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Community Plan
Town of Norman Wells
2021
By-law #21-07
April 07, 2021
2
Acknowledgements
Norman Wells Town Council
Mayor Frank Pope
Deputy Mayor Alexis Peachey
Councillor Pascal Audet
Councillor Jim Boyle
Councillor Jean-Paul Bernard
Councillor Dave Wever
Councillor Trevor Smith
Town Planning and
Land Use Commitee
Councillor Dave Wever
Councillor Jean-Paul Bernard
Dee Opperman
Cindy Collier
Carol Lorentz
Economic Development
Commitee
Councillor Pascal Audet
Councillor Jim Boyle
Michael Duclos
Kyle Wright
Christopher Chivers
Kylie Frank
Feliz Candia
Town Staff
Senior Administrator Officer
Cathy Clarke
Governance and Community
Engagement Officer Kayla Turner
Development Officer Johannie
Lapierre
Management staff
Consultant
WSP Canada Inc.
Table of Contents
Section 1
Plan Overview
1.1
Introduction
1
1.2
Regulatory Framework
2
1.3
Community Engagement
3
1.3.1
Engagement Events
1.3.2
Emerging Themes
Section 2
Identity
2.1
Community Identity
12
2.1.1
Popular Growth & Age
2.1.2
Future Population
2.1.3
Shadow Population
2.1.4
Housing
2.1.5
Social & Economic Structure
2.2
Shaping Our Community
20
2.2.1
Vision
2.22
Goals and Strategic Objectives
Section 3
Land Use Planning
and Development
3.1
Conceptual Land Use Map
23
3.2
All Land Uses
24
3.3
Town Core Area
26
3.4
Residential Use
27
3.5
Commercial Use
27
3.6 Industrial Use
28
3.5.1 Light Industrial Use
3.5.2 Heavy Industrial Use
3.7
Community Use
29
3.8 Open Spaces and
Hinterland Uses
30
3.8
Aeronautic Use
31
Section 4
Community Services
Planning and Development
4.1
Education, Culture and Heritage
33
4.2 Health and Social Services
34
4.3 Town Assets and Services
35
4.3.1
Vacant Properties
4.3.2 Utility
4.3.3 Solid Waste
4.3.4 Roads and Trails
Section 5
Community Attributes
Planning and Development
5.1
Unique and Vibrant
40
5.2
Connected and Accessible
41
5.3 Prosperous
41
5.4
Wide Market Housing
42
5.5
Safe and Clean
42
5.6
Environmentally Friendly
44
3.6.1 Natural Habitats and Wildlife
3.6.2 Energy Wise
Section 6
Implementation
6.1
Monitoring and Reviewing
the Plan and Zoning By-law
47
6.2
Implementation Plan
47
Appendices
Appendix A
55
The Principles Of Crime Prevention
Through Environmental Design (CPTED)
6
1
Plan
Overview
Community Plan
Town of Norman Wells
2021
1
1.1 Introduction
The Community Plan (CP) represents a collective community vision for the
future of the Town of Norman Wells. The plan has been developed through
collaboration and discussions with the community, stakeholders, Town
Council, and Town Staff.
In the preparation of the CP, the Town of Norman Wells recognizes the
importance of the First Nations and Metis people connected to the region,
and the vibrant, diverse people who make up the town and region's
Indigenous communities.
The CP is a dynamic and flexible document designed to meet the needs of
a changing community. The CP provides high-level direction that speaks
to Norman Wells' future community goals and priorities.
The updated CP addresses the community's current issues or recent
changes, which are included in the CP's series of goals, as well as its long-
term policy directions.
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Regulatory
Framework
1.2
This document constitutes the Community Plan (CP) for the Town of
Norman Wells, which is a top tier policy document of the Town. As such,
it establishes a framework of policies for land use and strategic policy
development. It has been prepared in accordance with the Cities, Towns and
Village Act S.N.W.T. 2003, c.22 as amended and the Community Planning
and Development Act, S.N.W.T. 2011, c.22 as amended (the Act).
Relevant sections in the Act are listed as follows:
Aboriginal and treaty rights
1.1. (1) For greater certainty, nothing in this Act shall be construed so as to
abrogate or derogate from Aboriginal or treaty rights of the Aboriginal peoples of
Canada under section 35 of the Constitution Act, 1982.
(2) An action or thing authorized by this Act must be carried out in accordance
with any applicable land claims agreement.
(3) If there is a conflict or an inconsistency between a provision of this Act or the
regulations and a provision of a land claims agreement or legislation approving,
giving effect to and declaring valid a land claims agreement, the provision of the
land claims agreement or legislation prevails to the extent of the conflict or
inconsistency.
Content of a Community Plan
Purpose
3. (1) The purpose of a community plan is to provide a policy framework to guide
the physical development of a municipality, having regard to sustainability,
the environment, and the economic, social and cultural development of the
community.
Preparation
3. (2) Council may initiate the preparation of a community plan for a
municipality.
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Community Plan
Town of Norman Wells
2021
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(e) include a schedule of the sequence in which specified areas of land may be
developed or redeveloped, and the manner in which the services and facilities
referred to in paragraph (d) will be provided in specified areas.
Specific requirements
(2) A community plan must include a map or series of maps showing the land
that is affected by the plan and indicating
(a) future land use; and
(b) any land in respect of which policy statements are included under paragraph
(1)(c).
Preparation
(3) A community plan must be prepared
(a) on the basis of surveys and studies of land use, population growth, the
economic base of the municipality and its needs relating to transportation,
communication, public services and social services; and
(b) in consultation with a professional community planner.
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Contents
4. (1) A community plan must:
(a) describe future land uses in the municipality;
(b) incorporate, insofar as is practical, any applicable territorial land use policies
and statements of territorial interest;
(c) contain statements of policy respecting the management of any
environmentally sensitive lands or lands subject to natural hazards such as flood
or slope instability;
(d) address the provision of required transportation systems, public utilities and
municipal services and facilities, and address any requirements for land for
municipal and public purposes; and
4
The population must be engaged in the CP renewal, so it reflects future
growth needs and community change aspirations. All updates on the
renewal project could be found in a newly created section of the Town
of Norman Wells website. Notices were also shared on social media and
advertised on bulletin boards.
Public Comments on Current Community Plan:
At the launch of the project, the Town's current CP, which was adopted in
2014, was posted on the Town's social media outlets for the community to
review and comment. In total, six respondents provided feedback via email.
The comments detailed a desire for the updated documents to emphasize
the natural environment's preservation and residents' safety, on resource
consolidation with realistic asset and solid waste management, and on
economic development and recreational opportunities. They also refer
to the significance of a better alignment between the CP and the Town's
Strategic Plan, allowing more housing options for all residents, and using
plain language to make all documents accessible to the community.
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THE PUBLIC
The natural
environment's
preservation
DETAILED A DESIRE TO EMPHASIZE:
Solid waste
management
Housing
options for all
residents
Community
Engagement
1.3.1 | Engagement Events
A number of engagement events were held with the residents,
stakeholders, Town Council and Town Staff during the late spring and
summer of 2020. Due to the Covid-19 pandemic, the public engagement
strategy could not include in-person events. Notes from these events will
inform the CP update and help build revised and new long-term policies.
1.3
Community Plan
Town of Norman Wells
2021
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Stakeholder Interviews:
Eight one-on-one stakeholder interviews were conducted from May
through to July 2020 with department representatives from the
Government of Northwest Territories and the Town of Norman Wells. The
department representatives were asked to share the challenges faced in
their different departments and to identify their needs related to community
planning. Feedback from the interviews included: necessary infrastructure
upgrades/maintenance on all Town facilities and improvements required in
asset management.
The stakeholders showed an interest in developing and growing the tourism
industry while maintaining the residents' well-being. They also expressed
the need for housing availability (social housing, rental units, age-friendly
housing), a general reduced cost of living, better accessibility to the
community, as well as improving food security with more local agricultural
activities. Collaboration is identified as an important value, for example
when it comes to wildfire protection planning and wildlife control. Finally,
flexibility for and fostering of small local businesses was requested.
Stakeholder Survey:
Stakeholder survey questions were emailed to 15 local community groups
and 41 businesses, including developers, builders and industrial operators.
Stakeholders were asked to explain their interest in the community, identify
general concerns and recommend ways for their operations to stay active
in Norman Wells. In total, 7 responses to the surveys were received. The
respondents indicated that their services are needed in the community,
despite the challenges related to the costs of operations, market size,
accessibility, and infrastructure. Business owners noted the importance of
diversifying the local economy, investing in infrastructure, providing more
support for small businesses, and needing more regulatory flexibility. The
feedback from the community groups expressed the need for volunteers and
funding in recreational programs and facilities.
Public Survey:
A survey was created to obtain information and feedback from the
general public. In a brief video, a Council member who was nominated as
the resource person for the Community Plan and Zoning by-law renewal
project, invited the community to participate. The link to the online survey
was available for 26 days on the Town's website, posted on social media
and highlighted on a large banner installed at the front of the Town Office.
Paper copies were distributed to the 348 active Norman Wells mailboxes.
The survey contained 28 questions: the first section of the survey posed
questions about the population's identity and the second part posed
questions to identify concerns and areas to prioritize.
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In total, 116 survey responses were collected. The Town's future economic
instability was identified as the biggest challenge. Limited accessibility to
the Town, the cost of living and the lack of affordable housing exacerbate
this instability. Prioritizing small local businesses, the tourism industry,
as well as allowing mixed-used developments could help the economy to
stabilise. Regarding municipal services, water and roads are recognized
as top priorities and the majority of respondents are open to a segregated
waste management program.
