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Prepared for the Government of Nunavut by Aarluk Consulting Inc. Approved by the Hamlet Council of Rankin Inlet September 2010
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Infrastructure for a Sustainable Rankin Inlet Volume One: Community Priorities
A report prepared for the Government of Nunavut by Aarluk Consulting Inc. Submitted to the Hamlet of Rankin Inlet – Approval Pending Submitted to the Government of Nunavut, Department of Community and Government Services
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Acknowledgements Through the fall of 2009 and winter of 2010, twenty-three Nunavut communities prepared Integrated Community Infrastructure Sustainability Plans (ICISPs). ICISPs will help communities identify and achieve goals for environmental, cultural, social and economic sustainability. The result of the process will be an infrastructure plan for each community that is long- term, reflects community goals and priorities, meets the needs and interests of all residents and groups, and is based on sustainability principles and goals. In the short- term, these plans will provide a useful and practical framework for identifying and justifying future infrastructure projects. More broadly, these plans represent a first step in the broader process of creating a long-term, comprehensive sustainability plan for each Nunavut community. The development of the ICISPs was coordinated by the Nunavut Community Infrastructure Advisory Committee (NCIAC) and the Government of Nunavut’s Department of Community and Government Services (CGS). Funding for the development of the ICISPs was provided under the Gas Tax Fund (GTF) of the Government of Canada. We would particularly like to thank the Hamlet of Rankin Inlet Council (2009-2010), Hamlet Staff, and Government of Nunavut (Kivalliq Region) Staff for their assistance in this planning.
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Contents 1 Executive Summary ...... 6 2 Guide to the Report ...... 8 3 Overview of the Community ...... 9 4 Community Sustainability Goals and Priorities ...... 11 5 Summary of Community Infrastructure Needs ...... 13 5.1 Community Infrastructure Needs, By Time Frame ...... 13 6 Community Infrastructure Profile ...... 24 6.1 Public Services Infrastructure...... 25 6.1.1 Hamlet Office ...... 25 6.1.2 Municipal Garages and Buildings ...... 25 6.1.3 Municipal Vehicles ...... 28 6.1.4 Law Enforcement / RCMP / Corrections ...... 29 6.1.5 Fire Services ...... 30 6.1.6 Search and Rescue ...... 31 6.1.7 Power/Energy System Infrastructure ...... 32 6.2 Economic Infrastructure ...... 33 6.2.1 Traditional Economy ...... 33 6.2.2 Transportation - Road Maintenance Vehicles and Equipment ...... 34 6.2.3 Transportation – Airport Infrastructure ...... 36 6.2.4 Transportation – Marine ...... 37 6.2.5 Communications ...... 39 6.2.6 Commercial Facilities ...... 40 6.3 Cultural Infrastructure ...... 41 6.3.1 Culture, Heritage, Language and Arts ...... 41 6.3.2 Recreation Facilities ...... 42 6.3.3 Elders and Youth Facilities ...... 44 6.4 Health and Wellness Infrastructure ...... 45 6.5 Education Infrastructure ...... 46 6.5.1 Elementary / High School...... 46 6.5.2 Day Care ...... 47
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6.5.3 Adult Education ...... 48 6.6 Housing Infrastructure ...... 49 6.6.1 Public Housing ...... 49 6.6.2 Staff Housing ...... 51 6.7 Environmental Infrastructure ...... 52 6.7.1 Water ...... 52 6.7.2 Waste Water and Sewage Disposal ...... 53 6.7.3 Solid Waste Disposal ...... 54 7 Appendices ...... 55 7.1 List of Tables ...... 55 7.2 Acronyms ...... 56 7.3 Key Definitions and Terms ...... 57
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1 Executive Summary
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 Infrastructure Advisory Committee (NCIAC), which is mandated to work with Nunavut communities to define their long-term infrastructure requirements and priorities, and to help link those needs to a framework of integrated community sustainability planning. In 2009 GN and the NCIAC began to develop community-specific Integrated Community Infrastructure Sustainability Plans (ICISPS). This is an important preliminary step in the development of broader, more comprehensive Integrated Community Plans (ICPs), which would integrate ICISPS with other community plans for economic development, health and wellness, and other areas. The ICISP initiative focused on identifying priority infrastructure investments, looking primarily at network infrastructure like roads, bridges, water and wastewater systems), buildings, and equipment. The plans were to be developed through a series of community consultations, research of existing plans and priorities, key person interviews, and a framework of initial sustainability goals prepared by NCIAC and expanded by each community. Preparation for the Rankin Inlet ICISP began in the fall of 2009. The community consultation meeting was held on Thursday November 19 2009. A draft was provided to Council for review and approved on September 28, 2010 (approval pending). The ICISP was submitted to CGS as a final report on this community's planning process. The specific infrastructure investment priorities identified by the people of Rankin Inlet are set in table format in this volume, and explored in greater depth in Volume 2 of this report. Many of Rankin Inlet’s sustainable infrastructure issues are shared with other communities across Nunavut. These include challenges arising from geography and climate, a young and growing population served by already overburdened infrastructure, and a limited economy. Other major considerations identified by community members included:
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Increased mineral sector activity will impact 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 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. Growth of the regional economy will attract new residents and new business opportunities. Diversification of the economy will require serviced development lots for commercial and industrial development, additional housing, and additional public and private services that contribute to the quality of life for residents.
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2 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. 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 socio- economic 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.
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3 Overview of the Community
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. The community of Rankin Inlet was formed with the discovery of nickel in the 1950s. With the formation of the Rankin Inlet Nickel Mine, the Inuit of the region moved to the area to fill the jobs that were available. Although the mine had been shut down in the 1960s the community remained. Today, explorations near this community are discovering potential for the successful operations of both diamond and gold mines. It is projected that Rankin Inlet will become a bustling mining town in the next few years. Just outside of Rankin Inlet is the Meliadine River, which is an historical site of the Thule people. It has a well-marked walking tour around this site. It has also long been a place for good fishing for arctic char, grayling, and trout. Marble Island is another historical site just outside of Rankin Inlet. It is one of the well known whaling sites in the north. Whaling ships wintered there while gathering valuable whale blubber to light the European lanterns and other by-products of the bowhead whale. 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.Based on these rates of growth the estimated population of Rankin Inlet in 2020 is 3,633. 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. 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. 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. 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
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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.
