2 years)
Snow Fence (short-term: 1-2 years)
Grader (short-term: 1-2 years)
Additional snow fences for new subdivisions (long-term)
Road to Manitoba (long-term)
Significant potential for inclusion in ISP as a short-term infrastructure investment priority because:
o Contributes to achieving aspects of community vision as well as stated economic sustainability goals,
o Contributes to achieving several sustainability goals; and
o Existing transportation infrastructure will need replacement when life cycles are completed over the next 17 years
o Community plans include transportation as a key component of economic development
o Has been identified as a priority for infrastructure investment by the community
42
5.10 Transportation System- Airport Infrastructure
5.10.1 System ID
Economic Infrastructure
Airport
Component Asset
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
Rankin Inlet Airport Runway
Length (feet): 6000 Width
(feet): 150
Condition Rating
Apron identified as
requiring expansion
Rankin Inlet Airport Terminal
Road Sweeper, 10' Rear Pull Behind
C/W 4 Cylinder Gas (GN)
2004 Ford F250 4x4 (airport)
2004
2011
1
Airport terminal building capacity exceeds the current facility and requires expansion
Airport apron congestion exceeds capacity of apron and requires expansion
Airport de-icing spray occurs near the community water source and posses contamination threat. Require a secure site for deicing in the apron expansion planning.
43
Apron: Deficient RQ Expansion
Airport Apron expansion (short-term: 1-2 years)
o Airport de-icing contamination control system as part of apron considerations
Airport Terminal Building expansion (short-term)
Low potential for inclusion in ISP as an infrastructure investment priority because:
o Not directly related to specific community goals in the transportation sector.
o Minimal contribution to sustainability goals
o Not identified as a priority by the community in other planning exercises.
44
5.11 Transportation System- Marine Infrastructure
5.11.1 System ID
Economic Infrastructure / Marine
Marine Infrastructure Systems
Component Asset
Acquired (Year)
Projected
Years of
Useful Life Remaining
(Year)
Life
Capacity /
Utilization
Condition Rating
Johnson Cove Marine Dock/Terminal (GN)
1998
2028
18
Itivia Dock (GN)
1990s
2028
18
Public Floating Dock (Hamlet)
2009
2024
15
39m x 6.2m x 4.5m
Installation in 2010
Community cranes (GN)
2000
2015
5
1000 lbs max
Replacement or secondary
system
Community mooring bollards (Johnson Cove)
1998 (upgrade in 2005)
2010
0
Community mooring bollards (Itivia)
unknown
Require 2 new bollards
Requires annual maintenance
Nunavut Transportation Strategy (Marine) and community consultations identified the following conditions and needs:
o Johnson Cove: used for fuel resupply, local use and tourism.
need for two new breakwater walls at the entrance to Cove
existing dock needs maintenance and floating dock needs replacement
Cove needs dredging
45
two new shoreline bollards to secure the stern line of the resupply tanker
crane system requires replacement or a secondary system to support increased cargo
o Itivia: barge landing site and staging area for resupply
Fuel storage containment area (barrels)
Need expanded staging area (immediate need for mining sector)
Need secure storage facilities (fenced and warehousing)
Community marine data also identified two future planned community harbour developments and floating docks. (one dock is
landed in 2009 season, but to be installed in 2010)
Long-term needs for tourism marine infrastructure would include landing areas/docks at Diane River, Marble Island and other
locations.
