Vol. 2 Vol. 2 CCoonnssuullttaattiioonn RReeppoorrtt

IInnffrraassttrruuccttuurree ffoorr aa SSuussttaaiinnaabbllee RRaannkkiinn IInnlleett

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 Introduction ...... 7 1.1 Guide to the Report ...... 7 1.2 Project Background ...... 7 2 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 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 5 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

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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

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List of Tables Table 1. Acronyms ...... 5 Table 2. Key Definitions and Terms ...... 6 Table 3. Total Census Population ...... 17 Table 4. Age Characteristics ...... 17 Table 5. Total Census Families ...... 18 Table 6. Harvesting of Country Food ...... 18 Table 7. Participation and Unemployment Rates ...... 18 Table 8. Experienced Labour Force by Occupation ...... 19 Table 9. Educational Attainment (Census 2006) ...... 20 Table 10. Number of Private Dwellings ...... 20 Table 11. Dwellings Requiring Major Repair ...... 20 Table 12. Dwellings With More Than One Person Per Room ...... 20

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Table 1. 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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Table 2. 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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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 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.

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

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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 long- term 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 19th 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.

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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.

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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

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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 crafts- people 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 development of community access roads o development of community wharf o marine fuel distribution site o foreign trade port o 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

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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 Quarry development o Dredging and breakwater works o Expand dock and lay down area at Itivia o Dump truck o Snow fencing o Tank farm capacities and code compliance

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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

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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. 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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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.

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Table 3. 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 Average age 24.2 23.3 23.9

Source: Statistics Canada, 2006 Census, Community Profiles – Rankin Inlet

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Table 5. Total Census Families Census 2001 2006

Total number of census families 540 565 Source: Statistics Canada, 2006 Census, Community Profiles – Rankin Inlet

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 Source: Statistics Canada, 2006 Census, Community Profiles – Rankin Inlet

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.

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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 Source: Statistics Canada, 2006 Census, Community Profiles – Rankin Inlet

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 post- secondary education outcomes, 13.7% of residents reported a non-university diploma or certificate and 11.8% reported a university certificate, diploma or degree.

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Table 9. 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 Source: Statistics Canada, 2006 Census, Community Profiles – Rankin Inlet

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 Source: Statistics Canada, 2006 Census, Community Profiles – Rankin Inlet

Table 11. Dwellings Requiring Major Repair Census 1996 2006 Dwellings requiring major repair - as a % of total occupied private 110=19% 13 dwellings Source: Statistics Canada, 2006 Census, Community Profiles – Rankin Inlet

Table 12. Dwellings With More Than One Person Per Room Census 1996 2006 % of occupied dwellings with more than one person per room 14.7 16 Source: Statistics Canada, 2006 Census, Community Profiles – Rankin Inlet

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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.

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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 Acquired (Year) Projected Useful Years of Capacity / Utilization Condition Rating Life (Year) Remaining Life

Hamlet Office 1970s, renovated in 1993 2033 23 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. Rankin Inlet Integrated Community Infrastructure Sustainability Plan Vol. 2 – September 28, 2010 23

5.1.4 Infrastructure Priorities (No Resources Have Been Committed)

NCIAC Priorities 2006 2008

New Municipal Office 1 out of 8 New Community Complex housing a new Arena, 1 out of 9 Community Hall and Hamlet Office

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

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5.2 Municipal Garages 5.2.1 System ID

Infrastructure Category Public Services / Municipal Services Infrastructure System Municipal Parking Garages, Warehouses and Related Buildings

5.2.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Condition Rating (Year) Life (Year) Remaining Life Utilization

3 Bay Garage/Maintenance Shop (Municipal) 1980 2020 10 Full capacity Poor Poor heating. 6 Bay Garage 1985 2025 15 Exceeds capacity. Poor Carpenter Shop (Municipal - Rented to 1995 2035 25 Adequate Nunavut Power Corp.) 1980 Critique Building (Old Morgue) Adequate Nominal value (Municipal) 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) Nominal value (Municipal) Parking Garage (Municipal) Over capacity Maintenance Garage (DPW)

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Component Asset Acquired Projected Useful Years of Capacity / Condition Rating (Year) Life (Year) Remaining Life Utilization

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 (medium- term: 5-10 years).