Public Meetings:
Two public meetings were held via Zoom on June 9th and June 18th, 2020
with 12 to 15 attendees. The purpose of the meetings was to obtain feedback
on what community members like about Norman Wells and, conversely,
their most pressing concerns about the Town. Topics were suggested to
orient the discussion: housing, recreation, economic development, waste
management and environment.
The most prevalent favourable characteristics about Norman Wells
included: the natural beauty of the area, the variety of recreational
opportunities, the high rate of employment and the family-friendly and
caring nature of the community. However, the attendees observed the lack
of some essential housing and care services for seniors and children.
They also pointed out the consequences of the economic situation: vacant
houses, aging infrastructure, and legacy industrial waste, and a high cost
of living and transportation. Diversification of activities, collaboration, and
reutilization of resources were discussed as solutions. The participants also
wanted to see improvement in recreation, environmental/sustainability
initiatives, town accessibility, safety, and building of community spirit
through arts and culture.
2
PUBLIC ZOOM
MEETINGS
WITH COMMUNITY MEMBERS
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RESPONSES
116
TO THE PUBLIC SURVEY
RECEIVED
Community Plan
Town of Norman Wells
2021
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Postcards:
Thirty-seven postcards were mailed to seniors in Town on June 26th, 2020.
The postcards were prepaid and meant to be filled and returned to the
Town. In total, 2 postcards were received back with answers to the following
question: "The Town of Norman Wells would like to know what is your
daily routine? Please tell us what is delightful, what is annoying, describe
where you live, where you go, etc. so that we can learn more about your
reality & needs and work at improving our town & services". The feedback
acknowledged the Town's current services and recreational opportunities
are positive, whereas road maintenance and accessibility in the Town are
problematic at times.
Council Workshops:
Two workshops were organized with Council in order to form their
collective vision for the future of Norman Wells. The first meeting, which
occurred on July 15th, 2020, focused on the community's strengths,
opportunities, weaknesses and threats. The feedback from the Council
members was in alignment with the results of the other engagement
activities. The Council also sought to refine the Community Plan objectives.
They reiterated the position of Norman Wells as a hub and service center
for the region.
However, some healthcare services are limited, and the sense of isolation
has been magnified by COVID-19. Exploration of natural resources and
energy alternatives could be beneficial to the local economy while being
sensitive to ecological systems. The second workshop occurred on August
11th, 2020, with the purpose to review the themes that emerged from the
engagement activities (presented in the following section). This meeting
was used to clarify interpretation and identify any missing policies.
POSTCARDS
37
WERE MAILED TO
SENIORS
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1.3.2 | Emerging Themes
The following high-level themes were identified after considering the
feedback received throughout the community engagement process. These
emerging themes do not represent an exhaustive list of all the feedback
received, but instead represent the most common topics that were raised
during engagement. Categorizing the feedback into themes will help inform
a Community Plan that represents the Town's needs and desires for future
growth.
Theme 1 - Sustainable and Self-Sufficient Economy:
Concern about economic stability was often identified throughout the
consultation effort. The goal of establishing a more sustainable economy
is seen as the main challenge as it has a significant influence on the other
identified themes. Further, it is increasingly important to ensure that the
Town is resilient to the impact's of climate change, and that sustainability
and clean growth are prioritized in development and decision making. The
expansion of Norman Wells' tourism industry was suggested to broaden the
area's economic base. The rugged beauty of the region lends the Town to
a variety of eco and recreational tourism opportunities. Natural resources
also offer potential developments in the sector of energy and mineral
exploration. In order to limit the community's dependence on southern
cities, other opportunities would be explored, such as developing a diversity
of local small-scale commercial operations. The businesses would be
recognized as the providers for the necessary goods and services within
the Town. Encouraging small business start-ups, agricultural uses and
permitting live-work units can support economic development. Strategic
plans and regulations should be developed and amended with this lens.
Theme 2 - Accessibility:
Norman Wells' remote location is seen as both an opportunity and a
challenge. The peace, solitude, and bare natural landscapes are highly
appreciated by the Town's residents and also attract visitors. The Town's
remote location contributes to a strengthened sense of community which
the residents are proud of. There are many opportunities to explore related
to housing, local commercial development and seeking out partnerships
and funding to support the needs of residents. Improving the community's
self-sufficiency will have positive benefits for all our residents. Accessibility
challenges make importing and exporting difficult and costly. Finding ways
to support and grow local options for goods and services, through existing
businesses and associations should be prioritized.
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Theme 3 - Housing:
The economy and accessibility issues mentioned above, have consequences
on the housing market. Effectively, with the oil industry declining, many
business-owned residences sit vacant as past transient employees can no
longer obtain employment within Norman Wells. Obtaining materials from
southern communities impacts the prompt development of new homes and
maintenance of existing homes in the Town. Faced with long development
timelines and limited or expensive material options, some residents have
taken to building housing with non-traditional materials or methods, such as
sea-cans or trailers.
While this approach addresses an immediate need for affordable housing,
it does not result in long term housing quality, availability or variety. It is
important to the community that residents can age-in-place and that future
housing opportunities attract new residents to the town. The Community
Plan will include policies that support and seek partnerships to upgrade
existing and vacant housing stock.
New housing that can support a variety of ages, socio-economic
backgrounds, and different sized households will contribute to the livability
and appeal of Norman Wells and act as a key factor in population retention
and attraction.
Theme 4 - Community Assets:
Norman Wells is a very tight-knit, supportive, family-oriented community.
Community assets, such as its public facilities, parks, and trails, provide
opportunities for the community to gather, bond, and build upon the strong
community foundation that already exists in the Town.
Improving both the physical offerings for recreation and the supportive
programming should be addressed. Informal recreation, like paths, trails
and recreation sites are highly valued and the Town would like to see more
opportunities like Jackfish Lake and MacKinnon Park developed.
Theme 5 - Waste Management:
Waste management is a significant challenge in Norman Wells. Developing
a program or strategy to manage waste entering the landfill is important for
residents and businesses. In addition, segregation of waste was generally
supported to divert recyclable and compostable waste from the landfill.
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Theme 6 - Water Supply:
Water is abundant in Norman Wells; much of the Town's community and
culture has been based upon its location along the Mackenzie River. Clean
and protected water sources in the area are important for ongoing health
and enjoyment of the community. This includes protecting the Mackenzie
river, ensuring that potable water is readily available for the population and
considering ongoing maintenance and upgrades to the Town's water
treatment station.
Theme 7 - Environment:
The Town is situated in a pristine location, adjacent to the Mackenzie River
in the beautiful Mackenzie Valley. The environment and nature that
surround the Town contribute significantly to the community, by providing a
multitude of recreation opportunities for community members. In addition,
the landscape presents a unique opportunity to stimulate the local economy
through tourism.
Protecting the environment from degradation and living symbiotically is
important to the long term success of the area. The environment and natural
spaces in Norman Wells are considered an asset for local quality of life, the
economy and to attract visitors
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Community Plan
Town of Norman Wells
2021
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Identity2
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Community
Identity
Norman Wells' community is characterised by its diversity. People from
all around the world and families from the other northern communities
are established in town. As a result, different cultures and languages
coexist, including the Dene and the Metis. Norman Wells also contains a
significant pan-canadian and international immigrant population, such as
approximately 30 Filipino people currently living in town. These immigrants
were attracted by the work opportunities Norman Wells and the North in
general have to offer. According to the Prince of Wales, Northern Heritage
Centre, the Northwest Territories "is the only political region in Canada
which recognizes 11 official languages". In the Sahtu region, English, North
Slavey and French are the most spoken languages. Consequently, the people
living in Norman Wells all have very different backgrounds, experiences,
and perspectives in terms of how the land should be used and what services
should be available.
2.1
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Community Plan
Town of Norman Wells
2021
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2.1.1 | Population Growth & Age
Although the number of Norman Wells inhabitants is small compared
to Yellowknife, the capital city (778 vs 19,569), the town has the biggest
population of the Sahtu region. 5 communities are a part of this region
(Tulita, Deline, Fort Good Hope and Colville Lake). The information on the
chart below comes from the most recent Statistics Canada Census data
from 2016; new census records will be released in 2021. These statistics
are useful when determining the size of necessary infrastructure and the
amount of available land required to support the population.
The 2016 data shows that the population of Norman Wells has steadily
grown in the last 25 years, with a small spike in 1996 and drop in 2001. Since
2001, the population has slowly climbed to approximately 778 (by 2016).
The total population change between 2001 and 2016 is an increase of 112
persons or 14% of the population. Norman Wells has been an industry town
since its inception in the early 1900s, and as a result it is very susceptible
to boom and bust cycles. However, over the last 30 years, the permanent
population has remained quite stable. The public survey results tend to
show stability too as only 10% of the responders have lived in town for less
than 2 years.
Table 2.1 - Historical Population Counts
Even if the total population numbers have been stable, the population age
has changed slightly. The over-60 cohort (group of people in the same age
range) has been increasing in number, and the 0-24 cohort is decreasing
but appears to be leveling off. This is not unique to Norman Wells, but
consistent with territorial, national and international trends. It also explains
why senior-friendly housing and services are being requested.
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Table 2.2 -
Population change in the Town of Norman Wells
2.1.2 | Future Population
Population forecasts using alternative growth rates are typically used to
forecast land use requirements. However, there are risks associated with
planning based on future population projections, particularly for a small
community. The risk is even greater with the on-going global pandemic
weakening the economy while the main industry (IORL) may be entering
into remediation and closure process.
