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RReeppoorrtt

IInnffrr aassttrruuccttuurree ffoorr aa SSuussttaaiinnaabbllee WWhhaallee CCoovvee

Prepared for the Government of

Nunavut By Aarluk Consulting Inc.

Approved by the Hamlet Council of Whale Cove February 24, 2011

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Contents 1 Introduction ...... 6 1.1 Guide to the Report ...... 6 1.2 Project Background ...... 6 2 Conditions Influencing Sustainable Infrastructure Needs and Priorities ...... 8 2.1 Existing vision statements and major community goals that relate to the ICISP 9 3 Community Sustainability Goals and Priorities ...... 10 4 Community Profile ...... 11 4.1 Location and History ...... 11 4.2 Demographics ...... 11 4.3 Economy ...... 13 4.4 Education ...... 14 4.5 Housing ...... 15 4.6 Summary ...... 16 5 Infrastructure Worksheets ...... 17 5.1 Hamlet Office ...... 17 5.2 Municipal Garages ...... 19 5.3 Municipal Vehicles ...... 21 5.4 RCMP Infrastructure ...... 23 5.5 Fire Services Infrastructure ...... 25 5.6 Power / Energy System Infrastructure ...... 27 5.7 Infrastructure Supporting the Traditional Economy ...... 29 5.8 Transportation System - Equipment and Vehicles ...... 31 5.9 Airport ...... 33 5.10 Marine Infrastructure ...... 35 5.11 Communications ...... 37 5.12 Commercial Facilities ...... 39 5.13 Heritage, Language and Arts ...... 41 5.14 Recreation Infrastructure ...... 43 5.15 Health Infrastructure ...... 46 5.16 Education Infrastructure ...... 48 5.17 Public Housing ...... 51 5.18 Staff Housing ...... 53

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5.19 Water ...... 54 5.20 Wastewater and Sewage Disposal...... 56 5.21 Solid Waste ...... 58 6 Bibliography ...... 60 7 Interviewees, consultation calendar, and list of local meeting participants ...... 62

List of Tables

Table 1. Acronyms ...... 4 Table 2. Key Definitions and Terms ...... 5 Table 3. Total Census Population ...... 11 Table 4. Age Characteristics ...... 12 Table 5. Total Census Families ...... 12 Table 6. Harvesting of Country Food ...... 13 Table 7. Participation and Unemployment Rates ...... 13 Table 8. Experienced Labour Force by Occupation ...... 14 Table 9. Educational Attainment ...... 15 Table 10. Number of Private Dwellings ...... 15 Table 11. Dwellings Requiring Major Repair ...... 15 Table 12. Dwellings With More Than One Person Per Room ...... 16

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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 Sustainability The ability of the community, individuals and families to ensure the basic needs of all residents with respect to food, shelter and safety are met, that there are opportunities for community and personal development, and that there is social equity in the community. Goal A broad statement that describes some aspect of the future the community hopes to achieve. Sustainability goals Goals that will preserve and enhance the culture, the society, the economy and the environment of a community, at a cost that the community can afford over time. Infrastructure The facilities, systems and equipment that provide public services and support private sector economic activity, including network infrastructure (e.g., roads, bridges, water and wastewater systems), buildings, machinery and equipment. Infrastructure 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 Whale Cove 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 Whale Cove, 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 Infrastructure Advisory Committee (NCIAC), which includes representatives from the

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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 Whale Cove ICISP began in the fall of 2009. Background information was collected, analyzed, and organized into a detailed community profile (see Section 6 of this Volume). A community consultation meeting was held in Whale Cove on November 18th, 2010. 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 Whale Cove 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 revised to reflect their input, and was 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 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 communities, and lack of capacity to build access roads. Overcrowding and poor housing conditions contribute to high rates of infant mortality, respiratory illness and violence in many Nunavut communities. In Whale Cove 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 in Whale Cove, 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 Whale Cove has articulated a community vision and several community goals that have implications for infrastructure development in the community in the short, medium and longer term. The community’s vision is of a strong and caring community where2: • People are spiritually, mentally and physically healthy. • Culture, history and Inuit Qaujimajatuqangit are valued. • The natural environment is respected. • Infrastructure is developed to support economic growth and community needs. • The economy grows through the cooperation of residents, business, educational groups, government and Inuit Organizations. Specific goals for infrastructure that have been identified by the community of Whale Cove in its Community Economic Development Plan include the following: • Alternative uses of surplus buildings including for economic purposes. • New garage infrastructure such as a joint GN/municipal shop and garage. • Develop new infrastructure that supports traditional economy, such as a community freezer. • Expand the harbour and wharf (floating dock) facilities. • Identify long term infrastructure projects that may benefit Whale Cove such as a regional deep water port and the NU-Manitoba road. • Identify capital costs of upgrading airport services (such as refuelling, airport building capacity, air field security). • Celebrate the culture and history of Whale Cove through cultural displays and the designation of sites of cultural importance. • Increase local commercial infrastructure e.g. bed & breakfast, conference/ meeting facility. • Identify long term infrastructure projects that support mining development • Offer recreation programs for children and youth and develop new recreational programs for men, women, families and Elders. • New buildings in the community for recreation. • Upgrade existing buildings (such as the hockey arena) and develop recreation programs for these buildings as funding is available.

2 Hamlet of Whale Cove, 2008. Community Economic Development Plan: 2008-2012.

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3 Community Sustainability Goals and Priorities As part of the Whale Cove 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 discussing these goals, Whale Cove participants noted that sustainability is a highly relevant concept for today and for the future and should be considered in all future planning and infrastructure decisions. • Whale Cove understands environmental sustainability to encompass conservation of water and other resources through proper design and location of facilities, protection of existing water resources, as well as dealing with the impacts of climate change on the community and its infrastructure. • Social sustainability involves support for individuals and families and individual efforts to promote wellness and wellbeing. It also involves reaching youth in the age categories of children, teens and youth who have completed school and are in the 19-25 year age category. • Cultural sustainability involves ensuring that Inuit culture can be shared with future generations. It also means reversing the cultural influences of the past 50 years which have resulted in low self-esteem among Inuit. • Economic sustainability means that individuals have an opportunity to participate in mainstream and traditional activities. The community strongly supports the notion that those who are able to work and want to work should be given opportunities to participate in traditional activities which provide food and clothing for their own families and for others in the community (i.e. there should be organized programs that ensure people can get on the land and practice and learn traditional skills, especially for those who are unemployed, with benefits to all e.g. local food supply).

