TOWN OF ST. ANTHONY
INTEGRATED COMMUNITY SUSTAINABILITY PLAN
&
PLANNING BACKGROUND REPORT FOR REVISION OF
MUNICIPAL PLAN AND DEVELOPMENT REGULATIONS
2010-2020
Final Report
9 March 2010
Prepared for the Town of St. Anthony
by
Jens Jensen, P.Eng.,MCIP
HMJ Consulting Limited
Halifax, Nova Scotia
Integrated Community Sustainability Plan and Planning Background Report for
Town of St. Anthony Municipal Plan and Development Regulations, 2010-2020
Final Report 9 March 2010
TABLE OF CONTENTS
I INTRODUCTION 1
II THE REVIEW PROCESS 2
III HISTORY AND THE FUTURE 6
IV KEY CHALLENGES 9
V SUSTAINABILITY ISSUES AND STRATEGIES 12
VI COMMUNITY VISION 20
VII GOALS AND ACTIONS 20
Appendix A: Letters from Departments and Agencies
Appendix B: Municipal Sustainability Self-Assessment Report
i
Integrated Community Sustainability Plan and Planning Background Report for
Town of St. Anthony Municipal Plan and Development Regulations, 2010-2020
Final Report 9 March 2010
I INTRODUCTION
An Integrated Community Sustainability Plan is a planning document intended to be adopted by
municipalities pursuant to the Canada – Newfoundland and Labrador Agreement on the Transfer
of Gas Tax Funds, 1 August, 2006, and subsequently the Gas Tax Agreement signed between the
provincial government and local governments. The ICSPs are to be adopted on or before the
end of March, 2010.
The Newfoundland and Labrador program guidelines provide for a choice of methods by which a
municipality can prepare and adopt an ICSP. There are numerous common elements in the
subjects addressed by a Municipal Plan and an ICSP, and it is thus sensible to use the process of
preparing these documents concurrently.
The Town of St. Anthony has chosen to prepare its ICSP by way of concurrently reviewing its
Municipal Plan and developing its ICSP. Since the existing Municipal Plan becomes due for an
overall review in 2010, this was a timely and cost effective way to achieve both purposes
simultaneously.
According to the federal-provincial agreement, an ICSP is
“…a long term plan, developed in consultation with community members, that
provides direction for the cities, towns and regions to realize sustainability
objectives it has for the environmental, cultural, social and economic
dimensions of its identity.”
The overall scope of an ICSP is meant to be comprehensive, touching on virtually all issues or
objectives which the community may identify. The process followed by the Town of St.
1
Integrated Community Sustainability Plan and Planning Background Report for
Town of St. Anthony Municipal Plan and Development Regulations, 2010-2020
Final Report 9 March 2010
Anthony has endeavoured to identify and analyze the issues and opportunities which are relevant
to the community’s objectives and which fall within the scope of Municipal Plans and
Development Regulations and within the meaning of an ICSP.
The revised Municipal Plan has been prepared concurrently with this Integrated Community
Sustainability Plan (ICSP). The ICSP is a document prepared in accordance with a requirement
that municipalities prepare an ICSP in order to qualify for revenue from the Gasoline Gas Tax
Fund, pursuant to the Gas Tax Agreement signed between the Province and Local Governments.
The research and public consultation processes involved in preparing this ICSP were very useful
in revising the former Municipal Plan, as many topics and interests are common to both.
However, the Integrated Community Sustainability Plan is not part of the Municipal Plan, nor is
it subject to the statutory status and procedures affecting Municipal Plans.
2
II THE REVIEW PROCESS
The review process began in December, 2009 and is expected to be concluded in March, 2010.
The ICSP is reviewed by Council and adopted at their discretion. The draft of the Municipal Plan,
in contrast, is subject to official review by the Department of Municipal Affairs pursuant to
Section 15 of the Urban and Rural Planning Act, 2000. Once the Department has released the
documents to Council for adoption, Council may then proceed with the statutory process of
adoption, public hearing and approval.
Four initial steps were taken as follows.
The first step was to gather together documents related to ICSP topics and become
familiar with the background information. The documents included the current
Municipal Plan and Development Regulations, including the one amendment made
to date, and mapping available from the Department of Municipal and Provincial
Affairs (MAPA). Also, the Planning Background Report for the preceding planning
documents, written in 2005, was reviewed.