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4 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. Meet basic human needs. 2. Achieve a sustainable economy and self-reliance. 3. Ensure equitable access for all residents and financial sustainability. 4. Promote individual and community health and well-being. 5. Use resources efficiently. 6. Reduce waste and hazardous waste. 7. Protect and promote Inuit culture, heritage and language. 8. 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;
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o Economic development. Long term starts with one foot forward.
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5 Summary of Community Infrastructure Needs
5.1 Community Infrastructure Needs, By Time Frame Table 1 below sets out Rankin Inlet’s Integrated Community Infrastructure Sustainability Plan. It identifies infrastructure needs and priorities in the short-term (ST – within the next 5 years), medium-term (MT – within 5 to 10 years) and long-term (LT – within 10 to 15 years). These priorities are based on community consultations, the current condition and capacity of existing infrastructure, and community-identified goals, priorities and needs for future infrastructure development. Each infrastructure investment priority is linked with the sustainability goals that it supports.
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Table 1. Integrated Community Infrastructure Sustainability Plan
Sustainability Goals Supported by Investment Infrastructure System and Issues and Action Required Other Asset Description (New/Replace/Renovate or Repair) Environment Economic Social Cultural Community Goals SHORT-TERM INFRASTRUCTURE PRIORITIES (ST) Hamlet Office New municipal offices required – preferred approach Vol. 1, Sec. 6.1.1 would be community complex required Vol. 2, Sec. 5.1 Municipal Garages and Buildings New recycling centre building (1-2 years) Vol. 1, Sec. 6.1.2 Vol. 2, Sec. 5.2 Municipal Vehicles Replacement of all municipal vehicles every five years on Vol. 1, Sec. 6.1.3 a rotating cycle Vol. 2, Sec. 5.3 Search and Rescue Replace Boat (1-2 years) Vol. 1, Sec. 6.1.6 Vol. 2, Sec. 5.6 Search and Rescue Replace all ATVs and snowmobiles every five years on a Vol. 1, Sec. 6.1.6 rotating cycle Vol. 2, Sec. 5.6 Law Enforcement GN Staff Housing units for Corrections Centre (1-2 years) Vol. 1, Sec. 6.1.4 Vol. 2, Sec. 5.4
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Fire Services Address O+M components required at fire hall through Vol. 1, Sec. 6.1.5 non-capital budgets Vol. 2, Sec. 5.5 Power / Energy Completion of the tank farm capacity increases (1-2 Vol. 1, Sec. 6.1.7 years). Vol. 2, Sec. 5.7 Power / Energy Replacement of fuel delivery trucks every five years on a Vol. 1, Sec. 6.1.7 rotating cycle Vol. 2, Sec. 5.7 Traditional Economy Community Freezer space Vol. 1, Sec. 6.2.1 Vol. 2, Sec. 5.8 Road Maintenance Vehicles and Char River Bridge Expansion (1-2 years) Equipment Vol. 1, Sec. 6.2.2 Vol. 2, Sec. 5.9 Road Maintenance Vehicles and Meliadine River Bridge (1-2 years) Equipment Vol. 1, Sec. 6.2.2 Vol. 2, Sec. 5.9 Road Maintenance Vehicles and Dump Truck (1-2 years) Equipment Vol. 1, Sec. 6.2.2 Vol. 2, Sec. 5.9
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Road Maintenance Vehicles and Snow Fence (1-2 years) Equipment Vol. 1, Sec. 6.2.2 Vol. 2, Sec. 5.9 Road Maintenance Vehicles and Grader (1-2 years) Equipment Vol. 1, Sec. 6.2.2 Vol. 2, Sec. 5.9 Airport Airport Apron expansion (1-2 years) Vol. 1, Sec. 6.2.3 Vol. 2, Sec. 5.10 Airport Airport Terminal Building expansion Vol. 1, Sec. 6.2.3 Vol. 2, Sec. 5.10 Marine Transportation Itivia: expansion of staging area is a priority (1-2 years) Vol. 1, Sec. 6.2.4 Vol. 2, Sec. 5.11 Marine Transportation Itivia: creation of fuel containment area is a priority (1-2 Vol. 1, Sec. 6.2.4 years) Vol. 2, Sec. 5.11 Marine Transportation Itivia: upgrade barge landing site a priority (1-2 years) Vol. 1, Sec. 6.2.4 Vol. 2, Sec. 5.11 Marine Transportation Johnson Cove: renovate/replace dock (1-2 years) Vol. 1, Sec. 6.2.4 Vol. 2, Sec. 5.11
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Communications Increased bandwidth and faster internet services (1-2 Vol. 1, Sec. 6.2.5 years) Vol. 2, Sec. 5.12 Commercial Facilities Service development lots are a priority to keep pace with Vol. 1, Sec. 6.2.6 development (short to long-term: 1-15 years) Vol. 2, Sec. 5.13 Culture, Heritage, Language and Arts Kivalliq Regional Visitor Centre Vol. 1, Sec. 6.3.1 Vol. 2, Sec. 5.14 Recreation Siniqituaq Complex renovation and expansion (arena Vol. 1, Sec. 3.2 upgrades, new pool, offices, weight room space) (1-2 years) Vol. 2, Sec. 5.15 Recreation Relocation of area 6 playground (1-2 years) Vol. 1, Sec. 3.2 Vol. 2, Sec. 5.15 Recreation Baseball Diamond upgrades (1-2 years) Vol. 1, Sec. 3.2 Vol. 2, Sec. 5.15 Health Elder Care Facility (approx. 10 beds) Vol. 1, Sec. 6.4 Vol. 2, Sec. 5.17 Health Ambulance replacement (1-2 years) Vol. 1, Sec. 6.4 Vol. 2, Sec. 5.17