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4 Community Profile

4.1 Location and History The community of Whale Cove (or Tikiraqjuaq, meaning "long point" in Inuktitut), is located at the tip of a long peninsula on the west coast of Hudson Bay at N62 11' W92 34' in Nunavut’s Kivalliq Region. It is approximately 80 km south of Rankin Inlet, 145 km north of Arviat and 483 km north of Churchill, Manitoba.

Map 1 – Community of Whale Cove

4.2 Demographics The 2006 Census reported the total population of Whale Cove to be 350 of which approximately 52.9% were female and 47.1% male. Between 2001 and 2006 the population grew by 14.8%. This rate of growth was slightly higher than the territorial average of 10.2% in the same time period. Based on these rates of growth the estimated population of Whale Cove in 2020 is 491 residents.

Table 3. Total Census Population

Year 1996 2001 2006

Total Population 300 305 350 Females 150 160 185 Males 150 145 165 Source: Statistics Canada, 2006 Census, Community Profiles – Whale Cove

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Tables 3 and 4 below provide a picture of the age composition of Whale Cove’s population, based on Census data. The average age of residents is 19.1 years, slightly lower 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. Whale Cove’s population is relatively young, with nearly 41.4% 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 300 305 350 Age 0 – 4 yrs 55 45 55 Age 5 – 14 yrs 75 85 90 Age 15 – 19 yrs 25 30 40 Age 20 – 24 yrs 25 20 25 Age 25 – 54 yrs 105 110 110 Age 55 – 64 yrs 10 20 20 Age 65 – 74 yrs 5 5 10 Age 75 yrs and over 5 0 0 Average age 21.5 19.4 19.1 Source: Statistics Canada, 2006 Census, Community Profiles – Whale Cove

Table 5. Total Census Families

Census 2001 2006

Total number of census families 70 80 Source: Statistics Canada, 2006 Census, Community Profiles – Whale Cove

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4.3 Economy The economy in Whale Cove can be characterized as mixed, with many residents employed in various positions while also taking part in the traditional economy and the harvesting of country food. The following table indicates the percentage of Whale Cove residents in 2006 who participated in the harvesting of country food:

Table 6. Harvesting of Country Food

Census 2006

Hunted in the past 12 months (2006) 59% Fished in the past 12 months (2006) 71% Gathered wild plants (berries, etc.) in the past 12 months 47% Source: Statistics Canada, 2006 Profile of Aboriginal Children Youth and Adults

Whale Cove experiences lower participation rates3 and lower unemployment rates than for the Territory as a whole. In the 2006 Census it was reported Whale Cove had a participation rate of 47.6% and an unemployment rate of 10%. 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 60 65.7 47.6 Unemployment rate 19 17.4 10 Source: Statistics Canada, 2006 Census, Community Profiles – Whale Cove

Table 7 below shows that residents participate in a variety of occupations, but are predominantly employed in sales and service positions; social science, education, government service and religion positions; and trades, transport and equipment operators and related occupations.

3 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 8. Experienced Labour Force by Occupation

Census 2001 2006

Total experienced labour force 15 years and over 110 100 Management occupations 10 10 Business; finance and administration occupations 10 15 Natural and applied sciences and related occupations 10 0 Health occupations 0 0 Social science; education; government service and religion 15 20 Art; culture; recreation and sport 15 0 Sales and service occupations 30 35 Trades; transport and equipment operators and related occupations 20 20 Occupations unique to primary industry 0 0 Occupations unique to processing; manufacturing and utilities 0 0 Source: Statistics Canada, 2006 Census, Community Profiles – Whale Cove

4.4 Education With respect to educational achievement the 2006 Census reported that, among the population age 15 and over,73.8% had no certificate, diploma or degree (including high school), while 4.8% reported the highest level of educational achievement to be high school certificate or equivalent. 7.1% 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,9.5% of residents reported a non-university diploma or certificate and 0% 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 210 105 105 No certificate; diploma or degree 155 80 80 High school certificate or equivalent 10 0 10 Apprenticeship or trades certificate or diploma 15 10 0 College; CEGEP or other non-university certificate or diploma 20 10 10 University certificate or diploma below the bachelor level 0 0 0 University certificate; diploma or degree 0 0 0 Source: Statistics Canada, 2006 Census, Community Profiles – Whale Cove

4.5 Housing Housing data from the Census in 1996, 2001 and 2006 is included in tables below.

Table 10. Number of Private Dwellings

Census 2001 2006

Total - Number of private occupied dwellings 80 90 Number of owned dwellings 20 20 Number of rented dwellings 60 65 Source: Statistics Canada, 2006 Census, Community Profiles – Whale Cove

Table 11. Dwellings Requiring Major Repair

Census 1996 2006

Dwellings requiring major repair - as a % of total occupied private 13.3% 38.9 dwellings Source: Statistics Canada, 2006 Census, Community Profiles – Whale Cove

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Table 12. Dwellings With More Than One Person Per Room

Census 1996 2006

% of occupied dwellings with more than one person per room 19.9 16.7 Source: Statistics Canada, 2006 Census, Community Profiles – Whale Cove

4.6 Summary In view of demographic and socio-economic conditions in Whale Cove reported above, it can be anticipated that changes in the population including as a consequence of overall growth in the youth population and aging of other cohorts, will continue to influence the demand for community infrastructure in key sectors. In the short and medium term education and recreation infrastructure, and essential infrastructure systems such as housing, water and waste will have increased demands placed upon them. The need for robust infrastructure systems that support the economy and provide opportunities for economic diversification and stability will gain prominence in the short and medium term, for example transportation infrastructure systems such as air, marine and roads. During the next twenty 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 Whale Cove 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 Date of Acquisition Projected Useful Life Remaining Life Condition Rating

Hamlet Office 1993 2033 23 years Poor

• Hamlet office occupies former school built in late 1960s. • Building renovated in 1993. • Heat, plumbing, electrical, network wires and other subsystems in poor condition or not functioning adequately. • Office not properly set up for computer equipment and networking. • Building does not meet fire code. • Building requires major repair, retrofit or replacement in 3 years or less.