A new boom in the industry or an economical depression resulting in a
drastic change in the number of the Norman Wells residents as well as
demographic changes could have a significant impact in land management.
Both the municipal and the territorial government keep an inventory of lands
available for sale or lease for future development projects.
The Northwest Territories Bureau of Statistics is forecasting some growth
for the town of Norman Wells between 2018 and 2031. This may not reflect
future short-term fluctuations that are likely to occur. Nevertheless, current
residents plan to remain in town as 66% of the public survey responders see
themselves still living in the area 5 years from now.
Population forecasts using alternative growth rates are typically used to
forecast land use requirements. However, there are risks associated with
planning based on future population projections, particularly for a small
community.
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Community Plan
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Table 2.3 - Population Projections (2018-2035)
2.1.3 | Shadow Population
As a fairly isolated community built around resource-based industries, the
economy of Norman Wells, like other resource towns, is often precarious
and the employment options for the population can be unstable. There are
several factors that prevent the workforce from diversifying sufficiently
for there to be a stable, year round population. The relatively high wages
paid by resource industries, the isolation from other markets and high
cost of development work against the creation of secondary industry. As
a result, Norman Wells has a shadow population. The Province of Alberta
defines the shadow population as "temporary residents of a municipality
who are employed by an industrial or commercial establishment in the
municipality for a minimum of 30 days." (AB Statistics, 2009). They cannot
be considered the same as tourists and visitors as they are employed
and live in town on a regular basis. The shadow population is expected
to change significantly as Imperial Oil closes its operations in the area.
Effectively, many of the homes that were used to house this portion of the
population now sit vacant (31 out of 50 for Imperial Oil) as the company
is transitioning to rotational staffing living in camps. These homes are
currently not available to the general population, contributing to issues with
the available housing stock.
There are four general categories of Shadow Population
residents the Town has identified:
1.
Contractors, brought in by employers for specific projects with a
determined duration, often residing in staff accommodation
2.
Transient professionals, such as doctors, nurses, dentists or
optometrists who travel to small and remote communities in the
Northwest Territories to provide specialized services
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3.
Long-term professionals, such as teachers and government employees
with a specific type of qualifications, brought in by employers for a long-
term position, generally taking part of the community for a few years
4.
Industrial workers, migrating between resource towns in search of
employment.
Data on transient and shadow population is difficult to obtain as some will
not appear in the Census statistics, do not have a personal mailbox, and
generally will not participate in community events to the same degree as
permanent residents. The public survey administered for the Community
Plan renewal project reached very few of the transient population as 96.5%
of responders identified themselves as full time residents. However, the
temporary population does impact community planning because they need
housing, whether it is in camps, company-provided homes or private rental
properties, as well as other town services.
2.1.4 | Housing
One purpose of the CP is to ensure the existing residential areas are aligned
with the population's needs and to designate future areas for residential
use. Over half (53%) of survey responders own their home. Other than the
company-provided accommodations described in 2.1.3, a large portion of
the community is housed in accommodations provided by the following
agencies:
»
The NWT Housing Corporation along with the Norman Wells Housing
Authority (district office) manage 68 public housing units, only 3
being currently vacant. Programs are offered such as income-based
assistance, rent assistance as well as a "rent to own" opportunity.
»
The Norman Wells Claimant Corporation also has ten units for rent to
the Land Corporation members.
Residential land use can provide for all forms of residential housing. 67%
of the public survey responders describe their home as a single detached
dwelling, compared to 13% of duplex/town houses and 13% of mobile
homes. Based on the information gathered through the public engagement
process, the Town is currently not short of land supply for future residential
development, but the population requests the use, rehabilitation and
maintenance of existing housing stock before further development.
Norman Wells recently experienced a fire in housing units. Whereas more
inspections relating to the national building/fire codes might be required
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for commercial and industrial properties, gaps certainly exist in the system
for residential units. The CP aims to address these issues by introducing
a greater variety of housing forms and tenures and by encouraging the
consolidation of existing housing, to help increase affordability and
availability.
2.1.5 | Social and Economic
Structure
The community agrees that youth constitute the future of society and
that resources must be allocated to ensure their development. The town
currently has a K-12 public school with approximatively 150 students
while employing 24 staff members, an Aurora College Community
Learning Centre, and a library. It is essential that youth can acquire a solid
educational base with the opportunity to learn specific skills that will qualify
them for the existing fields in town. Via the Youth and Elder Centre and its
wide program offerings, this part of the population can recreate and fully
develop social abilities as well. Elders built the community. They deserve
care and comfort. Families are often very supportive of each other with
elders receiving help from their relatives. For more specialized care, the
Sahtú Got'iné Regional Health and Social Services Centre recently built
includes a Long Term Care Facility. Elders also have access to the driveway
snow clearing program and free passes to the fitness centre.
Community services are made possible by volunteering and public
institutions. The Government of the Northwest Territories is the
major employer in town with over a hundred employees. In addition
to the department of health and social services, Norman Wells has
multiple territorial government departments such as the Department
of Infrastructure, Department of Lands, Department of Environment
and Natural Resources and the Department of Industry, Tourism and
Investments. At the Municipal level, Norman Wells has grown from the
status of Hamlet to Town and is governed by an elected Council, which
regulates land planning and the annual budget. The Town of Norman
Wells is the only one of the five Sahtu communities to operate on a
municipal taxation base. This system is mainly organized around property
tax revenues in addition to the different grants available to finance the
operations, facilities and services maintenance and upgrades. Pursuant to
section 35 of the Constitution Act, 1982, a Land Claim agreement as been
settled and a self-government agreement is currently being discussed,
which could modify the existing system. These described institutions and
provided services certainly have a big impact on Norman Wells' quality of
life and in its identification as a hub for the region. As a result, more
families and businesses are drawn to Norman Wells.
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Fortunately, Norman Wells' unemployment rate is low (see graph below).
Three major industries were identified: natural resources (oil exploration),
construction/demolition and aeronautic. Some medium-large scale
businesses pertaining to these industries employ from 20 to 50 and more
workers. The business owners also possess a lot of properties in the
commercial and industrial areas but also in the residential areas as they live
in town and accommodate their employees.
Having human and material resources on-site is a great advantage in that
the cost of transportation is reduced while stimulating local development.
All economic data has been influenced by the pandemic (COVID-19).
Impacts of the pandemic cannot yet be fully measured. Continuous
investments and long-term thinking are necessary but very difficult in
boom/bust communities. For example, growth in developments will be
directed by the boom period while bust periods will trigger less maintenance
on improvements, the use of lower quality materials, a reduction of the
markets leading to more competition between existing businesses and a
reduced number of residents. Moreover, Imperial Oil Resources Limited'
remediation work will occur for many of the up-coming years, affecting the
Town's economical structure in terms of employment as specific skills will
be required for the work.
Figure 2.4 - Labour Force Participation
Rate in the Town of Norman Wells
Despite these challenges, the average income in Norman Wells has been
steadily rising over the past 10 years as demonstrated by the graph below,
though the labour force participation rate has remained relatively steady
outside of a small increase in the late 1990s. The median after tax income
for private households in Norman Wells ($126,123) in 2015 was higher
than in other communities in the Northwest Territories including Hay River
($98,150), and Yellowknife ($119,240).
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Self-sufficiency strategies such as encouraging diversity, home occupation
development and support and allotment gardens reduce dependency on
and reaction to external factors. A consistent focus on the community's
strength is also key to a healthy economy. Eco-tourism and indigenous
tourism opportunities in the region contribute to the diversification and
development of the local economy. Opportunities for hiking, cross country
skiing, and aquatic activities that make use of the Mackenzie River and the
unspoiled landscape surrounding Norman Wells could be promoted as eco-
tourism activities within the region. Inter-Canadian tourism is on the rise
with many international borders closed for the foreseeable future. Norman
Wells is uniquely positioned to stimulate the local economy using the
Mackenzie River and surrounding landscape as its core.
In support of the local community, promotion and support of local small-
scale, commercial opportunities will also play a role in aiding the economy.
The potential in natural resources is still enormous both for exploration and
tourism. Norman Wells remains a connector to the other communities in
the area and benefits from an exclusive daily jet service. It is imperative that
the Town partners with available funding sources to undertake the required
improvements that are valued by residents to promote these economic
development goals.
Figure 2.5 - Average Family Income in the
Town of Norman Wells
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Shaping Our
Community
2.2
The Community Plan is structured to be interpreted alongside the Norman
Wells Strategic Plan (2019). The Strategic Plan developed the vision, goals,
and strategic objectives to be realized by the policies within this plan.
2.2.1 | Vision
The Town of Norman Wells has a diverse
economy and is a place of equal access and
opportunity which values sustainable growth,
safety, community engagement for all
residents and visitors. We see our community
as being a welcoming regional hub which
works with other Sahtu communities for the
benefit of our Town and the Region."