Maintenance of marina sites planned for 2010 under the Ports and Docks Program
NCIAC Priorities
Dredging and breakwater works
Expand dock and lay down area at Itivia
2006
8 out of 8
2008
6 out of 9
7 out of 9
(dredging completed in 2009, breakwater not done)
(expanded dock completed in 2009)
46
Itivia:
o expansion of staging area is a priority (short-term: 1-2 years)
o creation of fuel containment area is a priority (short-term: 1-2 years)
o upgrade barge landing site a priority (short-term: 1-2 years)
o storage facilities is a priority (medium-term)
Johnson Cove:
o renovate/replace dock in short-term (short-term: 1-2 years)
o crane is a priority (medium-term)
o breakwater is a priority (medium-term)
o Landing sites in other locations (Marble Island, Diane River, etc.) (long-term)
Good potential for inclusion in ISP as short, medium and long-term infrastructure investment priority because:
o Existing marine transportation infrastructure will need replacement in medium to longer term when life cycles are completed
over the next 18 years
o Community plans include transportation as a key component of economic development
o Will make a contribution to achieving community and sustainability goals
o Elements of marine infrastructure have been identified as a priority for infrastructure investment by the community
47
5.12 Communications
5.12.1 System ID
Economic Infrastructure / Communications
Communications
Component Asset
Qiniq
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
1999
2019
9
100%
Condition Rating
Good
Northwestel
Cellular
In community only
Local Radio Station (Hamlet)
Increased bandwidth and faster internet services (short-term: 1-2 years)
Solar powered repeaters for cellular service on the land (search and rescue communications) (medium-term)
48
Moderate potential for inclusion in ISP as an infrastructure investment priority because:
o communications support all sustainability goals to a degree: directly supports economic and social sustainability: indirectly
supports cultural and environmental
49
5.13 Commercial Facilities
5.13.1 System ID
Economic Infrastructure / Commercial
Commercial Facilities
Component Asset
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
Condition Rating
None identified
Service development lots are a priority to keep pace with development (short to long-term: 1-15 years)
Significant potential for inclusion in ISP as a short and medium-term infrastructure investment priority because:
o Contributes to achieving aspects of community vision as well as stated economic sustainability goals,
o Has been identified as a priority for infrastructure investment by the community in its CED Plan.
50
5.14 Heritage, Language and Arts
5.14.1 System ID
Cultural Infrastructure
Heritage, Language and Arts
Component Asset
Territorial Park (GN)
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
1990’s
2090+
100+
Condition Rating
Good
Matchbox Gallery (Private)
Ivalu (Private)
Kivalliq Regional visitor Centre study (GN-EDT) in 2010/2011 – continuation of previous feasibility studies (approx. $700,000 for
design)
Arts & Crafts centre or workshop space for carving, tool making, jewellery and sewing (medium-term). Potential to combine this
facility with the proposed Kivalliq Regional Visitor Centre
Kivalliq Regional Visitor Centre (medium-term)
51
Significant potential for inclusion of new facilities and infrastructure supporting heritage, arts and language in the ISP as short
and medium-term infrastructure investment priorities because:
o Contributes to achieving aspects of community vision as well as at least one stated economic goal,
o Contributes to achieving cultural, economic and social sustainability goals; and
o Has been identified as a potential area for investment by the community in its CED Plan.
o As a regional centre, investment in cultural/heritage infrastructure in Rankin Inlet can provide services for all communities in
the region, thereby increasing the return on investment and promoting these sustainability goals for the entire Kivalliq
region.
52
5.15 Recreation Infrastructure
5.15.1 System ID
Recreation Infrastructure
Component Asset
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
Siniqituaq Complex (Arena,
Curling Hall & Swimming Pool)
1987
2027
17
Use exceeds current capacity
Poor (pool) to good (arena)
Pool
1995
2010
0
seasonal
Poor
John Ayaruaq Public Library
Condition Rating
Good
Zamboni - Gas Powered
1990
2008
(-2)
Not in use
Zamboni Ice Resurfacer 520
2005
2023
13
Area 2 Playground
2005
2015
5
Good
Area 2 Playground
2006
2016
6
Good
Area 6 Playground
2007
2017
7
Requires expansion
Area 5 Playground
2008
2018
8
Meets capacity
Good
Soccer Field
2009
2019
9
Seasonal
Good
Baseball Diamond
2005
2020
10
Seasonal
Requires improvements
Very good
Other recreational facilities identified:
53
o Dart Club and Legion (members only)
o School gymnasiums (3) and walking track
o Arctic College Weight Room – however this room will be required by the college in the future and will need to be housed in a
new facility
Recreation facilities are serving the community and in many facilities aimed at Children and youth the capacity of the
infrastructure is not keeping pace with community growth and demand from users. As the regional hub, many regional
tournaments are held in Rankin Inlet at the arena and recreation complex. This adds additional wear and tear, and limits
community use time of the facility. The increase in population for tournaments also brings indirect pressure on other supporting
infrastructure (water, sewage, waste, housing, transportation) that increases the real community capacity figures that these
facilities were designed to support.