5.1.3 Infrastructure Planned Investment (Resources Have Been Committed)

• No planned investments identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds.

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5.1.4 Infrastructure Priorities (No Resources Have Been Committed)

NCIAC Priorities 2010 2008 2006

New hamlet office 3 out of 10 1 out of 10 9 out of 10

5.1.5 Infrastructure Priorities Identified in Community Consultations

• Development of government offices identified as an activity that will contribute to sustainability goals. • Hamlet building either needs major repair ($1 million to retrofit) or replacement with new building. (short-medium term) • A new two storey hamlet office could be constructed in the next 5-8 years as the current facility is at capacity and not appropriately organized in terms of office space, storage space and sub-systems. (short-medium term) • Existing hamlet building can be converted/adapted to other uses (e.g. commercial, education, arts/language/culture. (medium- long term) • New facilities may be required to meet non-Hamlet office space requirements (e.g. GN) and to house income support office. (medium term)

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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 Date of Acquisition Projected Useful Life Remaining Life Condition Rating

5 Bay Parking Garage 1999 2039 29 years Good Garage & Shop Building 1970 2010 0 years Poor Maintenance Garage (2 bay) 1991 2031 21 years Destroyed by fire Public Works Tradeshop n/a Poor

• 1991 Maintenance Garage (2 bay) will be renovated in 2010 following a fire in 2009. • Garage and shop building has been renovated to provide new storage and a workshop. • Cold Storage Garage is old, has no doors and has been recommended to be torn down. • 5 Bay Garage in good condition, but Hamlet considering an extension as space is inadequate to accommodate all existing equipment and vehicles. • Carpentry shop in poor condition, has no heat and is not useable. • Hamlet needs a heated storage facility to perform maintenance on equipment and vehicles. This could be tied into a new construction shop. • CGS/DPW workshop/tradeshop is being replaced and relocated. A pad has been laid and construction will continue.

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5.2.3 Infrastructure Planned Investment (Resources Have Been Committed)

• No planned investments 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)

NCIAC Priorities 2010 2006

Carpenter Shop 4 out of 10 Renovate Maintenance Garage-Hamlet 8 out of 10 Maintenance Garage-GN Not rated Renovate Parking Garage Not rated

• Hamlet Council identified capital investment in municipal garages as a priority through the biennial NCIAC planning process in 2006, 2008 and 2010.

5.2.5 Infrastructure Priorities Identified in Community Consultations

• Investment in municipal garages and storage identified as a medium priority and an activity that will contribute to sustainability goals. • Investment in new 3 bay garage for Hamlet equipment. The facility could combine storage and maintenance facilities, or be tied to a new carpentry/construction shop. (short-medium term) • Replacement of the existing carpentry shop is required. A facility for small repairs and carpentry is required by the Hamlet. (short-medium term) • There is some possibility to adapt or renovate existing structures including old 1 bay and cold storage garage, both of which are structurally sound (medium term).

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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 Date of Acquisition Projected Useful Life Remaining Life Condition Rating

2000 Ford F150 Pick-up 2001 2008 (-2) years Poor 2005 Ford - Escape 2006 2013 3 years Fair 2010 Ford Ranger 2010 2017 7 years Excellent

• 2003 Ford F150 was replaced after lost in fire with 2010 Ford Ranger. • Need an additional vehicle • Projected useful life of vehicles is 4-5 years maximum for a truck due to local conditions.

5.3.3 Infrastructure Planned Investment (Resources Have Been Committed)

• No planned investments identified.

5.3.4 Infrastructure Priorities (No Resources Have Been Committed)

• No priorities were identified by Council for NCIAC in 2006 and 2008.

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5.3.5 Infrastructure Priorities Identified in Community Consultations

• Acquire one additional municipal truck (short term)

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5.4 RCMP Infrastructure

5.4.1 System ID

Infrastructure Category: Public Services / Public Safety Infrastructure System: RCMP

5.4.2 System Description: Technical

Component Asset Date of Acquisition Projected Useful Life Remaining Life Condition Rating

Detachment 2003 2043 33 years Good Housing Units (2) (Duplex) n/a n/a

• Whale Cove’s first RCMP detachment opened in the fall of 2003. • The community now has two resident RCMP officers. • There are two housing units (one duplex). • A new vehicle is provided every 3 years. • New ski-doo and quad provided. • Old detachment building (trailer) is used for storage.

5.4.3 Infrastructure Planned Investment (Resources Have Been Committed)

• No planned investments identified.

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5.4.4 Infrastructure Priorities (No Resources Have Been Committed)

• No priorities were identified by Council for NCIAC in 2006 and 2008.

5.4.5 Infrastructure Priorities Identified in Community Consultations

• Investment in RCMP infrastructure identified as a lower priority with lower potential to contribute to sustainability goals- no recommendations

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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 Date of Acquisition Projected Useful Life Remaining Life Condition Rating

Fire Hall 1982 2022 12 years Poor Ford Fire Truck 2007 2027 17 years Good

• Fire Truck is in good condition and is tested regularly. Maintenance agreement program brings a heavy duty mechanic to community if needed. Currently meets needs of community. Water truck is used as back up and always is full for emergencies. • Fire Hall needs needs major repairs, the building is not structurally sound, the office space may be torn down because of the cost of the repairs, however the fire hall space will be maintained. • Fire Hall has three offices currently leased by GN for their employees.