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2.2.2 | Goals and Strategic
Objectives
The relevant goals located in the Strategic Plan have been included here:
Goal 1: Support and promote a strong, dynamic and innovative
local economy
»
Identify local economic strengths and leverage opportunities through
working with our stakeholders
»
Advocate the Sahtu Regional Hub for sustainable transport of goods to
and from our community
»
Establish and lead initiatives to position the Town of Norman Wells
as a community of choice among populations that tend to leave the
community to access required services and opportunities
»
Develop and lead capital infrastructure initiatives that address
community needs, reflect sustainable planning practices and future
demand considerations, with a commitment to fiscal responsibility
»
Support the creation and retention of diverse opportunities by becoming
a destination of choice for entrepreneurship, including helping existing
businesses thrive and grow
Goal 2: Promote a caring community where people can make
strong connections with others and lead safe, healthy and
productive lives
»
Work with partners to create a safe, inclusive and accessible community
»
Support and facilitate community access to services related to health,
wellness, personal development and education
»
Deliver accessible, inclusive and age friendly services, programs and
facilities
»
Promote, facilitate and participate in the development of an affordable,
welcoming and safe community
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Land
Use Planning
3
and development
Community Plan
Town of Norman Wells
2021
23
3.1 Conceptual
Land Use Map &
Objectives
The objectives and policies in this Chapter are created based on the
previous Chapters and are intended to ensure appropriate, orderly, and
efficient land development within the Town. The Conceptual Land Use
Map (Figure 4.1) and the Town Core Map (Figure 4.2) set out the high-
level land use patterns that will accommodate future growth and
redevelopment within the Town.
Objectives
1.
To provide a general framework for development. To diversify
the economic base by promoting small/local scale commercial
opportunities that support both the local population and visitors to the
area.
2.
To strengthen the local economy by focusing on retaining current
businesses, supporting small businesses to start up, promoting
ecotourism and promoting the Town as a place to visit and stay
overnight for the traveling public.
3.
To create a sense of place for the community by identifying a Town
core area, including community facilities, commercial services and civic
buildings, and managing effort to facilitate the development of the area
as an activity centre for local residents and tourists.
4.
To encourage the provision of diverse housing options that allow
residents with a range of ages, income levels, and lifestyles to live
comfortably in the community through all stages of their lives.
5.
To protect residential lands from conflicting adjacent urban land uses by
ensuring future land use around residential areas minimizes the effect
of adjacent industrial activities.
6.
To develop local sustainability by developing a food security system and
pursuing opportunities to strengthen local sufficiency.
7.
To protect archaeological sites.
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M a c k e n z i e
R i v e r
Earthstar Geographics
M a c k e n z i e
R i v e r
Lands Administration - Department of Lands -
Government of Northwest Territories
M a c k e n z i
e
R i v e r
Lands Administration - Department of Lands - Government of
Northwest Territories
M a c k e n z i e
R i v e r
Lands Administration - Department of Lands -
Government of Northwest Territories
TITLE:
PROJECT:
CLIENT:
PROJECT NO.:
DATE:
REVIEWED BY
FIGURE:
CONCEPTUAL LAND USE MAP
TOWN OF NORMAN WELLS
COMMUNITY PLAN
20M-00509-00
2021-03-08
CP
D.1
Legend
Town of Norman Wells
Land Use
Residential
Country Residential
Commercial
Industrial
Aeronautical
Community Use
Open Space
0
1
2
3
4
0.5
km
±
Source: NWT Atlas GIS, Norman Wells
See Town Core
Inset Map
See Commercial
Strip Inset Map
See Airport
Inset Map
Town Core
Inset Map
Airport
Inset Map
Commercial Strip
Inset Map
Figure 4.1 Conceptual Land Use Map
All Land Uses
3.2
The following policies prioritize and evaluate lands and developments. The
policies also ensure the fulfillment of the different needs of the population
while considering the people's safety, health, and enjoyment.
Policies
a.
Give priority to the infilling of existing vacant lots over subdivisions and
expansion.
b.
Encourage a variety of development types, including but not limited to
the size, visual, configuration, material, purpose.
c.
Evaluate the integration of alternative lot configurations and sizes,
including small and narrow residential lots.
d.
Encourage new and existing developments to include open space areas,
maintain natural vegetation and site features when feasible and to be
connected to the existing network.
e.
Provide protective buffering or screening to reduce possible nuisance
such as dust, vibration, odour or vehicular traffic, noise, unsightly
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storage and lighting from adjacent uses. Industrial uses, aeronautic
uses and municipal facilities like the water, wastewater and solid waste
management facilities require higher standards, particularly when
adjacent to residential areas. In addition, parking and loading on sides
adjoining residential lots may be prohibited.
f.
Restrict any development which may adversely affect water quality and
distribution and consider natural drainage patterns, ground coverage,
melting permafrost, and potential for erosion.
g.
Identify appropriate areas and encourage the development of individual
and community gardens. Riverbank areas should be avoided due to
potential safety hazard caused by steep slopes and soil instability.
h.
Consider any necessary municipal service changes before new
development.
i.
Employ a multi-seasonal approach in developments, including
considering maintenance and potential uses.
j.
Excavation, alteration, or disturbance of archaeological sites as defined
in the Archaeological Sites Regulations is not permitted without a
Class 2 Archaeology Permit issued by the Minister of the Department of
Education, Culture and Employment, Government of Northwest
Territories.
k.
The Town shall obtain confidential archaeological site data on an annual
basis from the Prince of Wales Northern Heritage Centre (PWNHC).
l.
Excavation, alteration, or disturbance of archaeological sites as defined
in the Archaeological Sites Regulations is not permitted without a Class
2 Archaeology Permit issued by the Minister of the Department of
Education, Culture and Employment, Government of Northwest
Territories.
m. The Town shall obtain confidential archaeological site data on an annual
basis from the Prince of Wales Northern Heritage Centre (PWNHC).
n.
Any proposed land use that has the potential to impact the surface or
subsurface of the ground AND is within a previously undisturbed area
OR is within 150 m of a previously recorded archaeological site should
be reviewed by PWNHC. PWNHC shall conduct a review and provide
recommendations to the Hamlet within 30 days of receiving a notice;
o.
A "no development" buffer of at least 30 m will be applied to recorded
archaeological site locations, unless alternate recommendations are
provided by PWNHC.
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Policies
a.
Promote distinctive design features and detailing, such as enhanced
vegetation and landscaping, high quality signage, lighting, and public art
for the businesses and public facilities to be visually appealing.
b.
Promote walkability and pedestrian-friendliness in this area while
allowing sufficient parking space .
Town Core Area
3.3
Defining a core will provide the Town with the opportunity to concentrate
some funding applications and planning efforts at a smaller scale, so that
the potential changes can be more visible and effective. The Town Core map
below illustrates the location and the boundary of the Norman Wells Town
Core area. It is strategically located to include the Town's public facilities.
The area is completed by other community uses, commercial activities and
open spaces. The Town Core intends to be highly accessible and attractive
so different standards may apply.
Community Plan
Town of Norman Wells
2021
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Residential Use
3.4
The following policies propose ways to increase housing availability,
affordability, typology, and variety of tenure while allowing additional
compatible uses for the residence. Residential lands are intended for all
housing forms including, but not limited to, single-detached dwellings
and multi-unit dwellings, rental units, staff accommodations, stick built
buildings, modular dwellings and mobile homes.
Policies
a.
Permit secondary suites and garden suites as accessory to the main
residence. Specific requirements which may include, but are not be
limited to, the size of the secondary suite / garden suite, setback
requirements, parking requirements, screening, etc.
b.
Encourage the development of multi-unit residential buildings, based on
infrastructure availability and capacity.
c.
Permit certain commercial uses, only as accessory uses to a residential
use provided it does not have adverse effects on adjacent land uses.
d.
Support home-based occupations and businesses, especially the ones
that promote health and wellbeing, such as childcare or senior care
services.
e.
Consider allowing homesteading (egg production) or the keeping of
small livestock (i.e. chickens, bees, rabbits) in the Country residential
land use designation to encourage the community's self-sufficiency, as
identified in the Zoning by-law, as either an accessory use or
discretionary use.
Commercial Use
3.5
The following policies provide more flexibility to the property owners by
allowing mixed uses and promoting centralization which will stimulate the
activities in the area and help defray the costs involved with establishing
and maintaining businesses. The commercial use includes all business
types, from the small-scale businesses selling goods or services to
individuals principally to large-scale businesses requiring more storage and
parking space.
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Policies
3.6.1 | Light Industrial Use
a.
Restrict Light industrial developments to be located near the Town Core
and encourage that larger developments are located in the existing
upper industrial park off Quarry Road.
b.
Strategically rezone some existing, vacant industrial lands to
accommodate mixed commercial and industrial uses to allow for greater
flexibility for local business establishment.
c.
Permit certain commercial uses to be established in the Light Industrial
lands, as conditional uses.
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Policies
a.
Permit certain residential uses, contingent on infrastructure availability.
b.
Allow a common access point between multiple developments where
more than one development is proposed, subject to engineering review
to optimize accessibility.
c.
Permit certain light industrial uses in the Service commercial land
use designation, as identified inw the Zoning by-law, namely the
manufacturing or processing of products within an enclosed building
and generating no or low levels of nuisance, and business park uses
provided it does not have adverse effects on adjacent land uses.
Industrial Use
3.6
The following policies intend to reactivate the interest for this use by
including commercial activities while preventing any possible conflict
by clearly delimitating the areas according to the impacts on adjacent
properties and how far these effects extend off site. Business park type
uses, such as warehousing and smaller-scale manufacturing are activities
categorized as light industrial. In comparison, hydrocarbon exploration
and processing and other activities requiring heavy trucking and a large
amount of water and generating community/environmental nuisance
factors such as noise, dust and odours enter into the heavy industrial
category.
3.6.2 | Heavy Industrial Use
a. Support hydrocarbon exploration initiatives in the area designated for
Heavy Industrial use.
a.
Direct Heavy Industrial away from Residential and Community Use
lands, and generally only permit Heavy Industrial lands to be located
adjacent to Light Industrial lands.