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5.2.3 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. 5.2.4 Infrastructure Priorities (No Resources Have Been Committed) No priorities were identified by Council for NCIAC in 2006 and 2008. 5.2.5 Infrastructure Priorities Identified in Community Consultations 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

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5.3 Municipal Vehicles 5.3.1 System ID

Infrastructure Category Public Services / Municipal Services Infrastructure System Municipal Vehicles

5.3.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Utilization Condition (Year) Life (Year) Remaining Life 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 Small size Stationery barrel crusher engine 2007 2022 12 Modified to crush aluminum cans for recycling program Saturn Trailer, 5x10' Dual Axle Sand Spreader 2003 Fair Welder, Mobile Gas 1985 1663 Hours Obsolete Saturn Trailer, 14' tandem axel trailer 2005 Good

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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. 5.3.3 Infrastructure Planned Investment (Resources Have Been Committed) Most small mobile equipment is self funded by the municipality. 5.3.4 Infrastructure Priorities (No Resources Have Been Committed) No priorities were identified by Council for NCIAC in 2006 and 2008. 5.3.5 Infrastructure Priorities Identified in Community Consultations 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).

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5.4 Law Enforcement/RCMP Infrastructure/Corrections 5.4.1 System ID

Infrastructure Category Public Services / Public Safety Infrastructure System Law Enforcement

5.4.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Utilization Condition Rating (Year) Life (Year) Remaining Life

RCMP Detachment Good RCMP Staff housing Good Correctional Centre (GN) 2012-2013 Under development

Staff housing units for the centre are required 5.4.3 Infrastructure Planned Investment (Resources Have Been Committed)

GN Capital Estimates 2009-10 Dept. Budget Cap. Fund. Years Correctional Centre Jus 34,950K GN Main 2009-13

5.4.4 Infrastructure Priorities (No Resources Have Been Committed) No priorities were identified by Council for NCIAC in 2006 and 2008.

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5.4.5 Infrastructure Priorities Identified in Community Consultations 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

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5.5 Fire Services Infrastructure 5.5.1 System ID

Infrastructure Category Public Services / Fire Services Infrastructure System Municipal Vehicles

5.5.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Condition Rating (Year) Life (Year) Remaining Life Utilization

Fire Hall (Municipal) 1991, renovated 2031 21 Adequate Adequate in 2003 Ford Pumper Fire Truck (Municipal) 1992 2012 2 Adequate – low usage Adequate considering age 2000 Freightliner FL80 Fire truck 2001 2021 11 Adequate Adequate (Municipal)

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) 5.5.3 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.

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5.5.4 Infrastructure Priorities (No Resources Have Been Committed) No priorities were identified by Council for NCIAC in 2006 and 2008. 5.5.5 Infrastructure Priorities Identified in Community Consultations Replace 1992 Pumper (long-term) Address O+M components required at fire hall in short-term through non-capital budgets 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

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5.6 Search and Rescue Infrastructure 5.6.1 System ID

Infrastructure Category Public Services / Search and Rescue Infrastructure System Municipal Vehicles

5.6.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Condition Rating (Year) Life (Year) Remaining Life Utilization

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 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

5.6.3 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. 5.6.4 Infrastructure Priorities (No Resources Have Been Committed) No priorities were identified by Council for NCIAC in 2006 and 2008.

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5.6.5 Infrastructure Priorities Identified in Community Consultations 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) Some potential for inclusion in ISP as an infrastructure investment priority (in the appropriate time frame required to replace or renovate) because: o Supports social and cultural sustainability directly, and environmental sustainability indirectly o Indirectly related to community goal o Will make some contribution to sustainability goal of meeting basic human needs for personal and public safety

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5.7 Power / Energy System Infrastructure 5.7.1 System ID

Infrastructure Category Public Services Infrastructure System Power / Energy

5.7.2 System Description: Technical

Component Asset Acquired (Year) Projected Useful Years of Capacity / Utilization Condition Life (Year) Remaining Life Rating

Generator Building – Portable 1980 2020 10 QEC Power Plant 1973; additions in 2013 3 Running out of space OK 1986 and 1993 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 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

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5.7.3 Infrastructure Planned Investment (Resources Have Been Committed)

GN Capital Estimates 2009-10 Dept. Budget Cap. Fund. Years Increase Bulk Fuel Storage Capacity and Code PPD 12,000K GN Main 2009-12 Compliance

5.7.4 Infrastructure Priorities (No Resources Have Been Committed) No priorities were identified by Council for NCIAC in 2006 and 2008. 5.7.5 Infrastructure Priorities Identified in Community Consultations 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.