Siniqituaq Complex lifespan is identified in database as 2027, but conditions in the building vary from poor (pool) to good
(arena), and utilization rate is exceeding capacity of the facility.
The community hall is too small for the size of the community and is in poor condition. Municipality has identified a new multipurpose complex as a priority to NCIAC in 2006 and 2008. The facility could include:
o Arena
o Pool
o Youth Centre
o Community Hall
o Municipal Offices
Baseball diamond is well used in the summer but requires upgrades
New soccer field is well used in the summer but requires upgrades
Playgrounds:
o Area 2 playground is in good condition but use exceeds capacity. Additional equipment required.
o Area 6 playground needs to be moved away from traffic
o Area 5 playground in good condition
54
Arena Upgrades
Dept.
CGS
Budget
1,082K
Cap. Fund.
GN Main 682K +
Municipal Rural
Infrastructure Fund
400K
Years
2009-11
NCIAC Priorities
2006
New community complex housing a new arena, community hall and hamlet office
2008
1 out of 9
New Community Hall
2 out of 8
Arena Retrofit
3 out of 8
Siniqituaq Complex renovation and expansion (arena upgrades, new pool, offices, weight room space) (short-term: 1-2 years)
Relocation of area 6 playground (short-term: 1-2 years)
Baseball Diamond upgrades (short-term: 1-2 years)
New Regional Recreational multi-plex with arena, municipal offices and large community hall (medium-term)
Baseball Diamond and Soccer Field upgrades (medium-term)
Significant potential for inclusion in ISP because it:
o Represents a response to growth in the community.
o Is consistent with previously stated community goals and priorities
o Contributes to achieving aspects of community vision
o Contributes to meeting sustainability goals for social, cultural and economic sustainability
55
5.16 Elders and Youth Facilities
5.16.1 System ID
Elders and Youth Infrastructure
Component Asset
Acquired
(Year)
“Yacht Club” Youth Centre
1995
Friendship Centre
1980’s
Projected Useful
Life (Year)
2035
Years of
Remaining Life
25
Condition Rating
Good
Requires improvements
Friendship Centre is a well used facility but it requires renovation/upgrades, and new spaces to offer additional services to the
growing Elder population
Youth Centre expansion (medium-term)
56
Friendship Centre renovations (medium-term)
Significant potential for inclusion in ISP because it:
o Is consistent with previously stated community goals and priorities
o Contributes to meeting sustainability goals for social, cultural and economic sustainability
57
5.17 Health Infrastructure
5.17.1 System ID
Health Infrastructure
Health Infrastructure
Component Asset
Kivalliq Health Centre
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
2005
2030
20
80%
Good
2020
10
100%
Good
100%
Good
Children’s’ Group Home
Wellness Centre (Old Health Centre)
1970
2030
20
1990 Ford Van - Ambulance
1992
2012
2
2030
20
Adult Group Home
Condition Rating
Poor
100%
Good
Kivalliq Health Centre
Dept.
HSS
Budget
882K
Cap. Fund.
GN Main
Years
2009-10
58
Elder Care Facility (approx. 10 beds) required (short-term)
Ambulance replacement required (short-term: 1-2 years)
Medical Boarding Home (to be privately funded infrastructure) required (short-term)
Health Centre Storage Facility required (medium-term)
Safe Shelter required in Rankin (medium-term)
Addictions and Mental Health Regional Centre required (medium-term)
Good potential for inclusion of health related infrastructure in ISP because it:
o Contributes to meeting sustainability in social, cultural and economic sectors
59
5.18 Elementary and High School Infrastructure
5.18.1 System ID
Education Infrastructure
Elementary/High School Infrastructure
Component Asset
Leo Ussak School
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
1986
2025
15
Capacity - 346
Condition Rating
Good
Utilization 219- 63%
Maani Ulujuk School
1982
2025
15
Capacity - 442
Requires exterior renovations
Alaittuq High School
1998
2025
15
Capacity - 176
Foundation requires stabilization
Most education infrastructure in Rankin Inlet is in good shape due to regular maintenance.