Community Plan
Town of Norman Wells
2021
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Community Use
3.7
The following policies ensure that the services and facilities which
respond to the community's essential needs are accessible, upgraded, and
operational in the long-term. Community use lands are reserved for public
institutions like emergency facilities, schools, government offices, service
clubs, churches and other cultural and recreational facilities. They also
include community services with open or restricted public access such as
the quarry, the landfill and the water plant.
Policies
a.
Prioritize upgrading and expanding of existing Town facilities before new
facilities are developed if it makes financial sense
b.
Promote centralization and joint-use facilities when possible, such as
future recreational facilities, relevant activities around the school site,
childcare facilities around employment and housing opportunities
c.
Encourage new public institutions to be located when possible, along
the western portion of Mackenzie Drive and Woodland Avenue or
adjacent to the Town Core to further support a community hub.
d.
Identify adequate reserves adjacent to the Town core for future
institutional development for the delivery of social services.
e.
Encourage new and existing schools to maintain undeveloped land
adjacent to the development site for use as a "natural classroom".
f.
Ensure that land surrounding municipal water and wastewater facilities
is protected from development to ensure that expansion of the facilities
is not impeded or hindered in the future.
g.
Ensure that any new or existing development does not obstruct the
utilidor and identify additional access lanes
h.
Initiate revitalization efforts to upgrade and expand the existing
cemetery site, while ensuring that its current location continues to
remain suitable and is not at risk of erosion from the Mackenzie River.
i.
Establish long term planning efforts to address the need for location(s)
for additional burial sites that recognize the diverse cultures, faiths and
traditions of area residents.
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Policies
a.
Develop a contiguous open space network
b.
Pursue opportunities to enhance and link recreational opportunities
within naturalized spaces when compatible, such as provisions for
public access to permanent water bodies and natural drainage features
as lookout, scenic view points and other compatible uses
c.
Investigate and where possible, protect wetlands and other natural
assets with a high ecological value such as Bosworth Creek watershed
from development, and incorporate these assets into the parks, open
space, pathways and trails network.
d.
Develop regulation and install a combination of signage and education
to reduce ATV / snowmobile conflicts with cyclists, pedestrians and
other non-motorized forms of recreation.
e.
Consider developing existing and future buffer areas into passive public
parks where appropriate.
f.
Evaluate permitting trail developments in high and extreme risk fire
areas within the Hinterland area to constitute fire breaks, acting as a
buffer to fire spread and emergency access routes.
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Open Spaces and
Hinterland Uses
3.8
The following policies seek to establish a balance between user experience
and environmental preservation by allowing use combinations only when
compatible. Optimizing unused spaces in town and fire hazards areas in
the hinterland both permit to increase quality of life and safety. Protecting,
connecting and enhancing these uses to encourage outdoor activities and
building upon the area's natural assets will ensure that the community
will maintain a strong attachment to the local environment. Open Spaces
uses include parks, playgrounds, pathways and trails, playing fields, and
campgrounds, which act as the backbone of active recreation in the area,
connecting community and tourist destinations, and providing informal
gathering spaces. Lands designated Hinterland are primarily intended for
uses such as future land development, agricultural, recreational, scientific
research and national defense installations.
Community Plan
Town of Norman Wells
2021
31
Aeronautic Use
3.9
The following policies regroup all activities related to the aviation field,
mostly commercial and industrial operations, located on Commissioner or
Federal lands at proximity of the Norman Wells airport, by the float base or
on the aviation route.
Policies
a.
Keep records of the development permit applications to consider the
reserved lands while assessing the community's needs.
b.
Refer to the relevant authority for the development approval process.
32
Community
Services
Planning
and development4
Community Plan
Town of Norman Wells
2021
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The objectives and policies in this Chapter are
created based on the previous Chapters and describe
in further details the strategies to constantly
maintain and improve Norman Wells' municipal
and other community services.
Objectives
a.
To support the local community by providing a range of services and
programs that allow all residents regardless of demographic, economic
or cultural backgrounds to fulfill their needs within the local community,
rather than accessing these services external to the town.
b.
To honour the local culture and heritage by including cultural/historical
elements to programming and developments in town.
c.
To prioritize and plan infrastructure upgrades.
d.
To enhance and expand public institutional facilities where practical.
e.
To encourage the development and facilitation of sustainable waste
management practices such as community composting and recycling
programs.
f.
To direct investment to upgrade the existing water treatment facility.
g.
To improve medical services.
h.
To provide recreational opportunities and services that promote an
active lifestyle for a wide variety of users within the town.
Education, Culture
and Heritage
4.1
The following policies aim for a community which is built based on the
respect of each other and where the residents are confident they can explore
their full potential and take part of the town.
Policies
a.
Coordinate proactively with the relevant agencies to identify the current
and future educational needs of the community based on demographic
and population projections.
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Health and Social
Services
4.2
The following policies focus on the continuity of the efforts to maximize
the efficiency of the forces in place, such as the Sahtú Got'iné Regional
Health and Social Services Centre and the 911 emergency line that was
newly set up as well as the addition of complementary resources.
Policies
Collaborate with relevant agencies such as the Department of Health and
Social Services to:
a.
Identify gaps and incorporate reliable essential medical services in
Norman Wells.
b.
Promote reliable medical services being provided on an ongoing basis at
the Sahtú Got'iné Regional Health and Social Services Centre given the
importance of this asset to this community and those surrounding.
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b.
Support a broader range of continuing education courses, including the
identification of career training courses and opportunities which would
benefit or be of interest to community members.
c.
Provide opportunities for cost effective programs that highlight culture
and heritage throughout the community which support and promote
learning, appreciation and participation in local arts and culture.
d.
Support library and museum programs and services to continue to
build a robust collection of literature and other resources in the local
community, including offering educational programming.
e.
Recognize the importance of libraries as a meeting place and continue
to encourage the Government of the Northwest Territories to support
these important facilities and the services within.
f.
Recognize the several local faiths and cultures in the community, that
they may have diverse burial needs and utilizing a non-typical burial
style, and explore opportunities to accommodate these needs when
they arise.
Community Plan
Town of Norman Wells
2021
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Town Assets and
Services
4.3
The following policies present the most appreciated assets and services
together with the facilities requiring actions in order to guide short-
medium-long term investments.
Policies
a.
Identify gaps to the community services
b.
Evaluate the greatest needs in terms of maintenance, upgrading and
replacement by conducting an asset management plan; seek and
allocate resources accordingly.
c.
Explore alternatives to aging facilities.
d.
Investigate the potential federal funding for cultural facilities and
conduct a long-term cost-effectiveness analysis for a multipurpose
recreation facility.
e.
Recognize the Ray Persson Memorial Arena, the Penguin Palace Pool,
Norman Wells Curling Rink, Dennis Drolet Community Hall and the
baseball field, as spaces for leisure, cultural and community events in
the Town Core.
4.3.1 | Vacant Properties
The following policies wish to offer Town owned properties available for
sale or lease that will participate to an active market that answers the
development needs.
Policies
a.
Assess Town-owned vacant lands and buildings and prioritize
development according to the needs
b.
Explore the potential to reuse the vacant properties to service the
community.
c.
Keep the inventory of lands available for sale or lease updated and re-
evaluate the needs annually.
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4.3.2 | Utility
The following policies ensure the quality of the utility system while being
aware of its aging state, its capacity and the significant maintenance and
replacement costs.
Policies
a.
Conduct a risk assessment
b.
Develop strategies to assess the ability of existing systems to withstand
the impacts of Climate Change, including higher temperatures, more
extreme weather and changing hydrological patterns to reduce
vulnerability in the water supply system.
c.
Develop a drainage maintenance plan, which includes strategies
and policies to maintain and operate the existing drainage system in
Norman Wells
d.
Explore water conservation opportunities such as using rain barrel
water capture for gardens irrigation or allowing recycled water to be
distributed for non-potable uses, to the extent accommodated by
Territorial legislation, and based on the evaluation of local feasibility
and ability to implement, investigate funding for properties recirculation
systems initiatives both on municipal properties and private properties.
e.
Keep the Water and Sewer Bylaw updated to provide guidance to
administrative operations.
f.
Explore ownership and responsibility possibilities on utility matters
g.
Recognize that it is the sole responsibility of property owners to
maintain utility infrastructures from their property to the utilidor.
4.3.3 | Solid Waste
The following policies prepare the remediation of the current landfill facility,
knowing that it is soon reaching capacity and pursue good management
practices and waste reduction opportunities to reduce stress on the existing
system.
Policies
a.
Regulate the solid waste management, especially at the landfill facility
in coordination with the community and in respect to the Territorial and
Federal legislation and from a cost-effective perspective
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Town of Norman Wells
2021
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4.3.4 | Roads and Trails
The following policies keep high standards on road and trail network under
the Town's jurisdiction for everyone's safety and to provide organized and
efficient movement of pedestrians, vehicles and any other transportation
means.
Policies
a. Recognize that it is the sole responsibility of property owners to
construct and maintain access between their property line and the
traveled portion of the street right-of-way.
b. Maintain and develop public trails and sidewalks to provide convenient
access to selected areas
c. Ensure that snow piling or high vegetation is maintained so visibility is
not impacted throughout the local road system.
d. Install, where necessary, road shoulders and guardrails to promote safe
transportation, and mitigate accidents.
e. Develop a directional signage plan to assess the directional signs
in Norman Wells, and replace, remove and add new signs wherever
appropriate.
f.