Second, the consulting planner came to St. Anthony in early December, 2009, to
meet with Town Council and staff to discuss ICSP and planning issues and assess
land use needs and development opportunities first hand. This visit also included
discussions with others in St. Anthony whose insights on community conditions
were valuable; they included representatives of the following:
• Town of St. Anthony departments (Public works, Tourism and
Development, Recreation, Fire Department and administration)
• St. Anthony Basin Resources Inc. (SABRI)
• NORDIC Economic Development Corporation
• St. Anthony Port Authority
• Sutton Group Realty
• Labrador-Grenfell Health (Chief Operating Officer--South and
Director, Environmental Health)
3
The Town Manager brought forward information on the town=s infrastructure and current plans for
anticipated civic projects and enhancement or extension of Town water, sewer, and street services.
The December visit to St. Anthony enabled the planner to view the areas affected. This
information has been referenced in the Municipal Plan.
The assistance of Town Council in frankly discussing community sustainability and planning
issues and providing information is greatly appreciated. It quickly became evident that Council
takes its civic responsibilities very seriously and that their staff provide an efficient and well
managed civic administration.
Third, discussions with officials at the Department of Municipal Affairs, in
conjunction with review of the guidelines for ICSPs in this province, clarified
expectations concerning ICSPs.
Fourth, the Department arranged for circulation of a request for information and
comment to affected government departments and agencies. The Urban and
Rural Planning Act, 2000 at Section 4 specifies that a plan made under the
legislation shall comply with any provincial government land use policies, and this
procedure is an efficient way of ensuring that the affected departments and agencies
have been queried. The form letter which was sent to departments and agencies,
including the mailing list, is found in Appendix A to this Report.
Also in that Appendix are copies of the responses received up to the date of this
Report. Each of the responses has been studied and suitable provisions have been
made, where appropriate, in this ICSP and in the Municipal Plan and Development
Regulations. Significant points are summarized in this report. In many cases, the
existing Municipal Plan and Development Regulations were already responsive to
the points made by departments and agencies.
4
Following the initial steps and discussions with Council and staff as described above, these first
draft documents comprising the ICSP and Planning Background Report, the draft Municipal Plan,
and the draft Development Regulations were prepared (dated 16 February, 2010). These draft
documents were scrutinized by Council and staff and simultaneously made available to the general
public for review and comment at an advertised public meeting on 8 March, 2010. Following that,
final revisions were made, resulting in this report.
.
5
III HISTORY AND THE FUTURE
The history of the Town has been summarized in the draft Municipal Plan for 2010-2020, and that
information is drawn upon here.
The Town, like many communities along the coasts of Newfoundland and Labrador, has its post-European
Contact roots in the fishery, though for greater accuracy one should note the brief settlement of the Vikings
at nearby L’Anse aux Meadows centuries before that. As early as the 1700’s, both French and English
vessels fished the surrounding waters. Most of those employed in this trade did not stay over the winters,
and the history of relations between France and Britain prevented establishment of a permanent settlement
until much later.
The French Shore Treaties between France and Britain, and British policy, resulted in a situation wherein
French fishers were entitled to use shore areas around St. Anthony to dry their summer catches, without
obstruction from British or Newfoundland interests. However, although France gave up her claims to
ownership of the land, it was British policy to discourage shoreline settlement by her own people, to avoid
friction with the French. This equilibrium was maintained until the conclusion of the Napoleonic Wars in
1815. Thereafter, a permanent settlement at St. Anthony was established, seeing a dozen or so families
inhabiting the community by the middle of the nineteenth century.
In the late 1800’s, St. Anthony served the schooner fleets which seasonally fished the Labrador Coast, by
providing provisioning en route to the fishing grounds and on the way back to their home bases. The
natural characteristics of the harbour and its strategic location led to the town site becoming the central
place on these shores at that time. Commerce began to grow around this trade. However, the Town’s
population remained small, no more than a couple of hundred, until the Grenfell mission was established in
1893.
The story of the Grenfell Mission is fascinating, and too lengthy to tell in this report. Suffice to say that Sir
Wilfred Grenfell’s work in establishing institutions to alleviate the health and social conditions of people on
the Labrador Coast and the northern part of the Great Northern Peninsula was hugely influential in the
evolution of St. Anthony. Sir Wilfred chose St. Anthony to be the headquarters of the Mission, and here
established a hospital, industries, an orphanage and school, and the marine and logistical apparatus for
delivery of services in the region. The effect on the economy and population was profound.
6
The Mission provided an impetus for growth, and the Town’s population grew to almost a thousand by the
end of the Second World War. The Grenfell institutions brought employment numbers higher, and to this
day the medical facilities founded by the Mission in St. Anthony are a major factor in the local economy.
The post-War period brought another major influence in the growth and outlook of the Town. The United
States Government established a Defence Station at St. Anthony, part of a radar surveillance system
founded across Canada. The facility, known locally as the “American Base”, required substantial numbers
of local workers for its construction and operation. Many came from outlying areas, and the combination of
well paid employment and influx of new people boosted the population and economic vitality of the area.