5.5.3 Infrastructure Planned Investment (Resources Have Been Committed)

• No planned investments 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

• Investment in Fire Services identified as a lower priority with lower potential to contribute to sustainability goals • The Fire Hall may require replacement or renovation within the next 5-10 years as this facility has not been renovated and is aging. (medium term)

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5.6 Power / Energy System Infrastructure

5.6.1 System ID

Infrastructure Category: Public Services Infrastructure System: Power / Energy

5.6.2 System Description: Technical

Component Asset Date of Acquisition Projected Useful Life Remaining Life Capacity / Utilization Condition Rating

QEC Power Plant 1991 2031 21 OK, but foundation issue QEC 300 kW Generator 1991 2015 5 years 300 kW n/a QEC 300 kW Generator 1991 2019 9 years 300 kW n/a QEC 150 kW Generator 1991 2036 26 years 150 kW n/a Diesel Tanks (2) n/a 2,015,560 L n/a Gasoline Tanks (1) n/a 421,246 L n/a Emergency Fuel Storage Tanks (2) n/a 182,654 L n/a

• Qulliq Energy Corporation supplies the town with diesel driven electricity. • There are one or two power outages daily. • Airport doesn’t have proper lighting when power is out. • Health Centre has to use backup generator 2-3 times per week. • Major repairs to power plant required. • Generators were to have been replaced in 2004/05 but have not been. As a result they require a lot of maintenance.

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• Transformer needs an overhaul. Need new generators to replace those from 1970s. • At the time of community visit, a new generator was being delivered to the community and will be installed. • New tank farm in 2007 is in good condition.

5.6.3 Infrastructure Planned Investment (Resources Have Been Committed)

• No planned investments 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)

NCIAC Priorities 2006

Tank Farm Capacities and Code Compliance Not Rated

• Hamlet Council identified ensuring tank farm has sufficient capacity and is compliant with applicable codes identified as a priority through the biennial NCIAC planning process in 2006.

5.6.5 Infrastructure Priorities Identified in Community Consultations

• Explore alternative energy sources including wind turbines and technologies appropriate to the north (i.e. some technologies being used in northern Europe) and tidal power generation options. (medium-long term) • Investment in power systems and tank farms identified as a medium priority and an activity that will contribute to sustainability goals. • Stabilization of existing power supply through appropriate generation and replacement of generators (short term)

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5.7 Infrastructure Supporting the Traditional Economy

5.7.1 System ID

Infrastructure Category: Economic Infrastructure Infrastructure System: Traditional Economy

5.7.2 System Description: Technical

Component Asset Date of Acquisition Condition Rating

Community Freezer Late 1970s/ early 1980s Poor Access Road Ongoing construction Fish Processing Plant 1993 Fair

• Community freezer in poor condition and in need of replacement or major renovation. Facility doesn’t operate properly in summer months and doesn’t meet community needs (capacity, condition). There are oil stains and spills from lack of proper maintenance and storage facilities in the freezer. Security is a problem and there is frequent vandalism. Community would like to explore idea of an underground freezer (bunker) in addition to a new community freezer. • Access road goes 40 kms past the airport to Wilson River. Decision whether or not to build a bridge over the River will be made with GN when the road reaches the river (likely another 20 kms.). Community has received funding to maintain and extend. • Fish processing plant is used to process arctic chart for two months in the summer and employs one individual as well as providing income for fishermen. The plant is owned 50% by the HTO and 50% by a Rankin interest.

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5.7.3 Infrastructure Planned Investment (Resources Have Been Committed)

• No planned investments identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds.

5.7.4 Infrastructure Priorities (No Resources Have Been Committed)

NCIAC Priorities 2010 2008

Community Freezer 2/10 10/10

• Hamlet Council identified investment in community freezer as a priority through the biennial NCIAC planning process in 2008 and 2010. • CED Plan calls for Whale Cove to: − Maximize the economic potential for commercial harvest of country foods. − Work on new infrastructure such as a community freezer. − Work with the GN (CGS) and the local HTO to improve or replace the community freezer, and have Hamlet possibly assume responsibility for this.

5.7.5 Infrastructure Priorities Identified in Community Consultations

• Investment in traditional economy identified as a high priority with significant potential to contribute to sustainability goals • Replacement of community freezer with a larger facility is a high infrastructure priority. • Processing facilities for country foods (medium term)

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5.8 Transportation System - Equipment and Vehicles

5.8.1 System ID

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

5.8.2 System Description: Technical

Component Asset Date of Acquisition Projected Useful Life Remaining Life Condition Rating

1994 CAT Loader 950F 1994 2013 3 years Good 1994 CAT Grader 140G 1995 2013 3 years Good 2010 CAT Dozer D6K 2010 2030 20 years 2007 Model TC8C064 Dump Truck 2008 2026 16 years Good

• Dump truck had a new engine installed last year. • 1994 Loader may need a new engine (3rd time replacement) or a new lease. • Grader is in good condition. Plow was recently replaced. • Hamlet needs an additional loader for snow clearing. The airport’s loader will be brought into the community if needed, but it is not generally intended for hamlet use.

5.8.3 Infrastructure Planned Investment (Resources Have Been Committed)

• No planned investments identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds.

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5.8.4 Infrastructure Priorities (No Resources Have Been Committed)

NCIAC Priorities 2010 2008 2006

D6 tractor 2/10 4/10 Road to Rankin Inlet 8/10 3/10 5/10 Snow fencing 9/10

• Hamlet Council identified capital investment in roads and road maintenance equipment through the biennial NCIAC planning process in 2006, 2008 and 2010.

5.8.5 Infrastructure Priorities Identified in Community Consultations

• Investment in transportation systems identified as a high priority. • Community will need a new quarry and aggregates supply as current supplies are very low to non-existent. The community has been mixing blasted material with limited available stock of gravel for roads and building pads. (short term) • Identified priorities include better development of existing and new community roads systems, particular those in new housing divisions (e.g. Itvia). Existing roads are too narrow and set-backs are inadequate, creating problems for parking and dangers for children playing outside, and those walking on the road. There should be better surveying done before construction of new housing. (short-medium term) • Replacement of road maintenance and related equipment including dozer and grader (short term), loader (medium term) and dump trucks (long term).

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5.9 Airport

5.9.1 System ID

Infrastructure Category: Economic Infrastructure Infrastructure System: Airport

5.9.2 System Description: Technical

Component Asset Date of Projected Useful Remaining Life Capacity / Condition Rating Acquisition Life Utilization

Airport Terminal 1986 2026 16 years Poor

Airport Runway Overlay completed 2013 3 years Length: 4000; Fair 2003 Width: 100 Loader Cat 950 2008 Good Truck - (pickup) 2003 n/a 2010 Chevy Sierra Truck 2010 2017 7 Wheel Loader 1991 n/a Snowblower – Mounted 1999 n/a Packer - Wobbly Wheel 1982 n/a Packer - Wobbly Wheel 2003 n/a

• Airport runway is 4,000 feet long by 100 feet wide. • A new terminal building is needed.