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Health Medical Boarding Home (to be privately funded Vol. 1, Sec. 6.4 infrastructure) Vol. 2, Sec. 5.17 Schools Alaittuq High School stabilization of the building Vol. 1, Sec. 6.5.1 foundation (1-2 years) Vol. 2, Sec. 5.18 Daycare Renovate existing daycare centres (1-2 years) Vol. 1, Sec. 6.5.2 Vol. 2, Sec. 5.19 Daycare New daycare facility Vol. 1, Sec. 6.5.2 Vol. 2, Sec. 5.19 Public Housing Renovate existing housing to address mould (health Vol. 1, Sec. 6.6.1 concerns) Vol. 2, Sec. 5.21 Public Housing Serviced building lots zoned for residential development Vol. 1, Sec. 6.6.1 of various density Vol. 2, Sec. 5.21 Staff Housing Serviced building lots zoned for residential development Vol. 1, Sec. 6.6.2 of various density Vol. 2, Sec. 5.22 Staff Housing Renovate existing Municipal staff housing units (1-2 Vol. 1, Sec. 6.6.2 years) Vol. 2, Sec. 5.22
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Staff Housing Add new GN staff housing 1 and 2 bedroom units (1-2 Vol. 1, Sec. 6.6.2 years) Vol. 2, Sec. 5.22 Water Replace Nipisar Pump House (1-2 years) Vol. 1, Sec. 6.7.1 Vol. 2, Sec. 5.23 Solid Waste Improvements to access road to new dump (1-2 years) Vol. 1, Sec. 6.7.3 Vol. 2, Sec. 5.25 Solid Waste New recycling centre building (1-2 years) Vol. 1, Sec. 6.7.3 Vol. 2, Sec. 5.25 MEDIUM-TERM INFRASTRUCTURE PRIORITIES Municipal Garages and Buildings Renovate or replace Hamlet maintenance garage Vol. 1, Sec. 6.1.2 Vol. 2, Sec. 5.2 Municipal Garages and Buildings Renovate Hamlet 6-bay parking garage Vol. 1, Sec. 6.1.2 Vol. 2, Sec. 5.2 Search and Rescue Upgrade Communication and tracking systems Vol. 1, Sec. 6.1.6 Vol. 2, Sec. 5.6 Power / Energy Address additional fuel supply requirements of economic Vol. 1, Sec. 6.1.7 development (mining sector) Vol. 2, Sec. 5.7
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Marine Transportation Itivia: storage facilities is a priority Vol. 1, Sec. 6.2.4 Vol. 2, Sec. 5.11 Marine Transportation Johnson Cove: crane is a priority Vol. 1, Sec. 6.2.4 Vol. 2, Sec. 5.11 Marine Transportation Johnson Cove: breakwater is a priority Vol. 1, Sec. 6.2.4 Vol. 2, Sec. 5.11 Communications Solar powered repeaters for cellular service on the land Vol. 1, Sec. 6.2.5 (search and rescue communications) Vol. 2, Sec. 5.12 Culture, Heritage, Language and Arts Arts & Crafts centre or workshop space for carving, tool Vol. 1, Sec. 6.3.1 making, jewellery and sewing. Potential to combine this facility with the proposed Kivalliq Regional Visitor Centre. Vol. 2, Sec. 5.14 Recreation New Regional Recreational multi-plex with arena, Vol. 1, Sec. 6.3.2 municipal offices and large community hall Vol. 2, Sec. 5.15 Recreation Baseball Diamond and Soccer Field upgrades Vol. 1, Sec. 6.3.2 Vol. 2, Sec. 5.15 Elders and Youth Facilities Youth Centre expansion Vol. 1, Sec. 6.3.3 Vol. 2, Sec. 5.16
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Elders and Youth Facilities Friendship Centre renovations Vol. 1, Sec. 6.3.3 Vol. 2, Sec. 5.16 Health Health Centre Storage Facility Vol. 1, Sec. 6.4 Vol. 2, Sec. 5.17 Health Safe Shelter required Vol. 1, Sec. 6.4 Vol. 2, Sec. 5.17 Health Addictions and Mental Health Regional Centre Vol. 1, Sec. 6.4 Vol. 2, Sec. 5.17 Public Housing Construct new units for single persons, and large families Vol. 1, Sec. 6.6.1 Vol. 2, Sec. 5.21 Public Housing Construct Elder multi-plex units Vol. 1, Sec. 6.6.1 Vol. 2, Sec. 5.21 Staff Housing Replace Municipal staff house and 2 bedroom house Vol. 1, Sec. 6.6.2 Vol. 2, Sec. 5.22 Staff Housing Replace Municipal staff housing HAP house and add Vol. 1, Sec. 6.6.2 additional staff units Vol. 2, Sec. 5.22
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Staff Housing Renovate existing GN staff housing units Vol. 1, Sec. 6.6.2 Vol. 2, Sec. 5.22 Water Identify and develop alternative water source to keep Vol. 1, Sec. 6.7.1 pace with community growth Vol. 2, Sec. 5.23 Wastewater and Sewage Disposal Sewage Treatment plant Vol. 1, Sec. 6.7.2 Vol. 2, Sec. 5.24 LONG-TERM INFRASTRUCTURE PRIORITIES Municipal Garages and Buildings Additional Hamlet parking garage Vol. 1, Sec. 6.1.2 Vol. 2, Sec. 5.2 Municipal Garages and Buildings Additional parking garages for GN vehicles Vol. 1, Sec. 6.1.2 Vol. 2, Sec. 5.2 Search and Rescue Renovations (and possibly expand) Building Vol. 1, Sec. 6.1.6 Vol. 2, Sec. 5.6 Fire Services Replace 1992 Pumper Vol. 1, Sec. 6.1.5 Vol. 2, Sec. 5.5 Power / Energy Future tank farm capacity increases based on growth Vol. 1, Sec. 6.1.7 projections Vol. 2, Sec. 5.7
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Power / Energy Renewable Energy: wind turbines, hydro dam Vol. 1, Sec. 6.1.7 Vol. 2, Sec. 5.7 Road Maintenance Vehicles and Additional snow fences for new subdivisions Equipment Vol. 1, Sec. 6.2.2 Vol. 2, Sec. 5.9 Road Maintenance Vehicles and Road to Manitoba Equipment Vol. 1, Sec. 6.2.2 Vol. 2, Sec. 5.9 Marine Transportation Landing sites in other locations (Marble Island, Diane Vol. 1, Sec. 6.2.4 River, etc.) Vol. 2, Sec. 5.11 Public Housing Construct new units of all sizes Vol. 1, Sec. 6.6.1 Vol. 2, Sec. 5.21 Staff Housing GN staff housing: add additional staff units of all sizes Vol. 1, Sec. 6.6.2 Vol. 2, Sec. 5.22 Staff Housing Improve planning process to link staff housing unit Vol. 1, Sec. 6.6.2 development with new GN capital projects/infrastructure development Vol. 2, Sec. 5.22 Wastewater and Sewage Disposal Utilidor replacement and expansion as community grows Vol. 1, Sec. 6.7.2 Vol. 2, Sec. 5.24