The evolution of the fishery saw the building of a processing plant in the early 1950’s, bringing
employment opportunities to large numbers of people. The continued migration of people from outlying
areas and the continued growth of the medical and institutional role of St. Anthony in the Great Northern
Peninsula secured the role of the Town as a major regional centre of activity and service. By the mid
1980’s, the Town and immediate area had reached a population around 3,500.
In more recent years, the turbulent state and depression of the fishing industry became the cause of grave
concern, and significant out migration of people seeking employment elsewhere took place. The difficulties
experienced in in the fishery, particularly following the cod moratorium in the mid-1990’s, have had a
serious effect on the economy of the whole province, and St. Anthony has not been spared the impact.
Today, the Town together with the surrounding areas relies mostly on three key economic engines: natural
resources (primarily the fishery), the businesses serving a broad trade area, and public institutions. The
strategic location of the town and its resources, together with its ongoing strong role as a regional centre of
retail and service businesses, provide an important stabilizing element in the local economy.
More recently, the potential of tourism to strengthen the economy has become apparent. The proven
finding of Viking artifacts and structures at nearby L’Anse aux Meadows, and recognition of the side as a
world class heritage resource, has been a great influence on tourism numbers. Ecotourism focused on
natural resources, such as whale and iceberg watching, has grown. The Grenfell story in its own right has
for years drawn visitors to the area. And of course the area is the highway gateway to Labrador, via the
ferry service operating out of St. Barbe. All these resources are the subject of development effort by local
business interests and public economic development agencies, with good result.
7
Great efforts have been made by agencies such as St. Anthony Basin Resources Inc. (SABRI) and the
Town’s own Tourism and Development Office, among others, to diversify the economy and foster a
spirit of entrepreneurship. These efforts include important initiatives in broadening the infrastructure
related to the fishery (such as development of better cold storage facilities and great improvement in
wharfage), tourism, extension of broadband service into smaller communities, and promoting the area’s
attributes to a global business community. Those efforts continue to promote major projects (such as
development of a container handling capability) and minor as well (such as small service businesses and
tourist accommodations in bed and breakfasts).
8
IV KEY CHALLENGES
The economic and demographic situation of the Town has been summarized in the draft Municipal
Plan for 2010-2020, and that information is drawn upon here.
Concerning the economy and the effect of economic conditions on population migration, a most
valuable resource document is the Strategic Economic Plan for the period April, 2008 to March,
2011, produced by Nordic Economic Development Corporation, a regional public agency. Its
geographic scope (the agency and the report) covers a number of communities in the northern half
of the Northern Peninsula. Many of its statistics blend the situation of the Town of St. Anthony
with those of other areas in the region, so one must take caution by not assuming that economic
activity and demographic trends are uniform across the region. Quite the contrary, as the Town is
the central place in the region, and is experiencing economic growth and demand for serviced land
for housing and businesses, whereas in many of the outlying communities the opposite is true.
There is a gradual process of centralization of economy and population toward the Town.
While the report suggests that the regional population is going to decrease by about 10% during
the period 2006 to 2020, the Town is experiencing positive population growth and housing demand
as working and retiring people are migrating to the Town for a variety of reasons. There should be
at least a fairly stable population and an absolute increase in housing and commercial development
during the ten years for which this Plan is to be effective. There is reason to feel that the local
economy will exhibit some degree of stability.
The crab and shrimp fishery has continued to require processing capacity in the town and the
outlying areas down the Peninsula, though recently there has been a downturn and turmoil in the
market. The role of the town as a central place in the region continues, with a strong presence in
health care, education, retail, and industrial services. New developments such as the coming of
high speed internet service and new activity at the Port are encouraging.
However, the economic viability of the town and its adjacent areas has much to do with the future
of the fishery and fish processing at local plants and the future of public institutions located in the
9
town. The fishery is subject to government intervention concerning fishing quotas allocated to
local fishers and management of the flow of product to onshore processing plants. Also, a very
important factor is the future of the various institutions of governments, such as the regional
hospital and airport. Alterations in the types and levels of service rendered in the region speak to
staffing levels and concentration of employment around specialized functions. New economic
activity is being encouraged by the Town and its agencies, and every effort needs to be made by
them to help existing employers and investors to continue and to assist in every possible way the
new initiatives which are already diversifying the Town’s economic base.
There are several factors which are key to the economic sustainability of the Town, especially with
regard to serviced land for residential, industrial and commercial uses.