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5.8 Infrastructure Supporting the Traditional Economy 5.8.1 System ID

Infrastructure Category Economic Infrastructure Infrastructure System Traditional Economy

5.8.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Utilization Condition (Year) Life (Year) Remaining Life 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

5.8.3 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. 5.8.4 Infrastructure Priorities (No Resources Have Been Committed)

NCIAC Priorities 2006 2008

New community freezer 9 out of 9

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5.8.5 Infrastructure Priorities Identified in Community Consultations 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

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5.9 Transportation System – Road Maintenance Equipment and Vehicles 5.9.1 System ID

Infrastructure Category Economic Infrastructure / Transportation Infrastructure System Transportation System - Equipment and Vehicles

5.9.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Utilization Condition Rating (Year) Life (Year) Remaining Life

1991 Cat Dozer - Track c/w front blade 1987 2009 (-1) Exceeding life Poor – mechanical issues attachment 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 Adequate Clark Kavanaugh Steamer - trailer mount 1997 Adequate Quarry 2009 Adequate Gravel Screener 2009 2024 14 Adequate

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Component Asset Acquired Projected Useful Years of Capacity / Utilization Condition Rating (Year) Life (Year) Remaining Life

Bridge- Char River 2004 2027 17 Requires expansion due to Adequate economic activity Snow fence 2002 2022 12 Lifespan impacted by Poor conditions Snow fence 2003 2023 13 Lifespan impacted by Poor conditions

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). 5.9.3 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.

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5.9.4 Infrastructure Priorities (No Resources Have Been Committed)

NCIAC Priorities 2006 2008

Quarry development (opened in 2009) 7 out of 8 5 out of 9 Snow Fencing Yes Vehicle: Dump Truck Yes

5.9.5 Infrastructure Priorities Identified in Community Consultations 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

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5.10 Transportation System- Airport Infrastructure 5.10.1 System ID

Infrastructure Category Economic Infrastructure Infrastructure System Airport

5.10.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Utilization Condition Rating (Year) Life (Year) Remaining Life

Rankin Inlet Airport Runway Length (feet): 6000 Width Apron identified as (feet): 150 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 de- icing in the apron expansion planning. 5.10.3 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.

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5.10.4 Infrastructure Priorities (No Resources Have Been Committed) Apron: Deficient RQ Expansion 5.10.5 Infrastructure Priorities Identified in Community Consultations 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.

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5.11 Transportation System- Marine Infrastructure 5.11.1 System ID

Infrastructure Category Economic Infrastructure / Marine Infrastructure System Marine Infrastructure Systems

5.11.2 System Description: Technical

Component Asset Acquired (Year) Projected Years of Capacity / Condition Rating Useful Life Remaining Utilization (Year) Life

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 Require 2 new bollards Community mooring bollards (Itivia) unknown 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

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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 5.11.3 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. 5.11.4 Infrastructure Priorities (No Resources Have Been Committed)

NCIAC Priorities 2006 2008

Dredging and breakwater works 8 out of 8 6 out of 9 Expand dock and lay down area at Itivia 7 out of 9

(dredging completed in 2009, breakwater not done) (expanded dock completed in 2009)

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5.11.5 Infrastructure Priorities Identified in Community Consultations 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

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5.12 Communications 5.12.1 System ID

Infrastructure Category Economic Infrastructure / Communications Infrastructure System Communications

5.12.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Utilization Condition Rating (Year) Life (Year) Remaining Life

Qiniq 1999 2019 9 100% Good Northwestel Cellular In community only Local Radio Station (Hamlet)

5.12.3 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. 5.12.4 Infrastructure Priorities (No Resources Have Been Committed) No priorities were identified by Council for NCIAC in 2006 and 2008. 5.12.5 Infrastructure Priorities Identified in Community Consultations 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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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

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5.13 Commercial Facilities 5.13.1 System ID

Infrastructure Category Economic Infrastructure / Commercial Infrastructure System Commercial Facilities

5.13.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Utilization Condition Rating (Year) Life (Year) Remaining Life

None identified

5.13.3 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. 5.13.4 Infrastructure Priorities (No Resources Have Been Committed) No priorities were identified by Council for NCIAC in 2006 and 2008. 5.13.5 Infrastructure Priorities Identified in Community Consultations 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.