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• Airport maintenance vehicles are currently stored at the Hamlet garage (5 bay) which is several kilometres from the airport. A maintenance garage is currently being built and will be completed by summer of 2011. • Airport truck is over 20 years old and in need of replacement. • Hamlet has operation and maintenance contract for airport.

5.9.3 Infrastructure Planned Investment (Resources Have Been Committed)

• No planned investments identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds.

5.9.4 Infrastructure Priorities (No Resources Have Been Committed)

• No priorities were identified by Council for NCIAC in 2006 and 2008. However, CED Plan identifies the need to work with First airlines to monitor impacts of additional service on passenger and cargo movement, identify areas where improvements may be required, and identify capital costs of upgrading airport services (such as refuelling, airport building capacity, air field security), for expanded services.

5.9.5 Infrastructure Priorities Identified in Community Consultations

• Identified priorities include airport expansion (or replacement with new terminal) and development to accommodate higher traffic and number of planes as well as establishment. (medium term) • A generator storage shack is needed at the airport. (medium term) • Open house identified need to consider re-location of airport closer to the community. Distances create inefficiencies and when there are med-evacs the distance can be problematic. (long term)

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5.10 Marine Infrastructure

5.10.1 System ID

Infrastructure Category: Economic Infrastructure / Marine Infrastructure System: Marine Infrastructure Systems

5.10.2 System Description: Technical

Component Asset Date of Acquisition Condition Rating

Public dock 1996 Fair Dock (barge landing site) Poor Floating Dock 2008 Good

• Barge landing is in need of repair and major dredging of rocks is required. Complaints have been received from both the barge and sea lift in terms of getting equipment from the barge to the beach area. • High and low tides make it difficult to bring in equipment. • Coast Guard contracts the annual maintenance to the Hamlet. • New floating dock acquired in 2008 which has not been installed (wood and steel structure).

5.10.3 Infrastructure Planned Investment (Resources Have Been Committed)

• No planned investments 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)

• While no priorities were listed by the Hamlet for NCIAC, the CED Plan calls for an expanded harbour and wharf (floating dock) facilities in the community as well as Identification of long term infrastructure projects that may benefit Whale Cove such as a regional deep water port. • Other identified marine priorities from the Nunavut Transportation Strategy are: − Dock jib winches − Establish new breakwater facilities at a location called Sam’s cabin. − Community wants the landing area moved out of town. This is supported by the NTCL Captain, who recommends moving it 2 miles further up the coast. − Floating dock

5.10.5 Infrastructure Priorities Identified in Community Consultations

• Investment in transportation systems identified as a high priority with significant potential to contribute to sustainability goals • Barge landing in need of repair and major dredging to accommodate sea lift/barge (short term). • Development of a deep sea/water port (long term)

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5.11 Communications

5.11.1 System ID

Infrastructure Category: Economic Infrastructure / Communications Infrastructure System: Communications

5.11.2 System Description: Technical

• Telephone service in Whale Cove is provided by Northwestel. Connections are reliable but there have been issues in the past. • Internet provided by Qiniq and Netkaster (satellite). Qiniq is fairly reliable but speed and download capability is slow. • Netkaster is more expensive to set up but provides faster connection. RCMP and school are with Netkaster and Hamlet is considering moving to this service provider. • Reliable internet access is available at the school, hamlet office, and health centre. • CBC Radio broadcasts on an FM station in Inuktitut and English. • New local radio station has opened with upgraded equipment. Old equipment has been repaired and recycled so the community now has a ‘remote’ station at the arena. • The Co-op acts as Whale Cove’s cable television provider. Cable TV service offers about 40 channels. • Bell ExpressVu and Starchoice satellite television are available. • A post office is located at the Hamlet Office.

5.11.3 Infrastructure Planned Investment (Resources Have Been Committed)

• No planned investments identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds.

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5.11.4 Infrastructure Priorities (No Resources Have Been Committed)

• No priorities were identified by Council for NCIAC in 2006 and 2008.

5.11.5 Infrastructure Priorities Identified in Community Consultations

• Investment in communications system identified as a medium priority. • Investment in a publicly available computer access site identified as a priority at the Open House. (short-medium term)

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5.12 Commercial Facilities

5.12.1 System ID

Infrastructure Category: Economic Infrastructure / Commercial Infrastructure System: Commercial Facilities

5.12.2 System Description: Technical

• The main commercial facilities in Whale Cove are the Co-op and Co-op (Inns North) hotel. • Basic banking services are available through the Co-op (automated teller, savings accounts, money exchanges). • The hotel, which is in fair condition, has 6 rooms and frequently requires guests to share rooms as accommodation is inadequate to meet demand.

5.12.3 Infrastructure Planned Investment (Resources Have Been Committed)

• No planned investments identified.

5.12.4 Infrastructure Priorities (No Resources Have Been Committed)

• No priorities were identified by Council for NCIAC in 2006 and 2008. However, the CED Plan contemplates the possibility of establishing: − Conference centre/ meeting facility − Hotel expansion, B&B accomodations − Economic infrastructure for mining development (e.g. businesses providing services to mining sector) − Renovation of surplus buildings for economic development purposes

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5.12.5 Infrastructure Priorities Identified in Community Consultations

• Investment in stores and businesses (i.e. commercial facilities) identified as a medium priority with potential to contribute to sustainability goals • Investment in business development support facilities identified as medium term objective. • Establishment of an additional store (Northern Store) identified as a priority during Open House. (medium term) • New hotel facility (medium term)

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5.13 Heritage, Language and Arts

5.13.1 System ID

Infrastructure Category: Cultural Infrastructure Infrastructure System: Heritage, Language and Arts

5.13.2 System Description: Technical

• Community hall and school gym are used for heritage, language, culture and arts related activities and programming. • There are no other dedicated facilities for these purposes in Whale Cove.