The enlargement of the wharfage and onshore industrial land base on the east side of the harbour
provides a small amount of land for industrial purposes, and more improvements are being sought.
The potential of that area to accommodate a marine container terminal is being realized, with
significant container movement taking place through the Port. Cruise ships are increasingly
making St. Anthony a port of call.
The shortage of land for residential development has been a major issue, and an impediment to
economic development. Fortunately, the Town has been able to pursue the opening of a major
residential subdivision lying above Barn Road, in conjunction with new school and community
centre development adjacent to it. That area has the potential to provide good serviced residential
lots for a good number of years, as it is serviced and opened for development in phases.
Construction costs for extension of the water, sewer and street system require lot prices which are
higher than the town has usually seen, but the lots are already being bought up. The areas
designated for the longer term for residential uses have been reviewed and expanded in locations
southeast of American Drive, up above the hospital complex, east of the Highway Commericial
area on North Street. Alternative servicing arrangements in outlying areas through use of on-site
sewage disposal systems and private wells will be considered as a stimulus to development of
building lots on the outskirts of town.
10
This Plan provides for a highway commercial area on North Street and industrial areas on Goose
Cove Road. The latter will require extension of town water and sewer services in accordance with
the present policy of requiring new development to locate on services. The Highway Commercial
area on North Street lying north of the intersection of East and West Streets. Both are intended to
develop and function as business parks in which a wide variety of commercial and institutional
uses can be established.
The special nature of the broad area focused on the harbour entrance, ie: Fishing Point and
Lamage Point and the coast and high lands both north and south of them, suggests that strong
controls be put in place to protect the unique and important sea and land scapes there. These
measures are continued in the Municipal Plan.
The Town water supply has been troubled by repeated difficulties in drawing enough water of
acceptable quality from the surface water supply. The Town is making every effort to rectify the
situation, through improvements to the waterworks at the source. The boundary of the catchment
area which supplies the town water system has been changed over time and may change again as
water supply strategies are pursued. Improving the water supply is a major factor in the
sustainability of the community.
11
V SUSTAINABILITY ISSUES AND STRATEGIES
The ICSP guidelines provides a very good framework for self-assessment and public consultation,
both of which were followed in this community. The significant points which were revealed are
brought forward in this Section.
The process of self-assessment began with completion of a questionnaire provided in program
documents. The first round of this was to consider the answers to questions of the most basic type,
as outlined in the following table of “Operational Basics and Legislative Requirements”, to borrow
the title from the guidelines:
Basic Questions of Sustainability: Yes or No? Yes No
In general are you able to get candidates to run for municipal council? X
Does your council hold at least one public council meeting per month? X
Has the municipality been able to avoid an operating deficit continuously X
in the past 2 years?
Is your debt servicing level within the Provincial benchmark of 30%? X
Is your Municipal Plan up to date? X
Do you have adequate municipal buildings to meet your current needs? X
Do you currently meet all conditions of your permit to operate your water X
system?
Are you able to meet all Provincial and Federal requirements for sewage X
treatment?
Do you have sufficient water and sewer infrastructure to meet the needs X
of your residents?
Does your council keep at hand, adopted rules of procedure? X
Do you currently employ all the staff you require to meet the operational X
needs of you municipality.
Is your sold waste collected at least once a week and disposed of at a
department of Environment approved site? X
Do you provide, or contract for, adequate emergency response services? X
12
Most municipal government people realize that the simple Yes – No answer format is too simple—
few of the issues really lend themselves to an absolute answer one way or the other. Most of the
questions should be answered with a “yes, in part…”, or “no, but it depends on how broad the
question is…” The detailed discussions with town officials revealed a more nuanced and forward
looking set of responses to the many more questions in the full questionnaire in the guidelines.
The Town had some time ago completed the “Municipal Sustainability Self-Assessment
Questionnaire” included in program documents. That questionnaire is very probing, and inquires
into practically every facet of municipal government and community functioning. The Town took
advantage of the ICSP program to have their responses scored and evaluated. The report is
appended to this ICSP as Appendix B.
The evaluation showed that theTown is very well managed However, there are challenges arising
from economic conditions and demographic trends, even though the general condition of the
economy is stable. There are also challenges in providing infrastructure and serviced land to
sustain economic growth and accommodate housing demand. The sustainability of the community
is also related to the ability of health and social services institutions to recruit and retain
professional personnel to properly deliver needed services, and on the continuance of recreation
and cultural amenities to provide the quality of life desired in a healthy community.