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6 Community Infrastructure Profile
This part of the report provides a concise overview of infrastructure systems and elements currently in place in the community. For each system, it describes: The current condition and capacity of each system Any issues identified with the system Investments that are already planned Recommendations for sustainable infrastructure investment based on community-identified priorities
For the purposes of this part, community infrastructure systems are organized under the following broad categories: Public Services Infrastructure Economic Infrastructure Cultural Infrastructure Health and Wellness Infrastructure Education Infrastructure Housing Infrastructure Environmental Infrastructure
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6.1 Public Services Infrastructure
6.1.1 Hamlet Office Table 2. Hamlet Office Asset Acquired (Year) Projected Useful Years of Issues Life (Year) Remaining Life Hamlet Office 1970s, renovated in 1993 2033 23 Building described as “deteriorating working environment”: poor heating and ventilation. Overcrowded, chambers too small, staff offices cramped. Infrastructure Priorities and Planned New Community Complex housing a new Arena, Community Hall and Hamlet Office was ranked 1 of 9 Investments in 2008 by Hamlet Council for NCIAC Priority List. For more details, refer to Volume 2, Section 5.1. No planned investments have been identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds. Recommendations New municipal offices required – preferred approach would be community complex (short-term)
6.1.2 Municipal Garages and Buildings Table 3. Municipal Garages and Buildings Asset Acquired Projected Years of Issues (Year) Useful Life Remaining (Year) Life 3 Bay Garage/Maintenance Shop 1980 2020 10 In poor condition with poor heating. Needs renovation or replacement (Municipal) in next five years; Full capacity. Used for vehicle parking as well as maintenance. Increasing number of vehicles in town means this facility is under
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Asset Acquired Projected Years of Issues (Year) Useful Life Remaining (Year) Life pressure to keep up with demand; New vehicle technology means additional garage space required to keep required equipment. Training required to keep staff qualified on new vehicles. 6 Bay Garage 1985 2025 15 In poor condition. Existing building needs renovation when recycling program is moved out. Exceeds capacity. 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 (short-term: next 1-2 years). Need additional parking garage in next ten years. Carpenter Shop (Municipal - 1995 2035 25 In adequate condition Rented to Nunavut Power Corp.) 1980 Critique Building (Old Of adequate capacity Morgue) (Municipal) Quonset Building (Municipal) Hamlet Office Storage Shed #1 (Municipal) Hamlet Office Storage Shed #2 (Municipal) Cargo Storage Container (Hamlet Office) (Municipal) Parking Garage (Municipal) Over capacity Maintenance Garage (DPW)
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Asset Acquired Projected Years of Issues (Year) Useful Life Remaining (Year) Life 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
Infrastructure Priorities and No priorities were identified by Council for NCIAC in 2008. For more details, refer to Volume 2, Section 5.2 Planned Investments No planned investments have been identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds. Recommendations 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)
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6.1.3 Municipal Vehicles Table 4. Municipal Vehicles Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life 2007 Ford F150 Truck (Recreation) 2007 2012 2 In good condition 2008 Ford Escape 2008 2013 3 In good condition 1998 Ford Econoline Clubwagon 2008 2010 0 In poor condition 2008 Ford F150 4x4 (Protective) 2009 2013 3 In good condition 2008 Ford F150 4x4 (By-law) 2009 2013 3 In good condition 2008 Ford F150 - Public Works 2009 2013 3 In good condition 2008 Ford F150 - Public Works 2009 2013 3 In good condition Cement Mixer, 9 cube ft Mobile- Stow 1995 Small size Stationery barrel crusher engine 2007 2022 12 Modified to crush aluminum cans for recycling program Saturn Trailer, 5x10' Dual Axle Sand 2003 In fair condition Spreader Welder, Mobile Gas 1985 Obsolete with 1663 hours of use Saturn Trailer, 14' tandem axel trailer 2005 In good condition
Infrastructure Priorities and No priorities were identified by Council for NCIAC in 2008. For more details, refer to Volume 2, Section 5.3 Planned Investments 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. Recommendations Replacement of all municipal vehicles every five years on a rotating cycle.