Maani Uluiuk School requires O+M for exterior siding upgrades
Alaittuq High School requires stabilization of the building foundation
60
Alaittuq High School stabilization of the building foundation (short-term: 1-2 years)
61
5.19 Daycare Infrastructure
5.19.1 System ID
Daycares
Component Asset
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
Condition Rating
Day Care 1
1980
2009
(-1)
100%
Poor
Day Care 2
1995
2015
5
100%
Poor
Daycare spaces in the community are limited and demand exceeds current capacity. Both daycares are in poor condition and
require renovations. An additional daycare facility is required to meet demand of growing demographic. Lack of daycare space
limits parents’ employment opportunities.
Daycare: renovations to existing centres (short-term: 1-2 years)
62
New daycare facility (medium-term)
Good potential for inclusion of education related infrastructure in ISP because it:
o Contributes to meeting sustainability goals for social, economic and cultural sustainability
63
5.20 Adult Education Infrastructure
5.20.1 System ID
Adult Education
Component Asset
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
Capacity /
Utilization
Condition Rating
Nunavut Trade School
2011/2012
2031
30
Not open
Kivalliq Hall Residences
1982
2025
15
90%
Good
Married Student Residences
2008
2030
20
100%
Good
NAC Adult Education / Resource Centre
1996
2025
15
Good
Dept.
Budget
Cap. Fund.
Years
Student Accommodation
NAC
50K
GN Main
2009-10
Nunavut Trades School
NAC
10,150K
GN Main
2009-11
64
No recommended investment.
65
5.21 Public Housing
5.21.1 System ID
Housing Infrastructure
Public Housing
Component Asset
121 Single Family Housing Units
25 Duplex
99 Multi-Family Units (as of 2008)
3 Five-Plexes
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
Condition Rating
110 Pre-1990
82 (52 units rated)
2 Post-1990
Not rated
9 No date
88 (1 unit rated)
17 Pre-1990
89 (5 units rated)
2 Post-1990
Not rated
6 No date
Not rated
56 Pre-1990
88 (19 units rated)
33 Post-1990
77 (4 units rated)
10 No date
Not Rated
2008/09
1 House
14 NHC Leased Units
1 Cold Storage
1 Office
66
Total of 263 units of which at least 70% were constructed pre-1990.
Number of Private Dwellings
Census
2001
2006
Total - Number of private occupied dwellings
645
655
Number of owned dwellings
215
205
Number of rented dwellings
430
450
Dwellings Requiring Major Repair
Census
1996
2006
Dwellings requiring major repair - as a % of total occupied private dwellings 110=19% 13
Dwellings With More Than One Person Per Room
Census
1996
% of occupied dwellings with more than one person per room
14.7
2006
16
67
Dept.
Budget
Cap. Fund.
Years
Tenant Improvements
HR
40K
GN Main
2009-10
Modernization & Improvements Retrofit
NHC
3,963K
GN Main 2,466K
CMHC 1,497K
2009-14
NHC Capital Projection (AHI)
16 units
SFD
Duplex
11
Multi-plex (5)
1
Years
2010-11
Renovation of existing housing to address mould (health concerns) (short-term)
Serviced building lots zoned for residential development of various density (short-term)
Construction of new units for single persons, and large families (medium-term)
Construction of Elder multi-plex units (medium-term)
Construction of new units of all sizes (long-term)
High potential for inclusion of public housing related infrastructure in ISP because it:
o Represents a response to anticipated growth in the community over the next decade.
o Will help address current shortfalls in adequate, affordable and appropriate housing.
o Contributes to achieving aspects of community vision and community goals.
o Contributes to meeting sustainability goals in social, economic, cultural and environmental sustainability.
68
5.22 Staff Housing
5.22.1 System ID
Housing Infrastructure
Staff Housing (Municipal) *Note – data on GN staff housing not provided in chart
Component Asset
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
Condition Rating
Staff House (Planning)
Poor
2 Bedroom House
Poor
1980 HAP House - Airport Manager
1993
2033
23
SAO Condominium
2005
2045
35
HAP House Storage Shed
1980
2020
10
Storage Shed (SAO Residence)
1998
2038
28
Staff Housing, Correctional Centre
Dept.