The key points arising from the factors described above are as follows, organized under the ICSP
Sustainability Pillar headings:
Governance
As said above, a very important initial step in the preparation of this ICSP was the completion of
the basic “Yes-No” questionnaire on “Operational Basics and Legislative Requirements”. That
was followed by completion of the “Municipal Sustainability Self-Assessment Questionnaire” in
the form suggested by the ICSP administration in the Department of Municipal Affairs.
13
The Town’s municipal government appears to be well informed and proactive in dealing with the
many services and administrative tasks required of municipalities in this province. Some more
specific observations include these:
• It is extremely important to the sustainability of the community that the elected and staff
officials and the resources and management structure be maintained at a level capable of
effectively providing the services needed by the community, since there is practically no
other local entity which can effectively try to provide for any shortfalls in the community’s
need for essential services.
• The qualifications, experience and initiative of town staff are commendable and provide for
a knowledgeable and judicious administration of the Town’s local government. This is a
key element in ensuring the sustainability of the community, as so much depends on having
a forward looking, creative, and competent staff to complement the same qualities always
hoped to be found in Councils. Both staff and Councillors should continue to be engaged
in on-going learning through job-related courses and conferences of peers.
• The Town’s administrative system appears to be well founded on a system of written
policies on most topics, which enables the Town Manager to carry out the general
objectives of Council with only general direction.
• In a small community such as St. Anthony, the municipal government is much more
involved in working as a partner with volunteer groups to develop and sustain a wide
variety of essential services (such as the volunteer fire department) and many amenities
(such as recreation programs). This is strongly the case in the Town of St. Anthony, and is
an important element in the sustainability of certain services and activities in the
community. Consequently, efforts should continue to be made by both Town officials and
volunteers to foster this spirit of partnership and for all to assist in the hard work that is
needed to sustain valued programs and services.
• The Town is fully engaged in participation in regional committees and boards, and thus the
interests of the Town appear to be well advocated in those settings.
• The resources and management of services in the Town appear to be generally adequate,
though new challenges will be faced as new and more complex projects and services are
encountered, such as developing the industrial area on the Goose Cove Road, a sewage
treatment plant, developing further subdivided land to provide building lots to satisfy
14
ongoing demand, and assisting those involved in establishing or expanding businesses and
institutions in Town. It will be important for Council to monitor the work load expected of
the small staff so that expectations of productivity are realistic.
Economy
Strenuous efforts to improve and diversify the local economy are being made by regional
economic development agencies, as reflected in the latest Strategic Economic Plan for 2008 - 2011
by the Nordic Economic Development Corporation. In St. Anthony, employment with public
sector and not-for-profit employers is significant and the development and stabilization of them is
critical to the sustainability of employment in the town.
While the Nordic report suggests that the regional population is going to decrease by about 10%
during the period 2006 to 2020, the Town is experiencing positive population growth and housing
demand as working and retiring people are migrating to the Town for a variety of reasons. There
should be at least a fairly stable population and an absolute increase in housing and commercial
development during the ten years for which this Plan is to be effective. There is reason to feel that
the local economy will exhibit some degree of stability.
It is vitally important for Town officials and residents alike to not sit back and assume or hope that
someone else, somewhere, will work on their behalf to enhance and grow the local economy.
More specifically, the Town’s prospects of sustainability will depend on actions including the
following:
• The Town should continue, as a matter of very high priority, to take part in the work of the
Economic Development Corporation and other agencies to enhance and secure the local
economy. It falls to local representatives to continue pressing for development of regional
significance such as securing the equipment and laydown yard to handle container traffic at
the wharf, timely provision of customs personnel to receive cruise passengers and overseas
container traffic, proper water supply and the like.
15
• The supply and maintenance of the Town’s infrastructure to sustain existing and new
development and employment is critical. The new accounting structure now required under
PSAB will help Council and staff focus on the infrastructure values and depreciation
inherent in the Town’s assets of streets, utilities, buildings, and equipment.
• The supply of serviced building lots for all classes of development is essential to the
sustainability of the local economy.
Environment
The Town is blessed with the beauty and amenity of its natural landscapes and the waters
surrounding it. There are particular opportunities to foster improvement and sustainability of the
town’s natural environment, including:
• Taking part in the evolution of the solid waste management system now underway through
the regional solid waste management authority, in which the Town and other outlying areas
in NorPen’s territory are partners. The Town should be pressing for progressive and
responsible programs that minimize environmental impact and maximize waste diversion
and recovery of the resource values in solid waste.
• In the community, to add to the regional public education efforts concerning solid waste
management, with local initiatives in fostering recycling and minimizing use of household
hazardous materials.
• Encouraging owners of properties to carry out energy use evaluations of their structures
and practices, to lead to greater energy efficiency.