5.13.3 Infrastructure Planned Investment (Resources Have Been Committed)

• No planned investments 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)

• While no priorities were submitted for NCIAC, the community CED Plan contemplates the possibility of establishing a Cultural / Heritage Centre or museum.

5.13.5 Infrastructure Priorities Identified in Community Consultations

• Investment in heritage, language and arts facilities identified as a medium priority with good potential to contribute to sustainability goals • Establish cultural facilities through possible use of existing buildings with better programming and funding for arts/culture/language. This could potentially include an arts and crafts centre that allows for the practice of drawing and carving

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and the teaching of these skills to community members. While arts and crafts are present in the community there is a sense this needs to be ‘taken to the next level’ through better transmission, value and marketing, and a dedicated facility can support this objective. (medium-long term) • Traditional arts, language and crafts need to be better embedded within the curriculum in order to contribute to cultural sustainability.

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5.14 Recreation Infrastructure

5.14.1 System ID

Infrastructure Category: Cultural Infrastructure Infrastructure System: Recreation Infrastructure

5.14.2 System Description: Technical

Component Asset Date of Acquisition Projected Useful Life Remaining Life Condition Rating

Arena 1995 2035 25 years Fair Community Centre 2008 2048 38 years Fair Zamboni - Ice Resurfacer 2002 2020 10 years Good School Gym 1999 2039 29 years n/a

• Several issues have been encountered in the new community centre with heating, sprinkler, doors and washrooms, major repairs will be required to fix the problems, the building is also very expensive to heat and maintain. • The arena requires some renovation (washrooms, facilities to meet safety standards, new boiler, new wood floor) and a cement floor to allow for arena use all year round. Arena will need a new roof in 3-5 years. Community wants to expand to a regulation size rink (another 5-6 metres). • Zamboni is in good condition. Training will be provided to maintenance staff to ensure maintenance can be done in the community. • A new drop in centre is needed as the AT&T Drop in Centre is not operational and will be torn down. • The school owns and maintains the gym, however is it shared with the hamlet.

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• The hamlet’s recreation coordinator organizes events in the community. There are weekly radio bingos and occasional dances. The Johnny Kuuk Memorial Hockey Tournament is held at the arena every spring with teams arriving from other communities by snowmobile and air. • The arena has scheduled times for hockey and public skating and is used extensively by the community. • Basketball, volleyball, and floor hockey are played almost every evening in the school gym. • A fishing derby is held in the spring. • The community holds feasts, games, and celebrations to mark major holidays such as Nunavut Day, Canada Day, Christmas, and New Year’s.

5.14.3 Infrastructure Planned Investment (Resources Have Been Committed)

• Planned investments identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds:

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

Community Hall – GN Portion CGS 20K GN Main 2009-10

5.14.4 Infrastructure Priorities (No Resources Have Been Committed)

NCIAC Priorities 2010 2008 2006

Swimming pool 7/10 6/10 6/10 Arena upgrade 6/10 5/10 7/10 Community Hall Completed Completed 1/10

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• Hamlet Council identified investment in swimming pool and arena upgrades as a priority through the NCIAC planning process in 2006, 2008 and 2010. • CED Plan also notes the need to upgrade existing buildings (such as the hockey arena) and develop recreation programs for these buildings as budgets are available.

5.14.5 Infrastructure Priorities Identified in Community Consultations

• Investment in recreation facilities identified as a medium priority with some potential to contribute to sustainability goals • Community Hall expansion – increased capacity to meet current and future needs (medium term) • Arena expansion – to regulation size and to address capacity issues. (medium term) • Swimming Pool – needed as lakes are currently used but are unsafe and have resulted in drownings. Health benefits to Elders and youth and recreational opportunities which will divert kids from undesirable activities/behaviours. Also provides opportunities to teach survival skills (swimming, kayaking). (short-term medium term) • Youth Centre – including computer facilities and programming for children. (short to medium term)

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5.15 Health Infrastructure

5.15.1 System ID

Infrastructure Category: Health Infrastructure Infrastructure System: Health Infrastructure

5.15.2 System Description: Technical

Component Asset Date of Acquisition Projected Useful Life Remaining Life Condition Rating

Nursing Station and Residence 1987 2027 17 years Fair Vehicle (Ford Explorer) 2002 2009 (-1) years Good

• The health centre is staffed with 2 full-time nurses, with periodic visits from specialists, including a paediatrician, general practitioner; ear,nose, and throat specialist, physiotherapist; speech-language pathologist, occupational therapist and an audiologist. • A dentist and dental assistant visit Whale Cove every one to two months. • The health centre was built in 1987 and is equipped with a hospital bed, x-ray and E.K.G. machines, and an incubator. It is in fair condition and was updated in 2004 with new windows and roof, and mechanical repairs. • Health centre needs a new vehicle / emergency vehicle. No ability to transport by stretcher.

5.15.3 Infrastructure Planned Investment (Resources Have Been Committed)

• No planned investments identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds.

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5.15.4 Infrastructure Priorities (No Resources Have Been Committed)

• No priorities were identified by Council for NCIAC in 2006 and 2008.

5.15.5 Infrastructure Priorities Identified in Community Consultations

• Investment in Elders Care Facilities as a medium priority with potential to contribute to sustainability goals. • Elders transportation vehicle identified as a need at open house. (short to medium term) • Ambulance, or a vehicle that can transport injured/sick safely to the nursing station identified as a priority at Open House. (short to medium term) • Investment in health care and wellness facilities as a medium priority with potential to contribute to sustainability goals. • Other identified priorities in health/wellness included an Elders care facility. (medium term)

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5.16 Education Infrastructure

5.16.1 System ID

Infrastructure Category: Education Infrastructure Infrastructure System: Education

5.16.2 System Description: Technical

Component Asset Date of Acquisition Projected Useful Life Remaining Life Capacity / Utilization Condition Rating

Inuglak School 1991, last renovated 2004 2031 21 years Capacity 187 Fair Utilization 111 (59%) Day Care Building 2002 2042 32 years n/a Good

• Inuglak School provides elementary and secondary programs to students from Kindergarten to grade 12. Currently there are 11 teachers (with one as principal) and 2 teacher assistants at the school. Classes are taught as split grades from 1/2 to 11/12. • The school was built in 1991 with renovations, including a new addition, in 2004. The addition included a new full-sized gymnasium with canteen, 2 separate “land skills” rooms, a book room, and a new computer room. • The school is 1,125 square metres in size has a total capacity for 187 students. Current enrollment is 111 students (or 59% utilization rate). • Capacity is an issue at the school. Classrooms are full and all available space in the school is utilized. Class sizes are large (30+), and there are considered to be too few teachers, compromising the education system. • One classroom is rented to Nunavut Arctic College. • School needs some upgrades. Maintenance is a problem.