Consider regulating or keep regulation updated about street parking,
snowmobiling and all-terrain vehicles.
g. Expand the chip-seal project to reduce necessary grading and dust
control costs.
b. Undertake a feasibility study of the current landfill site, from the results
of the recent gap analysis
c. Explore a potential location and plan the implementation of a new
landfill facility and remediation of the current one once it reaches
capacity
d. Work with Environmental and Natural Resources Department of the
Government of the Northwest Territories to improve animal control
policies and mitigation methods for the landfill site.
e. Investigate innovative solutions for promoting reducing waste, reusing
when possible, and recycling.
f.
Explore composting opportunities in the community, through either
the introduction of a municipal composting program or through the
promotion of a resident-driven composting program.
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Community
Attributes
Planning
and development5
Community Plan
Town of Norman Wells
2021
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The objectives and policies in this Chapter
are created based on the previous Chapters
and directly target several concepts
expressed during the public consultation as
important to act on for the community's
well-being and sustainability and requiring
the engagement of multiple stakeholders.
Objectives
1.
Promote Norman Wells as a regional hub and reinforce the Town Core
2.
To enhance and beautify the town.
3.
To diversify the economic base.
4.
To strengthen the local economy by focusing on retaining current
businesses and families, supporting a variety of commercial activities
and accommodations, and promoting the Town as a place to visit and
live.
5.
To improve the transportation system through and within the Town,
to ensure the safe and efficient movement of people and goods that
attracts new industry and facilitates the growth of the community.
6.
To develop local sustainability by developing a food security system and
pursuing opportunities to strengthen local sufficiency.
7.
To protect and promote the health and safety.
8.
To partner with local and regional institutions, industries and businesses
whenever possible
9.
To protect and preserve the environment in and around Town,
recognizing that nature is one of the region's most valuable assets.
10. Promote energy reduction to lower the collective carbon footprint.
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Unique and Vibrant
5.1
The following policies show how developments serve the community's
specific identification, interests and aspirations.
Policies
Collaborate with the relevant agencies such as the Economic development
and Recreation committees:
a. Support the expression of the local population's identity and culture
through building styles, art, signage, street and public space naming,
and through other similar means.
b. Incorporate design features that are visually appealing and practical
during the winter months, such as warm colours, materials and lighting.
c. Encourage a diverse, inclusive range of programming and experiences
related to the parks and trails network to allow for enjoyment by people
of all ages and abilities.
d. Encourage opportunities for infill and redevelopment within the Town
Core to create a place for community activities such as social gatherings
and events.
e. Promote and support programming initiatives for indoor and outdoor
activities for year-round use by children, adults and seniors.
f.
Continue to work with the Recreation Committee on the Recreation
Master Plan, and update as needed to ensure recreation, culture and
open space priorities for the community remain relevant.
g. Encourage publicly sponsored recreation and leisure services.
h. Actively work to implement the policies identified in the Advocacy Plan.
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Town of Norman Wells
2021
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Prosperous
5.3
Collaborate with relevant agencies such as the Department of Industry,
Tourism and Investment and the Sahtu Business Development Centre to:
Policies
Collaborate with the relevant agencies such as the Economic development
and Recreation committees:
a. Develop programs that support entrepreneurs, especially to develop
home-based businesses, small-scale local businesses or business start
ups in the community.
b. Plan for industrial development in and around the Town through the
development of a Commercial/Industrial attraction strategy.
c. Stimulate the tourism industry and seek relevant funding opportunities
permitting for example to hire coordinators, build infrastructures,
develop a tourism plan and marketable products.
d. Develop strategies to revitalize or remediate the existing abandoned
industrial lands such as alternative employment research, commercial
or natural environment recreation opportunities.
e. Streamline where possible and communicate the development approval
process to facilitate new development.
Policies
Collaborate with the relevant agencies such as the Economic development
and Recreation committees:
a. Encourage and promote the development of a year-round, all-weather
highway into the Town.
b. Continue daily air service to community members and visitors and make
every possible effort to reduce flight costs.
c. Encourage barrier free accessibility principles for future developments.
d. Plan efficiently developments in the airport zone.
C H A P T E R 5
1
2
3
4
5
6
Connected and
Accessible
5.2
Collaborate with the relevant agencies such as the Government of the
Northwest Territories and the airlines to:
42
Wide Housing
Market
5.4
The following policies identify means to diversify and allow better access to
a place for living.
Policies
Collaborate with relevant agencies such as the Norman Wells Housing
Corporation, the Northwest Territories Housing Authority and Imperial Oil
Resources Limited to:
a. Determine the funding available as incentives for the developers and
builders to contribute to an affordable buy and sell or rental housing
market.
b. Explore inclusive housing strategies.
c. Develop strategies to revitalize the existing vacant homes.
Safe and Clean
5.5
The following policies establish strategies to prevent and prepare to any
emergency by safety measures and to keep the town visually attractive.
Policies
Collaborate with relevant agencies such as the local RCMP and the Fire
Marshall to:
a. Ensure the National codes and other legislations are being respected,
especially for the storage of hazardous materials.
b. Establish higher requirements to industrial developments in
areas subject to flooding, erosion, or bank instability and to other
developments with potential contamination.
c. Ensure that public or private lands dedicated to gardens are safe,
uncontaminated, that clean topsoil, compost, and mulch are used.
d. Keep the property standards by-law up to date while working with the
residents to minimize the storage of waste on properties and providing
the necessary facilities to clean up.
C H A P T E R 5
1
2
3
4
5
6
Community Plan
Town of Norman Wells
2021
43
e. Encourage the demolition of abandoned and unsafe buildings in town
as well as require site restoration of industrial developments upon
vacating.
f.
Maintain safety, mobility, and transportation infrastructure along
designated routes at a suitable level of service to minimize the risk and
severity of incidents involving dangerous goods.
g. Plan and design streets, buildings and landscaping with consideration
for the safety and comfort of residents in variable snowy and icy winter
conditions including providing appropriate lights, signs, roads markings,
and barricades on roads and trails
h. Apply and promote application of CPTED principles in developments,
especially public open spaces, gathering spaces, and public buildings
to ensure that developments are designed to promote safety and
comfortable environments and help mitigate potential hazard situations
and nuisance behaviour.
i.
Plan for wildfire breaks and encourage Fire Smart practices to avoid
or monitor potential ignition sources and fire fuels such as avoiding
planting coniferous trees and choosing shrubs and plants that are fire
resistant, promoting the cutting of standing dead trees for heating
purposes where appropriate, encouraging homeowners to choose fire-
resistant exterior building materials.
j.
Develop an Emergency Management Plan to address the preparation
for emergencies that could be created for example by extreme weather
events or Dangerous Goods
k. Develop a Climate Adaptation Plan to consider impacts and strategies
and increase climate resilience in all long-term decision making
l.
Implement measures with minimum standards and longer-term
aspirations that aim to reduce the carbon footprint of government and
private buildings, infrastructure, and usage of vehicles.
C H A P T E R 5
1
2
3
4
5
6
44
5.6.1 | Natural Habitats and
Wildlife
Policies
Collaborate with relevant agencies such as the Environment and Natural
resources department and the Lands department to:
a.
Delineate the Riparian zone in the Zoning By-law to preserve creek
banks, steep slopes, ravines, important plant life, wildlife habitat,
wetlands and environmentally sensitive areas, namely in proximity to
watercourses.
b.
Develop strategies to respect the intersection of wildlife and an urban
environment as the Town is located on a migratory route for bears and
other animals.
c.
Support the update of the Wildlife Protection Plan whenever and
wherever needed.
d.
Pursue education efforts on bear awareness.
e.
Identify bear-human conflicts by developing a Bear-Conflict
Management Plan and minimize the conflicts before they occur.
This may include active management and/or development of bylaws
governing attractants and habitat considerations such as garbage
storage and collection, compost, community gardens, pets, connectivity
and design of open spaces.
Environmentally
Friendly
5.6
The following policies establish strategies to prevent invasive developments
that would destruct or conflict with the sensitive fauna and to consider
energy savings for both financial and global health benefits.
C H A P T E R 5
1
2
3
4
5
6
Community Plan
Town of Norman Wells
2021
45
5.6.2 | Energy Wise
Policies
Collaborate with relevant agencies such as Artic Energy Alliance and the
Government of the Northwest Territories to:
a.
Inform residents of available government programs, such as the 'micro-
generation program' which provides owners with the opportunity to
sell their generated power back to the grid and encourage residents to
participate in the program
b.
Develop infrastructure policies, standards and incentives like
amendments and implementation of a revitalization tax exemption
bylaw to encourage the development of energy efficient and green
buildings that enable the use of renewable energy (e.g. alignment for
passive solar gain, solar hot water readiness, district heating readiness,
and minimum renewable energy standards).
c.
Evaluate alternative energy options and new technologies that reduce
dependency on electricity and oil and gas, such as geothermal energy
and solar energy and incorporate energy management best practices,
efficient equipment and monitoring systems into new civic buildings,
community amenities and infrastructure. These programs may be
explored through funding opportunities available at the Territorial level.
d.
Incorporate energy management best practices, efficient equipment
and monitoring systems into new civic buildings, community amenities
and infrastructure. These programs may be explored through funding
opportunities available at the Territorial level.
C H A P T E R 5
1
2
3
4
5
6
46
Implementation6
Community Plan
Town of Norman Wells
2021
47
C H A P T E R 6
1
Monitoring and
Reviewing the Plan
and Zoning by-law
6.1
A CP is a living document and it can be amended as required. During the
lifespan of an adopted CP, factors such as changes in the population and
the economy will influence when and to what extent the various community
goals, objectives and policies are implemented.
In updating the CP, the issues or changes in the community can be
discussed and addressed through amendments to the CP.