• For the Town, systematically investigating the opportunities to improve energy efficiency
in its buildings, water and sewer system mechanical equipment, street lighting and mobile
equipment. Similarly, to encourage energy and water consumption by households,
businesses and institutions. There are numerous small and large methods for reducing
energy use in an affordable manner, which all together can result in substantial reduction of
energy use and cost. The Town is already in the process of planning energy efficient
renovations to the municipal building, reviewing energy and chlorine consumption in
disinfecting the Town water supply, and monitoring the availability of LED street lighting.
16
• Continuing the vigilance and development control related to the water supply area, under
Protected Water Area regulations. There are certain developments and activities which are
prohibited in that area by virtue of the Water Resources Act, over which the Town has no
control. The Town can augment those restrictions with its own requirements in the
Municipal Plan, and that has been done. There are few municipal regulations which are
more important to the sustainability of the community water supply than the protection of
the source waters.
• Continuing the Town’s history in being very progressive with respect to wildlife protection
and enhancement, in, for example, continuing their active participation in a Habitat
Stewardship Program that focuses on wetlands, coasts and species at risk. In all of the
province, only 18 municipalities have signed Stewardship Agreements, and the Town of St.
Anthony is among them. These Agreements signify that the municipalities will endeavour
to consider concerns for habitat of waterfowl, sea ducks, species at risk, and other wildlife,
in dealing with land use planning decisions. The Town also signed a Coastal Stewardship
Agreement in 2008, further to a long involvement concerning the protection of Common
Eider habitat.
• Continuing to protect sensitive lands adjacent to St. Anthony Harbour, the protected water
supply areas for the town and the community of Goose Cove, major water courses, steep
slopes, and high rocky hills, designating them as Environmental Protection areas in the
Municipal Plan. It is a policy that the vegetation on these lands be maintained.
Social Conditions
Social conditions in the Town are always a concern, as the wellbeing of residents and the overall
quality of life are not to be taken for granted. Health, education, justice, public safety and
recreation were topics of concern in discussions during the information gathering for this ICSP.
Key points raised to date include the following:
17
• This is a caring community, in that many in the public sector and volunteers do what they
can to alleviate distressing conditions and promote healthy lifestyles through actions such
as a food bank, and staffing recreation programs.
• The Town offers top quality recreation programs and facilities, but there is a heavy reliance
on volunteers to staff most organized activities. The Town should encourage and support
these efforts in any way possible so as to make the quality of life as good as can be.
• Alternative housing for seniors who are in unsuitable housing or require some level of
assisted living make it possible for seniors to remain as independent and in their own
community as is feasible, but there is a constant shortfall.
• The Town is fortunate in having a high quality police force in the RCMP, who have
established a commendable reputation in being involved in the community.
• The current situation concerning court sittings in the community is aggravating. There is a
strong case for having a resident judge located in the community, to get away from the
current state of affairs in which a judge comes sporadically on the circuit. This involves
delays and expense in the hearing of cases.
• The ability of health and social services agencies, including the hospital, to provide proper
and timely care is limited by the availability of professional staff. Recruiting personnel
from outside the community is influenced by the quality of life and amenities in Town.
The Town needs to do all possible to enhance local conditions, including recreation
programs, beautification, availability of housing, education, and a welcoming attitude
toward newcomers, especially immigrant professionals who need positive supports in
becoming settled in unfamiliar physical and cultural conditions.
Cultural Matters
The community has a very strong sense of identity and history, and it is obvious that the
community leadership are determined to make the town a good place to live, work and visit. The
great work of volunteers gives the community many of the cultural amenities such as the Grenfell
legacy. It is all too easy to let a community’s history and local culture slip away and become only
an artifact, but that is not happening in St. Anthony. However, the Town and residents alike need
18
to continuously develop and improve facilities and programs related to preservation and
appreciation of the history of the community.
The most fragile aspect of this task is that of preserving the legacy of the Town of St. Anthony,
since local historical presentation is usually seen as a matter of local initiative. The broader story
of the west coast of Newfoundland and of Labrador, or the province as a whole, or Atlantic
Canada, is quite likely to be carried forward by the provincial and federal governments, but
keeping alive the Town’s own story is the Town’s responsibility.
The special nature of the broad area focused on the harbour entrance, ie: Fishing Point and
Lamage Point and the coast and high lands both north and south of them, suggests that strong
controls be put in place to continue to protect the unique and important sea and land scapes there.
These measures are continued in the Municipal Plan.
Archaelogical resources exist in the area, as has been pointed out by the provincial government.
Raising the awareness of the need to be vigilant while excavating for new development is
important, and an educational pamphlet should be provided to people as development permits are
issued.