NHC
Budget
9,075
Cap. Fund.
GN Main
Years
2010-11
69
Serviced building lots zoned for residential development of various density in the short-term (1-5 years)
Municipal staff housing
o Renovation of existing units (short-term: 1-2 years)
o Replace the staff house and 2 bedroom house (medium-term)
o Replace HAP house and add additional staff units (long-term)
GN staff housing
o Add new 1 and 2 bedroom units (short-term: 1-2 years)
o Renovate existing units (Medium-term)
o Add additional staff units of all sizes (Long-term)
Improve planning process to link staff housing unit development with new GN capital projects/infrastructure development
Some potential for inclusion in ISP as a longer term infrastructure investment priority because:
o Life cycle of staff housing will be completed in another 20-30 years
o Contributes to social, cultural and economic sustainability directly, and indirectly to environmental sustainability
70
5.23 Water
5.23.1 System ID
Environmental Infrastructure
Water
Component Asset
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
Lake Nippisar (GN)
?
2018
8
Nipissar Pumphouse (GN)
1970’s
2000
(-10)
Poor
Williamson Pumphouse (GN)
1970’s
2000
(-10)
Fair
Johnson Cove Lift Station (GN)
1998
2023
13
Good
Nuvik Lift Station (GN)
1998
2023
13
Good
Utilidor
1970’s
Nuvuk Utilidor 1999 (municipal)
1999
2029
19
Good
2000
2030
20
Good
2001
2031
21
Good
Ford F800 Water Truck (municipal)
1995
2002
(-8)
Not operable
2009 Sterling Acterra Water Truck
(municipal)
2009
2016
6
Good
Use may be exceeding capacity
Condition Rating
Good
Fair
71
Nunavut Trade School Water and Sewer Mains
Dept.
CGS
Budget
1,044K
Cap. Fund.
GN Main
Years
2009-12
NCIAC Priorities
2006
Nipissar Lake Pump House Improvement
Yes
Water Pump House Improvements
Yes
New Utilidor in Area 6
4 out of 8
New Water and Sewer Area 1
Yes
2008
2 out of 9
Replace Nipisar Pump House (short-term: 1-2 years)
Identify and develop alternative water source to keep pace with community growth (medium-term)
High potential for inclusion of water related infrastructure in ISP because it:
o Represents a response to the need to increase capacity within the existing infrastructure system, particularly with respect to
water supply, and to expand the water distribution system to meet new and anticipated residential, commercial and
potentially industrial demand.
o Contributes to achieving elements of the community vision and specific community goals, as well as to environmental, social
and economic sustainability goals.
o Investment in water system infrastructure could be a priority in the short and medium-term, and in the long-term in the
event the population continues to grow at current rates.
72
5.24 Wastewater and Sewage Disposal
5.24.1 System ID
Wastewater and Sewage Disposal
Component Asset
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
Capacity /
Utilization
Ford F700 Sewage Truck
1998
2005
(-5)
Use exceeds capacity
Sterling Acterra Sewage Truck
(Municipal)
2009
2016
6
Sewage Treatment Plant (GN)
Wastewater Treatment (GN)
Utilidor System
Sewage Screener (GN)
1998
2028
18
Drainage (GN)
2001
2031
21
Condition Rating
Potential for environmental
contamination if treatment
facility is not enhanced
Consultations with the municipality identified that capacity of the sewage collection, treatment and storage system is not
keeping pace with the growth of the community.
Population growth and pressures from regional centre role of Rankin Inlet means that the system is under designed for the
number of current and future users.
73
Consultations identified concerns with sewage treatment capacity and potential for contamination into the environment if
treatment facility is not enhanced.
Nunavut Trade School Water and Sewer Mains
Dept.
CGS
Budget
1,044K
Cap. Fund.