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6.1.4 Law Enforcement / RCMP / Corrections Table 5. Law Enforcement Asset Acquired (Year) Projected Useful Years of Issues Life (Year) Remaining Life RCMP Detachment In good condition RCMP Staff housing In good condition Correctional Centre Projected occupancy Staff housing units for the centre are required is 2012-2013 Infrastructure Priorities and No priorities were identified by Council for NCIAC in 2008. For more details, refer to Volume 2, Section 5.4. Planned Investments GN Justice committed 34,950k from 2009-2013 for Correctional Centre. Correction Centre under development. Recommendations GN staff housing units for corrections facility (short-term: 1-2 years) [see Staff Housing sheet]
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6.1.5 Fire Services Table 6. Fire Services Asset Acquired (Year) Projected Years of Issues Useful Life Remaining (Year) Life Fire Hall (Municipal) 1991, renovated in 2031 21 Of adequate capacity and condition. 2003 Requires (O+M): working security alarm system to protect the equipment and compressor to remove truck exhaust Ford Pumper Fire Truck 1992 2012 2 Of adequate capacity and condition considering age, but (Municipal) low usage. Will require replacement (long-term: approx. 10 years) 2000 Freightliner FL80 Fire truck 2001 2021 11 Of adequate capacity and condition. (Municipal)
Infrastructure Priorities and No priorities were identified by Council for NCIAC in 2008. For more details, refer to Volume 2, Section 5.5 Planned Investments No planned investments have been identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds. Recommendations Address O+M components required at fire hall through non-capital budgets (short-term) Replace 1992 Pumper (long-term)
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6.1.6 Search and Rescue Table 7. Search and Rescue Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life Search and Rescue Building 1995 2035 25 Search and Rescue Building #2 (cold 1980 2020 10 storage) 1999 Search and Rescue Cabins 2004 2044 34
Search and Rescue Boat 2003 2010 0 Replacement required 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
Infrastructure Priorities and No priorities were identified by Council for NCIAC in 2008. For more details, refer to Volume 2, Section 5.6 Planned Investments No planned investments have been identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds. Recommendations Replace Boat (short-term: 1-2 years) Replace all ATVs and snowmobiles every five years on a rotating cycle Upgrade Communication and tracking systems (medium-term) Renovate (and possibly expand) Building (long-term)
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6.1.7 Power/Energy System Infrastructure Table 8. Energy Infrastructure Asset Acquired Projected Useful Years of Remaining Life Issues (Year) Life (Year) Generator Building – 1980 2020 10 Portable QEC Power Plant 1973; additions in 2013 3 Structurally OK but 1986 and 1993 running out of space 950 kW Generator 1993 2015 5 950 kW Generator 1988 2012 2 1450 kW Generator 2006 2038 28 2150 kW Generator 2003 2029 19 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
Infrastructure Priorities and No priorities were identified by Council for NCIAC in 2008. For more details, refer to Volume 2, Section 5.7 Planned Investments PPD committed 12,000k from 2009-2012 for Increase Bulk Fuel Storage Capacity and Code Compliance. Projections identify additional tank capacity for diesel is required in the short term PPD Preliminary estimates (based on 20 year needs with 3% annual growth plus 15% safety margin) are as follows: Additional Diesel Capacity: 11,200,000 litres; Additional Jet A-1 Capacity: 3,470,000 litres; Addition Gasoline Capacity: 1,140,000 litres
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Recommendations Completion of the tank farm capacity increases (short-term: 1-2 years) Replacement of fuel delivery trucks every five years on a rotating cycle Address additional fuel supply requirements of economic development (mining sector) (medium-term) Future tank farm capacity increases based on growth projections (long-term) Renewable Energy: wind turbines, hydro dam (long-term)
6.2 Economic Infrastructure
6.2.1 Traditional Economy Table 9. Traditional Economy Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life Community Freezer/Garage 1980 2000 (-10) Exceeded capacity, requires additional space; In poor condition. Renewable Resource Office 1990 2020 10 None, in good condition. Renewable Resource Cold Storage Shed 1990 2020 10 None, in good condition. Renewable Resource Boat House
Infrastructure Priorities and New community freezer was ranked 9 of 9 in 2008 by Hamlet Council for NCIAC Priority List. For more details, Planned Investments refer to Volume 2, Section 5.8 No planned investments have been identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds. Recommendations Community Freezer space (short-term)
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6.2.2 Transportation - Road Maintenance Vehicles and Equipment Table 10. Road Maintenance Vehicles and Equipment Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life 1991 Cat Dozer - Track c/w front blade 1987 2009 (-1) In poor condition and has mechanical issues; attachment Exceeding life. 1991 Caterpillar Grader 140G 1992 2010 0 In poor condition; Exceeding life and requires replacement. 1992 Caterpillar Wheel Loader 950G 1994 2012 2 None, in adequate condition Caterpillar 814F Wheel Dozer 2003 2021 11 None, in adequate condition 2002 Bobcat Skid Steer Loader - 763 2004 2022 12 None, in adequate condition 2006 Caterpillar 950H Wheel Loader 2007 2025 15 None, in adequate condition 1994 Ford Dump Truck - L9000 1995 2002 (-8) In poor condition; Exceeding life and requires replacement. Hoist 1994 2009 (-1) In adequate condition; Exceeding life. Thompson Steamer 2007 2022 12 None, in adequate condition Clark Kavanaugh Steamer - trailer mount 1997 None, in adequate condition Quarry 2009 In adequate condition; Operational but requires additional sources for some materials (e.g. gravel fill for construction). Gravel Screener 2009 2024 14 None, in adequate condition
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Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life Bridge- Char River 2004 2027 17 In adequate condition; Requires expansion due to increased traffic and future economic activity from mining sector. Snow fence 2002 2022 12 In poor condition; Lifespan impacted by conditions. Snow fence 2003 2023 13 In poor condition; Lifespan impacted by conditions. Infrastructure Priorities and Quarry development (opened in 2009) was ranked 5 of 9 in 2008 by Hamlet Council for NCIAC Priority List. Planned Investments New quarry is operational, but additional sources are required for some materials (e.g. gravel fill for construction). For more details, refer to Volume 2, Section 5.9 Bridge over the Meliadine River is needed. Key infrastructure to develop mining sector. Lack of a bridge is negatively impacting on community economic development. No planned investments have been identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds. Recommendations Char River Bridge Expansion (short-term: 1-2 years) Meliadine River Bridge (short-term: 1-2 years) Dump Truck (short-term: 1-2 years). Second dump truck to replace 1994 Ford was identified in 2006 as a requirement but has not yet been replaced. Snow Fence (short-term: 1-2 years). 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. Grader (short-term: 1-2 years) Additional snow fences for new subdivisions (long-term). Additional snow fencing is required to protect subdivisions (homes and roadways) and new subdivisions. Road to Manitoba (long-term)