19
VI COMMUNITY VISION
It is clear that this is a community which is determined to move forward in a progressive, well managed
fashion. Its people also recognize that local initiative by the Town as a municipal government and by
volunteers working in a wide variety of endeavours are the key to success. The vision of the municipal
government may well be expressed as:
“The municipal government of St. Anthony seeks to make the community as well managed and
equipped for the future as resources permit, by taking the initiative on community improvements and
working with and supporting volunteer efforts which have the same objective.”
VII GOALS AND ACTIONS
This section identifies the specific goals and actions which are relevant to use of the Gas Tax Agreement
funding for round two in the program (the Town has fully used the funds in round one on eligible projects).
The information is expressed in the format specified in the program guidelines, in the tables on the
following pages. The Town’s planned projects which are intended to use the Gas Tax Agreement funds are
entirely under the “economy” and “environment” pillars.
The allocation of resources will require corresponding action on the part of the province. Priorities and
timing are expressed in this ICSP as well as current information permits, and will be adjusted as the
resources available are confirmed.
20
Town of St. Anthony: ICSP Pillars, Goals and Projects Schedule
Cost Relatio
Numb Estimate Funding Priorit n to
Pillar Goal er
Project other
Source(s) y
Goals
$
Provide
sufficient clean
90% NL
potable water
10% Town
1.Economy for current and 1 a Water intake 500,000 high 1.a.
from Gas
future improvements
Tax funds
water
consumers
Install water 90% NL
treatment and 10% Town
ditto 1 b 2,000,000 medium 1.b
transmission from Gas
line upgrades Tax funds
Replace
90% NL
deteriorated
10,000,000 10% Town
ditto 1 c and medium 1.c
from Gas
undersized
Tax funds
water mains
Trunk sewers
4,000,000
Provide for to intercept 90% NL
treatment of outfalls and 10% Town
2. Environment 2 d low n/a
municipal sewage from Gas
sewage treatment Tax funds
plant
21
Town of St. Anthony: ICSP Goal Description
Goal Description
Goal: Provide sufficient clean potable water
for current and future
water consumers
Partner(s): Province of Newfoundland and Labrador
through cost sharing of infrastructure (the 90%-10%
formula), in which the Town’s 10% contribution will come
from the Gas Tax funds.
This goal fits with the existing community vision in the following way:
Vision statement:
“The municipal government of St. Anthony seeks Goal fits with the vision in the sense that a water
to make the community as well managed and system which can reliably provide for sufficient
equipped for the future as resources permit, by and adequate volume, quality and distribution of
taking the initiative on community improvements potable water, is absolutely essential to the
and working with and supporting volunteer efforts economic sustainability of the community.
which have the same objective.” Industries and institutions which are the backbone
of the economy are not satisfied at present with
water quality, and the quantity which can be
produced and distributed properly with regard to
pressure must be brought up to standards.
The following projects are related to the completion of this goal:
Water intake improvements 1.a
Install water treatment and transmission line upgrades 1.b
Replace deteriorated and undersized water mains 1.c
This Goal may be impacted by the following land use issues:
Project Land Use Plan Related Issue(s)
Economic development is
All projects listed above Municipal Plan specifies protection of water directly impacted by this
supply area and indicates the need for a issue. Failure to meet the
proper system of supply, treatment and goal will impair the potential
distribution infrastructure for economic development
To measure the success of this goal the following indicators will be used:
The goal will be successfully met only with the
implementation of all of these projects.
22
Project Description
Goal: Provide sufficient clean potable water at source, for current and future water consumers
Action or Project: Title: 1.a Water intake improvements
Brief Project Description: The water intake will be improved by construction of an intake structure and
screening system, which will draw water from deeper in the source water surface water supply pond, by
which means the present problem of drawing in silty water from shallower water and icing of the intake will
be alleviated.
Project Lead: Town of St. Anthony
Estimated Project Cost: $500,000
Funding Source(s): 90% from Province, 10% from municipal Gas Tax funds, round 2
Project Timeline: Estimated Start Date: April, 2010
Estimated Completion Date: December, 2010
Is this project funded through the Gas Tax Fund? Yes__X_ No___
If Yes which Gas Tax Fund outcome(s) will it achieve?
o Cleaner Air
x Cleaner Water
o Lower Greenhouse Gas Emissions
How will the Project achieve that outcome(s)?
Supply of these services by a properly engineered and constructed new water intake will alleviate water
quality and supply reliability problems related to intake of silty water and icing of the intake during
extremely windy and cold weather events.
Partners Involved & Role of Partner: the “partner” is the provincial government, through the provincial
government funding of the 90% of the cost.