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5.14 Heritage, Language and Arts 5.14.1 System ID

Infrastructure Category Cultural Infrastructure Infrastructure System Heritage, Language and Arts

5.14.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Utilization Condition Rating (Year) Life (Year) Remaining Life

Territorial Park (GN) 1990’s 2090+ 100+ Good Matchbox Gallery (Private) Ivalu (Private)

5.14.3 Infrastructure Planned Investment (Resources Have Been Committed) Kivalliq Regional visitor Centre study (GN-EDT) in 2010/2011 – continuation of previous feasibility studies (approx. $700,000 for design) 5.14.4 Infrastructure Priorities (No Resources Have Been Committed) No priorities were identified by Council for NCIAC in 2006 and 2008. 5.14.5 Infrastructure Priorities Identified in Community Consultations 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)

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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.

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5.15 Recreation Infrastructure 5.15.1 System ID

Infrastructure Category Cultural Infrastructure Infrastructure System Recreation Infrastructure

5.15.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Utilization Condition Rating (Year) Life (Year) Remaining Life

Siniqituaq Complex (Arena, 1987 2027 17 Use exceeds current capacity Poor (pool) to good (arena) Curling Hall & Swimming Pool) Pool 1995 2010 0 seasonal Poor John Ayaruaq Public Library Good Zamboni - Gas Powered 1990 2008 (-2) Not in use Zamboni Ice Resurfacer 520 2005 2023 13 Very good Area 2 Playground 2005 2015 5 Use exceeds current capacity Good Area 2 Playground 2006 2016 6 Use exceeds current capacity Good Area 6 Playground 2007 2017 7 Use exceeds current capacity 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

Other recreational facilities identified:

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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 multi- purpose 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

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5.15.3 Infrastructure Planned Investment (Resources Have Been Committed)

GN Capital Estimates 2009-10 Dept. Budget Cap. Fund. Years Arena Upgrades CGS 1,082K GN Main 682K + 2009-11 Municipal Rural Infrastructure Fund 400K

5.15.4 Infrastructure Priorities (No Resources Have Been Committed)

NCIAC Priorities 2006 2008

New community complex housing a new arena, community hall and hamlet office 1 out of 9 New Community Hall 2 out of 8 Arena Retrofit 3 out of 8

5.15.5 Infrastructure Priorities Identified in Community Consultations 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

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5.16 Elders and Youth Facilities 5.16.1 System ID

Infrastructure Category Cultural Infrastructure Infrastructure System Elders and Youth Infrastructure

5.16.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Utilization Condition Rating (Year) Life (Year) Remaining Life

“Yacht Club” Youth Centre 1995 2035 25 Use exceeds current capacity Good Friendship Centre 1980’s Use exceeds current capacity 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 5.16.3 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. 5.16.4 Infrastructure Priorities (No Resources Have Been Committed) No priorities were identified by Council for NCIAC in 2006 and 2008. 5.16.5 Infrastructure Priorities Identified in Community Consultations Youth Centre expansion (medium-term)

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Friendship Centre renovations (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

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5.17 Health Infrastructure 5.17.1 System ID

Infrastructure Category Health Infrastructure Infrastructure System Health Infrastructure

5.17.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Utilization Condition Rating (Year) Life (Year) Remaining Life

Kivalliq Health Centre 2005 2030 20 80% Good Children’s’ Group Home 2020 10 100% Good Wellness Centre (Old Health Centre) 1970 2030 20 100% Good 1990 Ford Van - Ambulance 1992 2012 2 Poor Adult Group Home 2030 20 100% Good

5.17.3 Infrastructure Planned Investment (Resources Have Been Committed)

GN Capital Estimates 2009-10 Dept. Budget Cap. Fund. Years Kivalliq Health Centre HSS 882K GN Main 2009-10

5.17.4 Infrastructure Priorities (No Resources Have Been Committed) No priorities were identified by Council for NCIAC in 2006 and 2008.