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6.2.3 Transportation – Airport Infrastructure Table 11. Airport Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life Rankin Inlet Airport Runway Apron requires expansion due to congestion. Length (feet): 6000; Width (feet): Airport de-icing spray occurs near the community water 150 source and poses contamination threat. Require a secure site for de-icing in the apron expansion planning. Rankin Inlet Airport Terminal Requires expansion due to overcapacity. Road Sweeper, 10' Rear Pull Behind C/W 4 Cylinder Gas (GN) 2004 Ford F250 4x4 (airport) 2004 2011 1
Infrastructure Priorities and Apron: Deficient RQ Expansion Planned Investments No planned investments have been identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds. Recommendations Airport Apron expansion (short-term: 1-2 years). Airport de-icing contamination control system as part of apron considerations. Airport Terminal Building expansion (short-term)
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6.2.4 Transportation – Marine Table 12. Marine Transportation Asset Acquired (Year) Projected Useful Years of Issues Life (Year) Remaining Life Johnson Cove Marine Dock/Terminal 1998 2028 18 Need two new breakwater walls at the (GN) entrance to Cove; Existing dock requires maintenance; Requires dredging; Itivia Dock (GN) 1990s 2028 18 Fuel storage containment area (barrels); Need expanded staging area (immediate need for mining sector); Need secure storage facilities (fenced and warehousing) Public Floating Dock (Hamlet) 2009 2024 14 Installation in 2010 (39m x 6.2m x 4.5m) Community cranes (GN) (1000 lbs 2000 2015 5 Replacement or secondary system to max) support increased cargo. Community mooring bollards 1998 (upgrade in 2005) 2010 0 Requires 2 new bollards to secure the stern (Johnson Cove) line of the resupply tanker Community mooring bollards (Itivia) unknown Requires annual maintenance
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Infrastructure Priorities and Dredging and breakwater works was ranked 6 of 9 in 2008 by Hamlet Council for NCIAC Priority List. Dredging was Planned Investments completed in 2009, but breakwater is not done. For more details, refer to Volume 2, Section 5.11 Expand dock and lay down area at Itivia was ranked 7 of 9 in 2008 by Hamlet Council for NCIAC Priority List. Expanded dock completed in 2009. For more details, refer to Volume 2, Section 5.11. Maintenance of marina sites planned for 2010 under the Ports and Docks Program No planned investments have been identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds. Recommendations Itivia: expansion of staging area (short-term: 1-2 years) Itivia: creation of fuel containment area (short-term: 1-2 years) Itivia: upgrade barge landing site (short-term: 1-2 years) Itivia: storage facilities (medium-term) Johnson Cove: renovate/replace dock (short-term: 1-2 years) Johnson Cove: crane (medium-term) Johnson Cove: breakwater (medium-term) Landing sites in other locations (Marble Island, Diane River, etc.) (long-term)
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6.2.5 Communications Table 13. Communications Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life Qiniq 1999 2019 9 In good condition; At 100% capacity Northwestel
Cellular In community only Local Radio Station (Hamlet)
Infrastructure Priorities and No priorities were identified by Council for NCIAC in 2008. For more details, refer to Volume 2, Section 5.12 Planned Investments No planned investments have been identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds. Recommendations 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).
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6.2.6 Commercial Facilities Table 14. Commercial Facilities Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life None identified
Infrastructure Priorities and No priorities were identified by Council for NCIAC in 2008. For more details, refer to Volume 2, Section 5.13 Planned Investments No planned investments have been identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds. Recommendations Service development lots are a priority to keep pace with development (short to long-term: 1-15 years)
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6.3 Cultural Infrastructure
6.3.1 Culture, Heritage, Language and Arts Table 15. Culture, Heritage, Language and Arts Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life Territorial Park (GN) 1990’s 2090+ 100+ In good condition Matchbox Gallery (Private) Ivalu (Private)
Infrastructure Priorities and No priorities were identified by Council for NCIAC in 2008. For more details, refer to Volume 2, Section 5.14 Planned Investments Kivalliq Regional visitor Centre study (GN-EDT) in 2010/2011 – continuation of previous feasibility studies (approx. $700,000 for design) Recommendations Kivalliq Regional Visitor Centre (medium-term) 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.
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6.3.2 Recreation Facilities Table 16. Recreation Facilities Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life
Siniqituaq Complex (Arena, Curling 1987 2027 17 Conditions in the building vary from poor (pool) to good Hall & Swimming Pool) (arena); Use exceeds current capacity. Pool 1995 2010 0 In poor condition John Ayaruaq Public Library In good condition Zamboni - Gas Powered 1990 2008 (-2) Not in use Zamboni Ice Resurfacer 520 2005 2023 13 None, in very good condition Area 2 Playground 2005 2015 5 In good condition; Use exceeds current capacity; Requires additional equipment. Area 2 Playground 2006 2016 6 In good condition; Use exceeds current capacity; Requires additional equipment. Area 6 Playground 2007 2017 7 Use exceeds current capacity; Needs to be relocated away from traffic. Area 5 Playground 2008 2018 8 None, in good condition and meets capacity. Soccer Field 2009 2019 9 In good condition; Requires upgrades
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Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life
Baseball Diamond 2005 2020 10 Requires upgrades
Infrastructure Priorities and New community complex housing a new arena, community hall and hamlet office was ranked 1 of 9 in 2008 by Planned Investments Hamlet Council for NCIAC Priority List. For more details, refer to Volume 2, Section 5.15 CGS committed 1,082k (GN Main 682K + Municipal Rural Infrastructure Fund 400K) from 2009-2011 for Arena Upgrades. Recommendations 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)
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6.3.3 Elders and Youth Facilities Table 17. Elders and Youth Facilities Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life “Yacht Club” Youth Centre 1995 2035 25 In good condition; Use exceeds current capacity. Friendship Centre 1980’s Use exceeds current capacity; Requires renovation/upgrades, and new spaces to offer additional services to the growing Elder population.