23
Project Description
Goal: Provide sufficient clean potable water for current and future water consumers
Action or Project: Title: 1.b Install water treatment and transmission line upgrades
Brief Project Description: The town potable water treatment system will be upgraded in line with higher
production volumes to be supplied in conjunction with twinning of the transmission main from the source
water to the distribution system. Project comprises the higher capacity treatment works and the twinning of
the transmission main from source water intake to the distribution system.
Project Lead: Town of St. Anthony
Estimated Project Cost: $2,000,000
Funding Source(s): 90% from Province, 10% from municipal Gas Tax funds, round 2
Project Timeline: Estimated Start Date: January, 2011
Estimated Completion Date: December, 2011
Is this project funded through the Gas Tax Fund? Yes__X_ No___
If Yes which Gas Tax Fund outcome(s) will it achieve?
o Cleaner Air
x Cleaner Water
o Lower Greenhouse Gas Emissions
How will the Project achieve that outcome(s)?
Supply of properly treated water at the required volumes will be ensured by a properly engineered and
constructed water treatment works and higher capacity transmission lines.
Partners Involved & Role of Partner: the “partner” is the provincial government, through the provincial
government funding of the 90% of the cost.
24
Project Description
Goal: Provide sufficient clean potable water for current and future water consumers
Action or Project: Title: 1.c Replace deteriorated and undersized water mains
Brief Project Description: Selected undersized and deteriorated water mains will be replaced.
Project Lead: Town of St. Anthony
Estimated Project Cost: $10,000,000
Funding Source(s): 90% from Province, 10% from municipal Gas Tax funds, round 2.
Project Timeline: Estimated Start Date: January, 2012
Estimated Completion Date: December, 2013
Is this project funded through the Gas Tax Fund? Yes__X_ No___
If Yes which Gas Tax Fund outcome(s) will it achieve?
o Cleaner Air
x Cleaner Water
o Lower Greenhouse Gas Emissions
How will the Project achieve that outcome(s)?
Replacement of these components in the water system infrastructure will alleviate leakage and provide for
proper volumes and pressures throughout the distribution system. The distribution system is become aged
and in some areas of town lines were constructed at smaller sizes than today’s demands would require.
Partners Involved & Role of Partner: the “partner” is the provincial government, through the provincial
government funding of the 90% of the cost.
25
Town of St. Anthony: ICSP Goal Description
Goal Description
Goal: Provide for treatment of municipal sewage
Partner(s): Province of Newfoundland and Labrador
through cost sharing of infrastructure (the 90%-10%
formula), in which the Town’s 10% contribution will come
from the Gas Tax funds.
This goal fits with the existing community vision in the following way:
Vision statement:
“The municipal government of St. Anthony seeks Goal fits with the vision in the sense that sewage
to make the community as well managed and treatment is required to meet modern standards of
equipped for the future as resources permit, by environmental protection and stewardship. At
taking the initiative on community improvements present, there is no treatment of sewage from the
and working with and supporting volunteer efforts municipal sewer system.
which have the same objective.”
The following projects are related to the completion of this goal:
Trunk sewers to intercept outfalls and sewage treatment
plant 2.a
This Goal may be impacted by the following land use issues:
Project Land Use Plan Related Issue(s)
Trunk sewers to intercept Municipal Plan specifies a goal of Economic development will
outfalls and sewage environmental protection and stewardship, be enhanced by being able
treatment plant applicable to the entire town and its to show that the community
operations. Sewage treatment is a goal to be is environmentally
achieved as resources permit, and this project responsible and able to
will achieve that objective. meet modern standards.
To measure the success of this goal the following indicators will be used:
The goal will be successfully met only with the
implementation of this project.
26
Project Description
Goal: Provide for treatment of sewage
Action or Project: Title: 2.a Trunk sewers to intercept outfalls and sewage treatment plant
Brief Project Description: Construct trunk sewers to intercept outfalls and construct sewage treatment
plant.
Project Lead: Town of St. Anthony
Estimated Project Cost: $4,000,000
Funding Source(s): 90% from Province, 10% from municipal Gas Tax funds, round 2.
Project Timeline: Estimated Start Date: January, 2013
Estimated Completion Date: December, 2013
Is this project funded through the Gas Tax Fund? Yes__X_ No___
If Yes which Gas Tax Fund outcome(s) will it achieve?
o Cleaner Air
x Cleaner Water
o Lower Greenhouse Gas Emissions
How will the Project achieve that outcome(s)?
Treatment of municipal sewage will be provided by this new infrastructure.
Partners Involved & Role of Partner: the “partner” is the provincial government, through the provincial
government funding of the 90% of the cost.
27