GN Main
Years
2009-12
NCIAC Priorities
2006
Sewage Treatment Plant
Yes
Water and Sewer Area 1
Yes
2008
Sewage Treatment plant (medium-term)
Utilidor replacement and expansion as community grows (long-term)
High potential for inclusion of waste water related infrastructure in ISP because it:
o Represents a response to the need to increase capacity within the existing system and to expand the system to meet new
and anticipated residential, commercial and potentially industrial demand.
o Contributes to achieving elements of the community vision and specific community goals, as well as to environmental, social
and economic sustainability goals.
o Investment in waste water and sewage disposal system infrastructure could be a priority in the short and medium-term, and
in the long-term in the event the population continues to grow at current rates.
74
5.25 Solid Waste
5.25.1 System ID
Solid Waste
Component Asset
Acquired
(Year)
Projected Useful
Life (Year)
Years of
Remaining Life
Condition Rating
2006 Ford F750 Chassis Cab (Garbage)
2007
2014
4
Ford F800 Garbage Compactor
1995
2002
(-8)
Used as spare truck
Fair
New Land Fill Site
2009
2030
20
Not open as of 2009
Good
Old Land Fill Site
1960’s
exceeded
To be reclaimed on closure
Good
New dump has a twenty year lifespan which could be extended if recycling and compacting practices are in place. Issues
identified in the consultations with the new dump include:
o Access road was built too low and it is difficult to prevent snow loading in winter
o Built inside the watershed for the community
o Snow loading along fence makes it difficult to contain wind blown garbage in winter
o Location of dump in the airport flight path may cause issues with blowing garbage and birds
Municipal recycling program currently operating out of Hamlet’s 6-bay garage (takes up 3 bays). A new recycling facility is
required to allow Hamlet to use garage for vehicle parking.
Old dump has exceed design capacity, and will be reclaimed once new site is operational.
75
Abandon Old Solid Waste Site
Dept.
CGS
Budget
Cap. Fund.
700K
GTF
Years
2009-10
NCIAC Priorities
2006
2008
Garbage compactor bin system
5 out of 8
3 out of 9
Upgrade road to new solid waste site
6 out of 8
4 out of 9
Abandon old solid waste site
Yes
Garbage compactor bin system is a system to manage household garbage for pickup by truck: lift system to empty bin directly
into truck
Abandoned solid waste site reclamation tender expected to be issued in 2010
Improvements to access road to new dump site (short-term: 1-2 years)
New recycling centre building (short-term: 1-2 years)
Good potential for inclusion of solid waste infrastructure in ISP because it:
o Has been identified as a priority by the community.
o Contributes to achieving elements of the community vision and specific community goals, as well as to environmental and
other sustainability goals.
76
6 Bibliography
Rankin Inlet Specific sources
Rankin Inlet Community Economic Development Plan, 2006, Hamlet of Rankin Inlet
Rankin Inlet Community Plan and Zoning ByLaw, 2008, Hamlet of Rankin Inlet
General sources
Aarluk Consulting Inc. 2009. Evaluation of the Gas Tax Fund and Public Transit Fund in
Nunavut (Government of Nunavut, Community and Government Services)
Conference Board of Canada, 2004. Infrastructure Planning for Nunavut’s Communities:
Interim Report (Nunavut Association of Municipalities)
Environment Canada, Sustainable Community Indicators Program, [Online] Available at:
http://www.ec.gc.ca/soer-ree/English/scip/default/cfm
Government of Nunavut, Capital Estimates 2010 – 2011 and Government of Nunavut 5year Capital Plan 2011 - 2015
Government of Nunavut, Department of Community and Government Services.
Community Asset Lists
Government of Nunavut, Department of Community and Government Services. 2006,
2008, 2010. Community Asset Priorities
Government of Nunavut, Department of Community and Government Services. 2009.
Tangible Capital Assets Reporting
Government of Nunavut, Department of Economic Development and Transportation.