Infrastructure Priorities and No priorities were identified by Council for NCIAC in 2008. For more details, refer to Volume 2, Section 5.16 Planned Investments No planned investments have been identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds. Recommendations Youth Centre expansion (medium-term) Friendship Centre renovations (medium-term)
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6.4 Health and Wellness Infrastructure Table 18. Health and Wellness Facilities Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life Kivalliq Health Centre 2005 2030 20 None, in good condition and 80% capacity. Children’s’ Group Home 2020 10 In good condition, but at 100% capacity. Wellness Centre (Old Health Centre) 1970 2030 20 In good condition, but at 100% capacity. 1990 Ford Van - Ambulance 1992 2012 2 In poor condition Adult Group Home 2030 20 In good condition, but at 100% capacity.
Infrastructure Priorities and No priorities were identified by Council for NCIAC in 2008. For more details, refer to Volume 2, Section 5.17 Planned Investments HSS committed 882k (GN Main) from 2009-2010 for Kivalliq Health Centre. Recommendations 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 (medium-term) Addictions and Mental Health Regional Centre required (medium-term)
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6.5 Education Infrastructure
6.5.1 Elementary / High School Table 19. Schools Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life Leo Ussak School 1986 2025 15 In good condition; At 63% capacity (219/346) Maani Ulujuk School 1982 2025 15 Requires O+M renovations for exterior siding; At 75% capacity (331/442) Alaittuq High School 1998 2025 15 Requires foundation stabilization; At 69% capacity (121/176) Infrastructure Priorities and No priorities were identified by Council for NCIAC in 2008. For more details, refer to Volume 2, Section 5.18 Planned Investments No planned investments have been identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds. Recommendations Alaittuq High School stabilization of the building foundation (short-term: 1-2 years)
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6.5.2 Day Care Table 20. Day Care Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life Day Care 1 1980 2009 (-1) In poor condition and require renovations; Demand exceeds current capacity. An additional daycare facility is required to meet demand of growing demographic. Lack of daycare space limits parents’ employment opportunities. Day Care 2 1995 2015 5 In poor condition and require renovations; Demand exceeds current capacity. An additional daycare facility is required to meet demand of growing demographic. Lack of daycare space limits parents’ employment opportunities.
Infrastructure Priorities and No priorities were identified by Council for NCIAC in 2008. For more details, refer to Volume 2, Section 5.19 Planned Investments No planned investments have been identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds. Recommendations Daycare: renovations to existing centres (short-term: 1-2 years) New daycare facility (medium-term)
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6.5.3 Adult Education Table 21. Adult Education Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life Nunavut Trade School 2011/2012 2031 21 N/A Kivalliq Hall Residences 1982 2025 15 In good condition, but at 90% capacity. Married Student Residences 2008 2030 20 In good condition, but at 100% capacity. NAC Adult Education / Resource Centre 1996 2025 15 None, in good condition.
Infrastructure Priorities and No priorities were identified by Council for NCIAC in 2008. For more details, refer to Volume 2, Section 5.20 Planned Investments NAC committed 50k (GN Main) from 2009-2010 for Student Accommodation. NAC committed 10,150k (GN Main) from 2009-2011 for Nunavut Trades School. Recommendations Has not been identified as a priority for infrastructure investment by the community.
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6.6 Housing Infrastructure
6.6.1 Public Housing Table 22. Public Housing Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life 121 Single Family Housing Units 110 Pre-1990 82 (52 units rated) 2 Post-1990 Not rated 9 No date 88 (1 unit rated) 25 Duplex 17 Pre-1990 89 (5 units rated) 2 Post-1990 Not rated 6 No date Not rated 99 Multi-Family Units (as of 2008) 56 Pre-1990 88 (19 units rated) 33 Post-1990 77 (4 units rated) 10 No date Not Rated 3 Five-Plexes 2008/09 1 House 14 NHC Leased Units 1 Cold Storage 1 Office
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Infrastructure Priorities and No priorities were identified by Council for NCIAC in 2008. For more details, refer to Volume 2, Section 5.21 Planned Investments NHC Capital Projection (AHI) has 16 units planned from 2010-2011: 11 Single Family and 1 Five-plex HR has committed 40k (GN main) from 2009-14 for Tenant Improvements. NHC has committed 3,963k (2,466k GN Main and 1,497k CMHC) from 2009-14 for Modernization & Improvements Retrofit. Recommendations Renovate existing housing to address mould (health concerns) (short-term) Serviced building lots zoned for residential development of various density (short-term) Construct new units for single persons, and large families (medium-term) Construct Elder multi-plex units (medium-term) Construct new units of all sizes (long-term)
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6.6.2 Staff Housing Table 23. Staff Housing Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life Staff House (Planning) In poor condition 2 Bedroom House In poor condition 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
Infrastructure Priorities and No priorities were identified by Council for NCIAC in 2008. For more details, refer to Volume 2, Section 5.22 Planned Investments NHC has committed 9,075k (GN Main) from 2010-11 for Staff Housing, Correctional Centre. Recommendations Serviced building lots zoned for residential development of various density (short-term) Municipal staff housing: renovation of existing units (short-term: 1-2 years) Municipal staff housing: replace the staff house and 2 bedroom house (medium-term) GN staff housing: add new 1 and 2 bedroom units (short-term: 1-2 years) GN staff housing: renovate existing units (medium-term) Municipal staff housing: replace HAP house and add additional staff units (long-term) GN staff housing: 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
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6.7 Environmental Infrastructure
6.7.1 Water Table 24. Water System Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life Lake Nippisar (GN) ? 2018 8 In good condition; Use may be exceeding capacity. Nipissar Pumphouse (GN) 1970’s 2000 (-10) In poor condition Williamson Pumphouse (GN) 1970’s 2000 (-10) In fair condition Johnson Cove Lift Station (GN) 1998 2023 13 None, in good condition Nuvik Lift Station (GN) 1998 2023 13 None, in good condition Utilidor 1970’s In fair condition Nuvuk Utilidor 1999 (municipal) 1999 2029 19 None, in good condition Nuvuk Utilidor 2000 (municipal) 2000 2030 20 None, in good condition Nuvuk Utilidor 2001 (municipal) 2001 2031 21 None, in good condition Ford F800 Water Truck (municipal) 1995 2002 (-8) Not operable 2009 Sterling Acterra Water Truck (municipal) 2009 2016 6 None, in good condition
Infrastructure Priorities and Planned New Utilidor in Area 6 was ranked 2 of 9 in 2008 by Hamlet Council for NCIAC Priority List. For more Investments details, refer to Volume 2, Section 5.23 CGS has committed 1,044k (GN Main) from 2009-12 for Nunavut Trade School Water and Sewer Mains.