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• Day care is in good condition. There is a need for a covered entrance. Day Care has requested assistance from Hamlet but funding will have to come from GN.

5.16.3 Infrastructure Planned Investment (Resources Have Been Committed)

• Planned investments identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds:

NAC Capital Estimates 2010-15 Dept. Budget Cap. Fund. Years

Community Learning Centre NAC 2,850K GN: NAC 2010-15

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

• Investment in day care facility identified as a high priority with significant potential to contribute to sustainability goals (short term) • Priority investment area is adult education centre and programs that are successful and retain students (through training allowances). The adult education centre should be established to include a day care. (short - medium term) • An expansion of the school will be required within 5 to 10 years to accommodate growing and young population. At present there are many young families in the community and a small baby-boom (e.g. 10 born in 2009 alone) which will have an impact on elementary and high school needs in 5-10 years. (medium term) • A school bus is needed as children have to walk some distance from their homes to the school often in very cold weather and with bears posing a danger. (short term) • New, expanded playground at the school is required (short-medium term)

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• School doors need to be relocated to avoid heavy snow build up in winter. New siding needs to be completed on the older part of the school. (short term). • Investment in culture and language programming including that which is family-based and supports traditional teaching through traditional activities. (short-medium term) • Investment in quality academic programs to address education system problems (e.g. not producing post-secondary ready graduates even though students are graduating). (short to medium term) • Investment in technology that can provide diverse learning opportunities including through distance education for all ages. (short to medium term) • Investment in a publicly available computer access site identified as a priority at the Open House. (medium term)

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5.17 Public Housing

5.17.1 System ID

Infrastructure Category: Housing Infrastructure Infrastructure System: Public Housing

5.17.2 System Description: Technical

Component Asset Date of Acquisition Condition Rating

35 Single Family Units 26 pre-1990 n/a 9 no date 16 Duplex Units 4 pre-1990 n/a 8 post 1990 4 no date 11 Multi Family units 8 pre 1990 n/a 3 no date Leased Units 2 no date Warehouse / Office 1983 n/a

• Total of 64 units of which 38 (60%) were constructed pre-1990. • Housing is considered to be in short supply and demand exceeds available supply. However, attempts are being made to address housing issues in Whale Cove.

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• The addition of two new duplexes and a new five-plex unit as well as construction of a three- plex will help to address housing needs. • One five-plex was completed (2 bedroom units) in 2010. • All houses in Whale Cove are serviced by individual water and sewage tanks.

5.17.3 Infrastructure Planned Investment (Resources Have Been Committed)

• Planned investments identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds:

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

M&I Retrofit – GN Portion NHC 254 CMHC 2009-14

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

4 units 4 2010-11

5.17.4 Infrastructure Priorities (No Resources Have Been Committed)

• No priorities were identified by Council for NCIAC in 2006 and 2008. However, CED Plan identifies the need to update Whale Cove’s Zoning Plan and By-laws to plan for more zoned lots, and consider a plan for redevelopment of land in the centre of the community.

5.17.5 Infrastructure Priorities Identified in Community Consultations

• Identified priorities in housing included: • Dedicated Elders housing or Elders care facility (medium term) • Support for private housing initiatives (short-medium term)

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5.18 Staff Housing

5.18.1 System ID

Infrastructure Category: Housing Infrastructure Infrastructure System: Staff Housing

5.18.2 System Description: Technical

Component Asset Date of Acquisition Projected Useful Life Remaining Life Condition Rating

Staff House 1989 2031 21 years Good SAO Staff House 2008 2048 38 years Good

• There are six (6) government-leased staff housing units reserved exclusively for teachers. Some units have problems with heating and water systems.

5.18.3 Infrastructure Planned Investment (Resources Have Been Committed)

• No planned investments identified.

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

• None

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5.19 Water

5.19.1 System ID

Infrastructure Category: Environmental Infrastructure Infrastructure System: Water

5.19.2 System Description: Technical

Component Asset Date of Acquisition Projected Useful Remaining Life Condition Rating Life

1999 Freightliner Water Truck 1999 2006 (-5) years Fair to Poor 2006 Sterling - Acterra Water Truck 2006 2013 3 years Good Pumphouse/ Truckfill Station 1993 Fair

• Water quality is an issue in Whale Cove. Water is tested daily and occasionally reports indicate presence of e-coli as well as particulate matters. These tend to be within safe limits but are at the top of the allowable range. Water testing is performed by the GN. • The water treatment system involves chlorination as required at the pump house and in the water trucks. • The hamlet is scheduled to get a new water truck using its capital reserve fund. Water trucks need to be replaced every 5-7 years. • Pumphouse and truckfill station are in fair condition and require occasional repair.

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5.19.3 Infrastructure Planned Investment (Resources Have Been Committed)

• No planned investments 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)

• Hamlet Council identified capital investment in water supply upgrades as a priority through the biennial NCIAC planning process in 2008 and 2010.

NCIAC Priorities 2010 2008

Water supply upgrade 5 out of 10 7 out of 10

5.19.5 Infrastructure Priorities Identified in Community Consultations

• Investment in water system identified as a medium priority with potential to contribute to sustainability goals • More reliance on natural water sources / less treatment / no treatment plants. (short-medium term) • Others would like to see a utilidor in the community (long term). • Filtration system with a 50000L storage tank so water is filtered before it goes to truck. (short-medium term) • Annual cleaning of water tanks and super-chlorination of water pipes as required (short term). • Consideration of new water source or diversion of snowmobile traffic from the lake in winter (short term). • Extension of intake pipe further into the lake and raised off the lake bottom. This is seen as potentially contributing to improved water quality (short to medium term).