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5.17.5 Infrastructure Priorities Identified in Community Consultations 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 Represents a response to growth in the community. o Contributes to achieving aspects of community vision o Contributes to meeting sustainability in social, cultural and economic sectors

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5.18 Elementary and High School Infrastructure 5.18.1 System ID

Infrastructure Category Education Infrastructure Infrastructure System Elementary/High School Infrastructure

5.18.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Utilization Condition Rating (Year) Life (Year) Remaining Life

Leo Ussak School 1986 2025 15 Capacity - 346 Good Utilization 219- 63% Maani Ulujuk School 1982 2025 15 Capacity - 442 Requires exterior renovations Utilization 331- 75% Alaittuq High School 1998 2025 15 Capacity - 176 Foundation requires stabilization Utilization 121- 69%

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 5.18.3 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.

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5.18.4 Infrastructure Priorities (No Resources Have Been Committed) No priorities were identified by Council for NCIAC in 2006 and 2008. 5.18.5 Infrastructure Priorities Identified in Community Consultations Alaittuq High School stabilization of the building foundation (short-term: 1-2 years)

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5.19 Daycare Infrastructure 5.19.1 System ID

Infrastructure Category Education Infrastructure Infrastructure System Daycares

5.19.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Utilization Condition Rating (Year) Life (Year) Remaining Life

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. 5.19.3 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. 5.19.4 Infrastructure Priorities (No Resources Have Been Committed) No priorities were identified by Council for NCIAC in 2006 and 2008. 5.19.5 Infrastructure Priorities Identified in Community Consultations Daycare: renovations to existing centres (short-term: 1-2 years)

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New daycare facility (medium-term) Good potential for inclusion of education related infrastructure in ISP because it: o Represents a response to growth in the community. o Contributes to achieving aspects of community vision o Contributes to meeting sustainability goals for social, economic and cultural sustainability

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5.20 Adult Education Infrastructure 5.20.1 System ID

Infrastructure Category Education Infrastructure Infrastructure System Adult Education

5.20.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Condition Rating (Year) Life (Year) Remaining Life Utilization

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

5.20.3 Infrastructure Planned Investment (Resources Have Been Committed)

GN Capital Estimates 2009-10 Dept. Budget Cap. Fund. Years

Student Accommodation NAC 50K GN Main 2009-10 Nunavut Trades School NAC 10,150K GN Main 2009-11

5.20.4 Infrastructure Priorities (No Resources Have Been Committed) No priorities were identified by Council for NCIAC in 2006 and 2008.

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5.20.5 Infrastructure Priorities Identified in Community Consultations No recommended investment.

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5.21 Public Housing 5.21.1 System ID

Infrastructure Category Housing Infrastructure Infrastructure System Public Housing

5.21.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Utilization Condition Rating (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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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 2006 % of occupied dwellings with more than one person per room 14.7 16

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5.21.3 Infrastructure Planned Investment (Resources Have Been Committed)

GN Capital Estimates 2009-10 Dept. Budget Cap. Fund. Years

Tenant Improvements HR 40K GN Main 2009-10 Modernization & Improvements Retrofit NHC 3,963K GN Main 2,466K 2009-14 CMHC 1,497K

NHC Capital Projection (AHI) SFD Duplex Multi-plex (5) Years

16 units 11 1 2010-11

5.21.4 Infrastructure Priorities (No Resources Have Been Committed) No priorities were identified by Council for NCIAC in 2006 and 2008. 5.21.5 Infrastructure Priorities Identified in Community Consultations 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.

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5.22 Staff Housing 5.22.1 System ID

Infrastructure Category Housing Infrastructure Infrastructure System Staff Housing (Municipal) *Note – data on GN staff housing not provided in chart

5.22.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Utilization Condition Rating (Year) Life (Year) Remaining Life

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

5.22.3 Infrastructure Planned Investment (Resources Have Been Committed)

GN Capital Estimates 2009-10 Dept. Budget Cap. Fund. Years

Staff Housing, Correctional Centre NHC 9,075 GN Main 2010-11

5.22.4 Infrastructure Priorities (No Resources Have Been Committed) No priorities were identified by Council for NCIAC in 2006 and 2008.