2008, Nunavut Airports 20-year Capital Plan
Government of Nunavut, Department of Economic Development and Transportation,
2009. Community Marine Data
Nunavut Transportation Strategy
2010, Power Generation (Personal communication)
Government of Nunavut, Department of Education. Capital Database: Listing of Schools
in Nunavut and Utilization Rates of Schools (Alex confirm)
Government of Nunavut, Department of Education. Nunavut School Data, 2008 – 2009
(Alex confirm)
Government of Nunavut, Health and Social Services, 2009, Age of Community Health
Facilities
77
Government of Nunavut, Sport & Recreation Division, 2001, Nunavut Recreation Facility
Study
Government of the Northwest Territories, Municipal and Community Affairs. Community
Government Tool Kit: Community Infrastructure Planning, [Online] Available at
http://www.maca.gov.nt.ca/toolkit/infrastructure_plan/index.html
Holland, Mark. 2006. The 8 Pillars of a Sustainable Community, [Online] Available at
http://www.hblanarc.ca/attachments/8pillars_matrix_HBL.pdf
Jivko Engineering, 2006, Nunavut Bridge Inventory
National Research Council Canada. 2004, Municipal Infrastructure Investment Planning
Report: Case Studies on Municipal Infrastructure Investment Planning
Nunavut Arctic College. Nunavut Arctic College Capital Plan 2010/11
Nunavut Association of Municipalities. Nunavut Association of Municipalities Insurance
Exchange (NAMIX), 2009 – 2010: Statement of Values
Nunavut Housing Corporation. Affordable Housing Initiative
Nunavut Housing Corporation. February 20, 2009. Baffin Status Report
Nunavut Housing Corporation. January 31, 2008. Kitikmeot Status Report
Nunavut Housing Corporation. January 31, 2008. Kivalliq Status Report
Nunavut Housing Corporation, March 31, 2008, NHC Inventory
Nunavut Housing Corporation. March 31, 2009. Public Housing Inventory
Nunavut Power Corporation, 2010, Personal communication, Ref: Engine Capacity and
replacement forecast
Qikiqtani Inuit Association, 2010, Community profiles, [Online] Available at
http://www.qia.ca/i18n/english/home.shtm
SSI Micro, 2010, Personal communication, REF: Internet connectivity
Statistics Canada, 2006 Census, Community Profiles, [Online] Available at
http://www12.statcan.ca/census-recensement/2006/dp-pd/prof/92591/index.cfm?Lang=E
Specific sources
Community Economic Development Plans
78
7 Interviewees, consultation calendar, and list of local
meeting participants
Consultations on the development of this Integrated Community Infrastructure
Sustainability Plan included interviews with key officials responsible for or
knowledgeable about existing infrastructure and infrastructure needs in Rankin Inlet.
This included interviews or informal meetings with the following individuals either prior
to, during or following community based consultation activities:
Key Informants
Consultations on the Integrated Community Infrastructure Sustainability Plan were held
in Rankin Inlet November 18-20 2009. Meetings were held with Todd McKay, Manager,
Nunauvt Field Operations of the Petroleum Products Division, Shawn Maley, Director,
Nunavut Airports, and Ralph Ruediger, Director, Kivalliq Region and Wayne Thistle,
Regional Projects Manager at the Kivalliq Regional Office of CGS. A tour of Rankin Inlet’s
infrastructure was also provided by Ralph Ruediger.
Workshop – Stakeholders
The Workshop was held in the Kivalliq Inuit Association Boardroom on Thursday
November 19, 2009.
Name
Position
Organisation
Fuad Maliha
Coordinator
Kivalliq Regional Health Centre
Todd McKay
Manager, Nunavut Field Operations
GN, CG&S, Petroleum Products Division
Paul Waye
SAO
Hamlet of Rankin Inlet
Tom
Foreman
Hamlet of Rankin Inlet, Public Works
David Clark
Recreation Coordinator
Noah Tiktak
Councillor
Jackson Lindell
Councillor
Ambrose Karlik
Fire Chief
Fire Department
Thomy Samayruok
Rosemary Brown
Sakku Investments Corporation
Capital Planner
Robert Connelly
GN, HS&S
GN, ED&T
George Dunkerley
Executive Director
Pulaarvik Kablu Friendship Centre
Joe Strickland
Facilities Manager
GN, CG&S, Facilities - Trades, Operations &
Maintenance Division
John Hicks
Mayor
Bill ?
resident
79
Open House
The Open House was held in the Tuaarvik Inn Boardroom on Thursday November 19,
2009 and had 3 participants.

Rankin Inlet ICISP Volume 2 Final (2011-08-10)

Transcription

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