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5.20 Wastewater and Sewage Disposal

5.20.1 System ID

Infrastructure Category: Environmental Infrastructure Infrastructure System: Wastewater and Sewage Disposal

5.20.2 System Description: Technical

Component Asset Date of Acquisition Projected Useful Remaining Life Condition Rating Life

2000 Sterling FTLNR Sewage Truck 2000 2007 (-3) years Good 2008 Sterling Acterra Vacuum Truck 2008 2015 5 years Good Sewage lagoon 1976 2006 (-4) years Poor

• Sewage lagoon has not been licensed by the NWB since 2006. • During high winds the lagoon overflows into the bay. • There has, on occasion, been some seepage of sewage into the adjacent dump site. • In 5-7 years sewage lagoon is likely to reach its capacity. • The cost of replacement is $15 million, but community will need something by 2015. • Sewage truck is in good condition and is functional for now.

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5.20.3 Infrastructure Planned Investment (Resources Have Been Committed)

• No planned investments identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds.

5.20.4 Infrastructure Priorities (No Resources Have Been Committed)

• Hamlet Council identified investment in a new sewage treatment plant as a priority through the biennial NCIAC planning process in 2008 and 2010.

NCIAC Priorities 2010 2008

Sewage treatment plant (new) 1 out of 10 8 out of 10

5.20.5 Infrastructure Priorities Identified in Community Consultations

• Investment in waste water/sewage system identified as a medium priority with potential to contribute to sustainability goals • Sewage lagoon improvements including fencing around facility. • New sewage treatment facilities (short-medium term)

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5.21 Solid Waste

5.21.1 System ID

Infrastructure Category: Environmental Infrastructure Infrastructure System: Solid Waste

5.21.2 System Description: Technical

Component Asset Date of Acquisition Projected Useful Remaining Life Condition Rating Life

2000 Ford 350 Garbage Truck 2001 2008 (-3) years Poor 1980 Compactor 2002 2020 10 years Not operational Landfill Site n/a 30 n/a Good

• Landfill is at 30% capacity. • No regular burning. When burns do occur waste blows into town. • Solid Waste Plan calls for segregation of metals, plastics, wood and this is now being done. • The fence is ineffective in winter with snow build up and bears enter as a result. Nunavut Department of Environment is going to do an assessment of this situation. • Community is in discussions to take back metals and paper waste on sea lift, and would like to implement a recycling program. • Solid waste system needs to be assessed. • Garbage truck is in poor condition and will be replaced in 2011. • Compactor is not operational (cost $30-$40K to make operational). This does not have a major impact on service as there is another garbage truck.

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• Road to landfill site is in good condition.

5.21.3 Infrastructure Planned Investment (Resources Have Been Committed)

• No planned investments identified in GN Capital Plan Estimates, Gas Tax Fund, Municipal Rural Infrastructure Fund, Building Canada Fund, or other funds.

5.21.4 Infrastructure Priorities (No Resources Have Been Committed)

• Hamlet Council identified capital investment in new dump truck and road to garbage dump as a priority through the biennial NCIAC planning process in 2006.

NCIAC Priorities 2006

Dump Truck 3 out of 10 Road to garbage dump 10 out of 10

5.21.5 Infrastructure Priorities Identified in Community Consultations

• Investment in solid waste system identified as a medium priority with potential to contribute to sustainability goals • Relocation of land fill site (medium-long term) • Recycling programs at land fill site (short-medium term) • Higher fencing at land fill site (short-medium term) • Replace garbage truck (ST)

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6 Bibliography Specific sources Hamlet of Whale Cove and Whale Cove Economic Development Committee, 2007. Community Economic Development Plan and Implementation Plan: 2008-2012. 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 Government of Nunavut, Sport & Recreation Division, 2001, Nunavut Recreation Facility Study

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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

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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 Whale Cove. This included interviews or informal meetings with the following individuals either prior to, during or following community based consultation activities: • Shawn Trepanier, Senior Administrative Officer • Eloise Noble, Community Economic Development Officer • Paul Voisey, GN CGS Maintenance Consultations on the Integrated Community Infrastructure Sustainability Plan were held in Whale Cove November 17-19th, 2009. An initial planning workshop was held with representatives of governments and organizations in Whale Cove, followed by a community Open House held in the evening of November 18th, at which the outcomes of discussions from earlier in the day were reported, and additional input to the infrastructure plan was provided by community members. Participants at these sessions are listed below.

Workshop – Stakeholders • Percy Kabloona, Mayor • Shawn Trepanier, Senior Administrative Officer • Eloise Noble, Community Economic Development Officer • Guy Enuapik, Hamlet Foreman • Nancy Miseralak, Housing Manager • Susie Kritterdlik, Chair District Education Authority and Income Support Officer • Chris Jones, Recreation Coordinator • Solomon Voisey, Qulliq Energy Corporation • Paul Voisey, GN CGS Maintenance • Goretti (Kukkati) Panika, NAC Adult Educator

Open House • Michelle A. Ford • Kora Enuapik • Roberta Enuapik • Pyton Nipisar • Joshua Etigaitok • Manu Manunattai • Peter Igviksaq • Adamie Shimout • Natasha Napisar

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• Lorwe A. • Salomee Okalik • Delores Maktar • Pat Enuapik • Frankie Tartuk • A Voisey • Paul Qiyak • Solomon Voisey • Dylan Enuapik • Shirley Kabloona • Percy Kabloona • Mary Nancmalik • John Ussak • Theresa Angoo • Paul Voisey • Eva Voisey • Robert Enuapik • John Enuapik • Don Voisey • LouieOklaga • Isabelle Sheetoga • Eva Sheetoga • Irene Oklaga • Janie Enuapik • Rob Enuapik • Steve Shimout • Gerard Maktar • Mike Jr. Panika • Lisa-Grace Sheetoga • Guy Enuapik • Mary Adjuk • Jacobie Tavo • Kelsey Sheetoga • Andrew Alikashuak • Makki Angoo • Mary Shimiout • Sophie Igviksaq • Elizabeth Kabloona • Stanley Adjuk • Serena Siksik • Glenda Ulurksit • Augustine S

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• Sean Nipisar

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