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5.22.5 Infrastructure Priorities Identified in Community Consultations 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

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5.23 Water 5.23.1 System ID

Infrastructure Category Environmental Infrastructure Infrastructure System Water

5.23.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Utilization Condition Rating (Year) Life (Year) Remaining Life

Lake Nippisar (GN) ? 2018 8 Use may be exceeding capacity Good 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 Fair Nuvuk Utilidor 1999 (municipal) 1999 2029 19 Good Nuvuk Utilidor 2000 (municipal) 2000 2030 20 Good Nuvuk Utilidor 2001 (municipal) 2001 2031 21 Good Ford F800 Water Truck (municipal) 1995 2002 (-8) Not operable 2009 Sterling Acterra Water Truck 2009 2016 6 Good (municipal)

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5.23.3 Infrastructure Planned Investment (Resources Have Been Committed)

GN Capital Estimates 2009-10 Dept. Budget Cap. Fund. Years

Nunavut Trade School Water and Sewer Mains CGS 1,044K GN Main 2009-12

5.23.4 Infrastructure Priorities (No Resources Have Been Committed)

NCIAC Priorities 2006 2008

Nipissar Lake Pump House Improvement Yes Water Pump House Improvements Yes New Utilidor in Area 6 4 out of 8 2 out of 9 New Water and Sewer Area 1 Yes

5.23.5 Infrastructure Priorities Identified in Community Consultations 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 anticipated growth in the community over the next decade. 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.

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5.24 Wastewater and Sewage Disposal 5.24.1 System ID

Infrastructure Category Environmental Infrastructure Infrastructure System Wastewater and Sewage Disposal

5.24.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Condition Rating (Year) Life (Year) Remaining Life Utilization

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

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.

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Consultations identified concerns with sewage treatment capacity and potential for contamination into the environment if treatment facility is not enhanced. 5.24.3 Infrastructure Planned Investment (Resources Have Been Committed)

GN Capital Estimates 2009-10 Dept. Budget Cap. Fund. Years

Nunavut Trade School Water and Sewer Mains CGS 1,044K GN Main 2009-12

5.24.4 Infrastructure Priorities (No Resources Have Been Committed)

NCIAC Priorities 2006 2008

Sewage Treatment Plant Yes Water and Sewer Area 1 Yes

5.24.5 Infrastructure Priorities Identified in Community Consultations 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 anticipated growth in the community over the next decade. 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.

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5.25 Solid Waste 5.25.1 System ID

Infrastructure Category Environmental Infrastructure Infrastructure System Solid Waste

5.25.2 System Description: Technical

Component Asset Acquired Projected Useful Years of Capacity / Utilization Condition Rating (Year) Life (Year) Remaining Life

2006 Ford F750 Chassis Cab (Garbage) 2007 2014 4 Good 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

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.

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5.25.3 Infrastructure Planned Investment (Resources Have Been Committed)

GN Capital Estimates 2009-10 Dept. Budget Cap. Fund. Years

Abandon Old Solid Waste Site CGS 700K GTF 2009-10

5.25.4 Infrastructure Priorities (No Resources Have Been Committed)

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 5.25.5 Infrastructure Priorities Identified in Community Consultations 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 Represents a response to anticipated growth in the community over the next decade. 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.

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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 5- year 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 Government of Nunavut, Department of Economic Development and Transportation, Nunavut Transportation Strategy Government of Nunavut, Department of Economic Development and Transportation, 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 Rankin Inlet Integrated Community Infrastructure Sustainability Plan Vol. 2 – September 28, 2010 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/92- 591/index.cfm?Lang=E

Specific sources Community Economic Development Plans

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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 Hamlet of Rankin Inlet Noah Tiktak Councillor Hamlet of Rankin Inlet Jackson Lindell Councillor Hamlet of Rankin Inlet Ambrose Karlik Fire Chief Fire Department Thomy Samayruok Sakku Investments Corporation Rosemary Brown Capital Planner GN, HS&S Robert Connelly 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 Hamlet of Rankin Inlet Bill ? resident

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Open House The Open House was held in the Tuaarvik Inn Boardroom on Thursday November 19, 2009 and had 3 participants.

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