Implementation
Plan
6.1
The majority of the policies included in Chapter 6 will be implemented by
the updated regulations in the Zoning by-law.
2
3
4
5
6
Suitable lands
Timeline
Project Lead
Resources
Community gardens
0-2 years
Town Planning Committee
Staff Support for grant funding
and planning process support
Obtain confidential archaeological site data on an annual basis from the
Prince of Wales Northern Heritage Centre (PWNHC).
0-2 years
Town Planning Committee
Future institutional development for the delivery of social services - adjacent
to the town core
2-5 years
Town Planning Committee
Gaps/Needs
Existing town facilities in terms of maintenance, upgrading and replacement
0-2 years
Council and Admin
AMP will dictate
recommendation to Council for
reserve funding allocations, fees,
Community services including education, health and social services
2-5 years
Council, Admin, School
Board and Department of
Health and Social Services
Staff Support for facilitation and
recommendation to Council
Opportunities
Timeline
Project Lead
Resources
To locate a new landfill facility
0-2 years
Council, Admin, MACA and
ENR
Staff Support for grant funding
research, application and
f
ilit ti
To reduce waste through waste diversion, reusing and recycling programing
0-2 years
Council and Admin
Staff Support
For ownership and responsibility possibilities
0-2 years
Council and Admin
Staff Support
To develop alternative lot configurations
2-5 years
Council and Admin
Staff Support
To use or reuse the town-owned vacant lands and buildings to service the
community
2-5 years
Council, Admin and Town
Planning Committee
Staff Support for research and
administrative support
To maintain, upgrade and replace aging facilities
2-5 years
Council and Admin
AMP will dictate
recommendation to Council for
reserve funding allocations, fees,
and budget
For water conservation
2-5 years
Council and Admin
Staff Support
For alternative energy production
2-5 years
Council and Admin
Staff Support
For inclusive housing strategies
2-5 years
Council, Housing Corp., and
Admin
Staff Support
Airport zone development to be coherent with the overall plan
2-5 years
Council, Admin and
Department of Infrastructure
Staff Support
Funding
For cultural facilities
0-2 years
Council, the 3 committees
and Admin
Fund development with
community groups
For tourism industry
0-2 years
Council, Admin, Economic
Development Committee
GNWT grants and SBDC
For maintenance, upgrading and replacement of aging facilities
2-5 years
Council and Admin
Reserves, fund development and
grants
For contributions to be made by developers and builders to ensure affordable
housing is available in both a buyers and renters market
2-5 years
Council, Housing Corp., and
Admin
For water recirculation systems on properties
2-5 years
Council and Admin
GNWT building standards
For alternative energy production
2-5 years
Council and Admin
Staff Support for research and
administrative support
Action Item: Evaluate/ Study/ Assess/ Explore
Action Item: Identify
Community Plan
Town of Norman Wells
2021
49
Land developments
Timeline
Project Lead
Resources
Regulating and update regulation pertaining to street parking, snowmobiling
and all-terrain vehicles
2-5 years
Council, Administration and
RCMP
Bylaw update and enforcement
Water quality and distribution, natural drainage patterns, ground coverage,
melting permafrost, and potential for erosion
5+ years*
Council and Admin
Staff Support for research and
implementation
Impact on municipal services
5+ years*
Council and Admin
AMP
Developing a multi-seasonal approach
5+ years*
Council and Admin
Necessary maintenance and additional potential uses
5+ years*
Council and Admin
Administrative support
Allowing homesteading in the form of egg production or the keeping of small
livestock (i.e. chickens, bees, rabbits) in the Country Residential land uses
5+ years*
Council and Admin
Safety and comfort of residents in winter weather conditions for streets,
buildings and landscaping
5+ years*
Council, Admin and Town
Planning Committee
Requisite service level
determination
Uses & Developments
Timeline
Project Lead
Recources
Policy in place that requires: 1. Property owners' responsibility to maintain
utility infrastructures from their property to the utilidor; 2. To construct and
maintain access between their property line and the traveled portion of the
street right-of-way
0-2 years
Council and Admin
Requisite bylaw development,
education and enforcement
A place for community activities such as social gatherings and events within
the town core
2-5 years
Council, Admin and 3
committees
Grants, association facilitation
A year-round, all-weather highway into Town
2-5 years
Council and Admin, GNWT
Administrative and chamber
support
Demolition of abandoned and unsafe buildings
2-5 years
Council, Admin and Town
Planning committee
Community engagement and
support
Adherence and respect of the National codes and relevant legislations,
particularly pertaining to the storage of hazardous materials
2-5 years
Council, Admin and ENR
Requisite policy development,
education and enforcement
Variety of uses and developments
5+ years*
Council and Admin
Administrative support
Open spaces and overall network of open spaces
5+ years*
Council and Admin
Administrative support
Community gardens
5+ years*
Council and Admin
Staff facilitation of community
engagement
Secondary suites, laneway housing and garden suites
5+ years*
Council and Admin
Administrative support
Multi-unit residential buildings
5+ years*
Council and Admin
Administrative support
Mixed uses where appropriate and compatible
5+ years*
Council and Admin
Administrative support
Home based businesses; emphasis on ones that promote health and wellbeing
5+ years*
Council and Admin
Administrative support
Common access points between developments where more than one is
proposed
5+ years*
Council and Admin
Administrative support
Centralization and joint-use facilities when possible
5+ years*
Council and Admin
Administrative support
New and existing schools to maintain undeveloped land adjacent to the
development site
5+ years*
Council and Admin
Administrative support
Accessibility and wayfinding principles
5+ years*
Council, Admin and Town
Planning committee
Adoption and integration of CPTED principles
5+ years*
Council, Admin and Town
Planning committee
Action Item: Consider
Action Item: Encourage/ Promote/ Permit
*Upon reception application or on Town initiatives
50
Uses & Developments
Timeline
Project Lead
Recources
Action Item: Encourage/ Promote/ Permit
g
Adoption and integration of Fire Smart practices
5+ years*
Council, Admin and ENR
Requisite policy development,
education and enforcement
Services
A diverse, inclusive range of programming and experiences related to the
parks and trails network to allow for enjoyment by people of all ages and
abilities
0-2 years
Council, Admin and
Recreation Committee
Administrative support
Year round indoor and outdoor programming initiatives for children, adults
and seniors
0-2 years
Council, Admin and
Recreation Committee
Staff Support for research and
implementation
Daily air service to community members and visitors, while making every
possible effort to reduce flight costs
2-5 years
Council and Admin, GNWT
Staff Support for advocacy plan
development
Reliable medical services being provided on an ongoing basis at the Sahtú
Got'iné Regional Health and Social Services Centre
2-5 years
Council, Admin and
Department of Health and
Social Services
Administrative support for
advocacy plan
The Ray Persson Memorial Arena, the Penguin Palace Pool, Norman Wells
Curling Rink, Dennis Drolet Community Hall and the baseball field, as spaces
for leisure, cultural and community events in the Town Core
2-5 years
Council, Recreation
Committee and Admin
Fund development support
Broad range of continuing education courses, including the identification of
career training courses and opportunities which would benefit or of interest to
community members
5+ years*
Council and School Board
Administrative advocacy plan
development
Library and museum programs and services
5+ years*
Council and Admin
Recreation department support
Encourage and make government programs available, i.e. 'micro-generation
program' which provides owners with the opportunity to sell their generated
power back to the grid
5+ years*
Council and Admin
Provision of awareness venues
Publicly sponsored recreation and leisure services
5+ years*
Council, Admin and
Recreation Committee
Staff Support, facility availability
Community health and well-being
Expression of the local population's identity and culture through architectural
building styles, public art, signage, street and public space naming, etc.
0-2 years
Council, Admin and Town
Planning Committee
Staff Support
Update of the Wildlife Protection Plan
2-5 years
Council, Admin and ENR
Policies identified in the Advocacy Plan
2-5 years
Council and Admin
Staff Support
Bear and wildlife awareness
2-5 years
Council, Admin and ENR
Expression of several local faiths and cultures in the community, including
the diverse burial needs and styles
5+ years*
Council and Admin
Staff Support, cemetery focus,
church support in budget
Expansion and enhancement of the tourism industry
5+ years*
Council and Admin
grants and ITI support
Waste diversion in the form of waste reduction, reusing when possible, and
recycling
5+ years*
Council and Admin
Staff Support, bylaw
development, education and
enforcement
*Upon reception application or on Town initiatives
Community Plan
Town of Norman Wells
2021
51
Plans/Studies/ Assessments/ Strategies
Timeline
Project Lead
Resources
Recreation Master Plan
0-2 years
Council, Admin, Recreation
committee
Staff Support
Feasibility study assessing the current landfill site from the results of the
recent gap analysis
0-2 years
Council and Admin
Staff Support and grant support
Risk assessment of utility facilities
0-2 years
Council and Admin
AMP
Asset management plan of the Town's existing facilities
0-2 years
Council and Admin
Staff development and annual
update of AMP
Long-Term Cost-Effectiveness Analysis for a multipurpose recreation facility
0-2 years
Council and Admin
Staff research support
Strategy for attracting commercial/Industrial industry
2-5 years
Council, Admin and
Economic Development
Committee
Staff Support
Directional signage plan to assess signage in the community; Identify where
appropriate to replace, remove and add new signs
2-5 years
Council and Admin
Staff and budget support
Drainage maintenance plan which includes strategies and policies to
maintain and operate the existing drainage system in the community
2-5 years
Council and Admin
Infrastructure funding for plan,
Staff Support
Strategies to assess the ability of existing systems in withstanding the impacts
of climate change
2-5 years
Council and Admin
Staff Support to research
Strategies to revitalize and remediate existing abandoned industrial lands
2-5 years
Council, Admin and Town
Planning committee,
Economic development
Committee
Staff Support to research
Strategies to revitalize the existing stock of vacant homes
2-5 years
Council, Admin and Housing
Staff Support to research
Strategies to respect the intersection of wildlife and urban environment given
the Town is located on a migratory route for bears and other animals.