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Recommendations Replace Nipisar Pump House (short-term: 1-2 years) Identify and develop alternative water source to keep pace with community growth (medium-term)
6.7.2 Waste Water and Sewage Disposal Table 25. Waste Water and Sewage Disposal Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life Ford F700 Sewage Truck 1998 2005 (-5) Use exceeds capacity Sterling Acterra Sewage Truck 2009 2016 6 Use exceeds capacity (Municipal) Sewage Treatment Plant (GN) Use exceeds capacity; Potential for environmental contamination if treatment facility is not enhanced Wastewater Treatment (GN) Use exceeds capacity Utilidor System Use exceeds capacity Sewage Screener (GN) 1998 2028 18 Use exceeds capacity Drainage (GN) 2001 2031 21 Use exceeds capacity
Infrastructure Priorities and No priorities were identified by Council for NCIAC in 2008. For more details, refer to Volume 2, Section 5.24 Planned Investments CGS has committed 1,044k (GN Main) from 2009-12 for Nunavut Trade School Water and Sewer Mains. Recommendations Sewage Treatment plant (medium-term) Utilidor replacement and expansion as community grows (long-term)
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6.7.3 Solid Waste Disposal Table 26. Solid Waste Asset Acquired Projected Useful Years of Issues (Year) Life (Year) Remaining Life 2006 Ford F750 Chassis Cab (Garbage) 2007 2014 4 None, in good condition. Ford F800 Garbage Compactor 1995 2002 (-8) In fair condition; Used as spare truck New Land Fill Site 2009 2030 20 In good condition, but not open as of 2009; Access road was built too low and it is difficult to prevent snow loading in winter; Built inside the watershed for the community; Snow loading along fence makes it difficult to contain wind blown garbage in winter; Location of dump in airport flight path may cause issues with blowing garbage and birds. Old Land Fill Site 1960’s Exceeded capacity; To be reclaimed on closure.
Infrastructure Priorities and Garbage compactor bin system was ranked 3 of 9 and Upgrade road to new solid waste site was ranked 4 of 9 in Planned Investments 2008 by Hamlet Council for NCIAC Priority List. For more details, refer to Volume 2, Section 5.25 Abandon old solid waste site was identified, but not ranked in 2006 and was not identified in 2008 by Hamlet Council for NCIAC Priority List. Tender expected to be issued in 2010. CGS has committed 700k (GTF) from 2009- 10 to Abandon Old Solid Waste Site. Recommendations Improvements to access road to new dump site (short-term: 1-2 years). Access road was built too low and it is difficult to prevent snow loading in winter. New recycling centre building (short-term: 1-2 years). Municipal recycling program currently operating out of Hamlet’s 6-bay garage (takes up 3 bays).
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7 Appendices
7.1 List of Tables Table 1. Integrated Community Infrastructure Sustainability Plan ...... 14 Table 2. Hamlet Office ...... 25 Table 3. Municipal Garages and Buildings ...... 25 Table 4. Municipal Vehicles ...... 28 Table 5. Law Enforcement ...... 29 Table 6. Fire Services ...... 30 Table 7. Search and Rescue ...... 31 Table 8. Energy Infrastructure ...... 32 Table 9. Traditional Economy ...... 33 Table 10. Road Maintenance Vehicles and Equipment ...... 34 Table 11. Airport ...... 36 Table 12. Marine Transportation ...... 37 Table 13. Communications ...... 39 Table 14. Commercial Facilities ...... 40 Table 15. Culture, Heritage, Language and Arts ...... 41 Table 16. Recreation Facilities ...... 42 Table 17. Elders and Youth Facilities ...... 44 Table 18. Health and Wellness Facilities ...... 45 Table 19. Schools ...... 46 Table 20. Day Care ...... 47 Table 21. Adult Education ...... 48 Table 22. Public Housing ...... 49 Table 23. Staff Housing ...... 51 Table 24. Water System ...... 52 Table 25. Waste Water and Sewage Disposal ...... 53 Table 26. Solid Waste ...... 54 Table 27. Acronyms ...... 56 Table 28. Key Definitions and Terms ...... 57
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7.2 Acronyms Table 27. 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
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7.3 Key Definitions and Terms Table 28. Key Definitions and Terms Cultural A community's capacity to develop, retain and protect its culture and identity, and Sustainability transmit that culture to future generations. Economic The capacity of a community to maintain a stable and diversified economy that has Sustainability minimal negative impacts on the environment and uses appropriate technologies and renewable resources where possible. Environmental The capacity of a natural environment to meet human needs while remaining Sustainability balanced and healthy, without damage to air, land, water or wildlife. Social The ability of the community, individuals and families to ensure the basic needs of Sustainability 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 that will preserve and enhance the culture, the society, the economy and the goals 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 A set of linked infrastructure elements that collectively make up a "system". For System 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.
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