2-5 years
Council. Admin an ENR
Emergency Management Plan to address the preparation for emergencies
that could result from extreme weather events or Dangerous Goods
2-5 years
Council and Admin
Fire Department support
Climate Adaptation Plan to consider impacts and strategies, and increase
climate resilience in all long-term decision making
2-5 years
Council and Admin
Staff Support for research
Bear-Conflict Management Plan to minimize conflicts before they occur
2-5 years
Council, Admin and ENR
Wildfire breaks
2-5 years
Council, Admin and ENR
Fire Department support
Implementation and remediation of landfill
2-5 years
Council, Admin, MACA and
ENR
Staff Support for grants and
implementation on the ground
Uses and lands development
Create mixed commercial and industrial zone by rezoning vacant industrial
lands
0-2 years
Council and Admin
Staff Support
Buffering where needed but particularly between light and heavy uses
0-2 years
Council and Admin
Staff Support
Higher requirements pertaining to the regulation of industrial developments
in areas subject to flooding, erosion, or bank instability, and for other
developments with potential contamination
0-2 years
Council, Admin and Town
Planning Committee
Staff Support
Site restoration requirements for industrial developments upon vacating
0-2 years
Utilize town-owned vacant lands and buildings according to needs
2-5 years
Council and Admin
Staff Support
Public trails and sidewalks to provide convenient access to selected areas
2-5 years
Council and Admin
Staff Support
Infrastructure policies, standards and incentives to encourage the
development of energy efficient buildings with a focus on utilizing renewable
energy
2-5 years
Council and Admin
Staff Support
Action Item: Provide/ Develop/ Maintain/ Update
52
Vacant lots are priority over new developments
5+ years*
Council and Admin
Staff Support
Facilities & Infrastructures
Road shoulders and guardrails where necessary to promote safe transportation
and mitigate accidents
0-2 years
Council and Admin
Staff Support on road plan
development
Chip-seal project to reduce necessary grading and dust control costs
0-2 years
Council and Admin
Staff Support on grant
applications and planning
Design features that are visually appealing and practical during the winter
months, i.e. warm colours, materials and lighting
0-2 years
Council, Admin and Town
Planning Committee
Staff Support
Animal Control policies and mitigation methods for the landfill site
0-2 years
Council, Admin and ENR
Staff/ bylaw enforcement support
Ensure snow piling or high vegetation does not negatively impact visibility
throughout the local road system
0-2 years
Council and Admin
PW responsibility
Upgrade and expand existing Town facilities in order of priority, and given it
makes sense fiscally, prioritize existing over new facilities
2-5 years
Council and Admin
Staff Support
Solid waste management regulations; especially at the landfill facility from a
cost-effective perspective
2-5 years
Council, Admin, MACA and
ENR
Staff Support
Designated routes to be suited with sufficient safety, mobility, and
transportation infrastructure to minimize the risk and severity of incidents, i.e.
involving dangerous goods
2-5 years
Council and Admin
Staff Support
New civic buildings, community amenities and infrastructure guided by
energy management best practices, efficient equipment and monitoring
systems
2-5 years
Staff
Programs & Services
Streamlined the development approval process and improve the
communication of to facilitate new development
0-2 years
Council, Admin and Town
Planning Committee
Staff
Highlight culture and heritage throughout the community to support and
promote learning, appreciation and participation in local arts and culture;
utilize the Norman Wells Historical Centre as a hub
2-5 years
Recreation Committee,
Council, Admin, and Norman
Wells Historical Centre
Staff facilitation
To support the community's entrepreneurs, especially to develop home-based
businesses, small-scale local businesses or business start ups
2-5 years
Council, Admin and 3
committees
Grant funding for plan
development
Measures with minimum standards and longer-term aspirations that aim to
reduce the carbon footprint of government and private buildings,
infrastructure, and usage of vehicles
2-5 years
Council, Admin and ENR
Staff Support
*Upon reception application or on Town initiatives
Plans/Studies/ Assessments/ Strategies
Timeline
Project Lead
Resources
Action Item: Provide/ Develop/ Maintain/ Update
Timeline
Project Lead
Resources
Gardens from contamination
0-2 years
Council, Admin and Town
Planning Committee
An inventory of lands available for sale or lease updated; re-evaluate the
needs annually
0-2 years
Council and Admin
Staff creation
Water and Sewer Bylaw updated to provide guidance to administrative
operations
0-2 years
Council and Admin
Staff creation and
recommendation to council
Property Standards Bylaw up to date while working with the residents to
provide the necessary facilities to clean up waste on properties
0-2 years
Council and Admin
Staff creation and
recommendation to council
Delineate the Riparian zone in the Zoning By-law to preserve creek banks,
steep slopes, ravines, important plant life, wildlife habitat, wetlands and
environmentally sensitive areas, namely in proximity to watercourses
2-5 years
Council, Admin and Town
Planning Committee
Water quality
5+ years*
Council and Admin
federal/gnwt regs implemented
by qualified staff
Avoiding conflicting land uses
5+ years*
Council, Admin and Town
Planning Committee
Staff Support
*U
ti
li
ti
T
i iti ti
Action Item: Preserve and Keep
Community Plan
Town of Norman Wells
2021
53
Appendices
54
APPENDIX A -
THE PRINCIPLES OF
CRIME PREVENTION
THROUGH
ENVIRONMENTAL
DESIGN (CPTED)
Community Plan
Town of Norman Wells
2021
55
Natural Surveillance is the concept of putting
eyes on the street and making a place unattractive
for potential illegitimate behavior. Street design,
landscaping, lighting and site and neighbourhood
design all influence the potential for natural
surveillance.
Access Control is controlling who goes in and
out of a neighbourhood, park, or building. Access
control includes creating a sense of ownership
for legitimate users by focusing on formal and
informal entry and exit points.
Image is the appearance of a place and how this
is instrumental in creating a sense of place or
territory for legitimate users of the space. A place
that does not appear to be maintained or cared
for may indicate to criminals that the place will
not be defended and criminal activity in the area
will be tolerated.
Territoriality is the concept of creating and
fostering places that are adopted by the
legitimate users of the space. These legitimate
users take ownership of the space, which makes
it more difficult for people who do not belong to
engage in criminal or nuisance behavior at that
location.
Conflicting User Groups refers to instances
where different user groups may conflict. Careful
consideration of compatible land uses and
activities can minimize potential conflicts
between groups.
Activity Support is the concept of filling an area
with legitimate users, by facilitating or directly
scheduling activities or events, so potential
offenders cannot offend with impunity. Places and
facilities that are underused can become locations
with the potential for criminal activity.
Crime Generators are activity nodes that may
generate crime. The location of some land uses is
critical to ensuring an activity does not increase
the opportunities for crime to occur or reduce
users' and residents' perceptions of their safety in
the area.
Land Use Mix is the concept that diversity in land
uses can be a contributor or detractor for crime
opportunities. Separating land uses from each
other can create places that are unused during
certain times of the day.
Movement Predictors force people, especially
pedestrians and cyclists, along a particular
route or path, without providing obvious
alternative escape routes or strategies for safety.
Potential attackers can predict where persons will
end up once they are on a certain path.
The principles
of CPTED
are as follows:
56
Displacement can be positive or negative so it
is critical to understand how crime may move
in time or space and what the impact may
be. In general, the displacement that must be
considered is:
»
Negative displacement - crime movement makes
things worse;
»
Diffusion of benefits - displacement can reduce the
overall number of crimes more widely than expected;
and
»
Positive displacement - opportunities for crime are
intentionally displaced which minimizes the impact of
the crime.
Cohesion is the supportive relationships and
interactions between all users of a place to
support and maintain a sense of safety. Though
not a specific urban design function, design
can enhance the opportunity for positive social
cohesion by providing physical places where
this can occur, such as activity rooms, park
gazebos, or multi-purpose rooms in schools and
community centres. In some cases, property
owners or building managers can provide
opportunities for social programming. This will
increase the ability of local residents or users of a
space to positively address issues as they arise.
Connectivity refers to the social and physical
interactions and relationships external to the
site itself. It recognizes that any given place
should not operate in isolation from surrounding
neighbourhoods and/or areas. Features such as
walkways and roadways connecting a particular
land use to the surrounding neighbourhoods and/
or areas can accomplish this. Features such as
centrally located community centres or program
offices can also encourage activities to enhance
this.
Capacity is the ability for any given space or
neighbourhood to support its intended use.
For example, excessive quantities of similar
land uses in too small an area, such as abandoned
buildings or bars, can create opportunities
for crime. When a place is functioning either
over or under capacity, it can be detrimental to
neighbourhood safety.
Culture is the overall makeup and expression of
the users of a place. Also known as placemaking,
it involves artistic, musical, sports, or other
local cultural events to bring people together
in time and purpose. Physical designs that can
encourage this include public multi-purpose
facilities, sports facilities, and areas that local
artists and musicians might use. Community
memorials, public murals, and other cultural
features also enhance this. These features create
a unique context of the environment and help
determine the design principles and policies that
best support the well being of all user groups and
contribute to their cohesiveness.
CPTED
PRINCIPLES