SHAPING OUR FUTURE TODAY

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SHAPING OUR FUTURETODAY

• A Discussion on Goals and Objectives for The Town
  of Antigonish

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Getting Started

• What places do you like in Town
• Dislike? (why)
• What aspects of the Town do you appreciate?
• Dislike? (why)
• Where do you like to walk? (why)

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Municipal Planning Strategy

• Councils intent
• Importance of Citizen participation
• Daily Growth management in the context of a
  longer vision. (LUB)

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Some Context

• A Brief History
• Planning in Antigonish
• Changes over the last decade (or so)
• More Recently
• Double Cohort
• Boundary review
• Sustainability, Front and Centre

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The Changing Face of Antigonish

• A brief examination of changing demographics and
  what they may mean for our future. (Courtesy of
  the Antigonish Area Partnership)

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Within approximately a one hours drive, there is
a population larger than the entire Province of
PEI
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The population trend lines 1851-2001 from
StatsCan
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Canadian immigration 1851-2001 as a percent of
population growth
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Canadian Population Growth by Province (Percent
Change) 2001-2006
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Changes in NS Population by Counties (Percent
Change) 2001-2006
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Nova Scotia Vital Statistics 2005
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Demographic trends in the Quad Counties
1986-2005
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Population Pyramid - Canada
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Population Pyramid Antigonish County
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Population Pyramid Town of Antigonish
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Population Profile Antigonish Area Population
Changes 2001-2006 by Number
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Population Profile Antigonish Area Population
Changes 2001-06 by Percent
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Income Pyramids 2004
Canada
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Income Pyramids 2004
Antigonish County
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The Antigonish Sub-Communities
Malignant Cove Arisaig, Doctors Brook,
Georgeville, Livingstone Cove, Malignant Cove,
Maryvale, McArras Brook, Morar Clydesdale Big
Marsh, Cloverville, Clydesdale, Lower North
Grant, North Grant, Pleasant Valley James
River Addington Forks, Beaver Meadow, Brierly
Brook, Brierly Brook Back Road, Glen Bard, James
River, St. Joseph, West River Mahoneys
Beach Antigonish Harbour, Back Settlement,
Ballantynes Cove, Brophy, Cape George, Cape
George Point, Fairmont, Harbour Centre, Jimtown,
Lakevale, Lanark, Mahoneys Beach, Morristown,
North Lakevale, West Lakevale Lochaber College
Grant, Copper Lake, Cross Roads Ohio, Frasers
Mills, Glen Alpine, Hillcrest, Ireland, Loch
Katrine, Lochaber, Middleton, North Lochaber,
Ohio, South River Lake, Upper South River, West
Lochaber Salt Springs Beauly, Black Avon,
Caledonia Mills, Croft, Dunmore, Frasers Grant,
Glassburn, Glenroy, Lower Springfield, Marydale,
Meadow Green, New France, Polsons Brook, St.
Andrews, Upper Springfield Antigonish Antigonish,
Antigonish Landing, Lower West River, Sylvan
Valley Lower South River Beech Hill, Greenwold,
Lower South River, South River Station, Williams
Point Havre Boucher Aulds Cove, Cape Jack, East
Havre Boucher, Frankville, Havre Boucher,
Linwood, West Havre Boucher, West Linwood St
Andrews Beauly, Black Avon, Caledonia Mills,
Croft, Dunmore, Frasers Grant, Glassburn,
Glenroy, Lower Springfield, Marydale, Meadow
Green, New France, Polsons Brook, St. Andrews,
Upper Springfield Map Courtesy Nova Scotia
Community Counts
Tracadie Afton, Barrios Beach, Bayfield, Big
Tracadie, East Tracadie, Merland, Monastery, Rear
Monastery, Tracadie, Upper Afton, West Arm
Tracadie Pomquet Bayfield Road, Heatherton,
Monks Head, Pomquet, Pomquet Forks, Southside
Antigonish Harbour, Summerside, Taylors Road,
Upper Pomquet Pomquet (Paktnkek First
Nation) Pomquet and Paqtnkek First Nation
(formerly IR 23)
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Population by Selected Age Groups
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Family Structure
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Educational Attainment
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Dwellings by Type
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Class of Worker
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So What does this tell us?
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Mega Maybe ProjectsWith Brian Segal
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SWOT
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Strengths

• 8000 people per day pass through.
• highest income / education levels.

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Weaknesses

• aging pop
• location relative to airport and Halifax
• loss of young
• drastically under-bounded

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Opportunities

• Goldboro
• Mulgrave

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Threats

• Ongoing lure of west.
• Difficulty attracting / keeping immigrants
• Sea level increase and flood surge
• Impact of TCH relocation

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What have we missed

• Other pressing Issues facing the Town
• Short term
• Long term
• What can we do about them?

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A Set of Proposed Goals and Objectives

• And how they evolved

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The Overarching Notion

• The Municipal Planning Strategy is based upon a
  number of goals that provide the broad framework
  which manage the evolving development of the
  Town. Goals are general statements of intent that
  describe a desired future condition.
• Our Primary Vision is to maintain, and where
  possible, Improve the quality of life, safety and
  stability of our community.
• We hope to achieve this through realization of
  the following goals which are to be read in
  relation to one another

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Governance

• G1. Develop an administrative framework whereby
  Municipal decisions are made with an
  understanding of the ecological, social, cultural
  and economic implications for any particular
  course of action.
• G2. Promote informed public involvement and
  education in a user-friendly, accessible and
  transparent planning and development process.

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Housing

• G3. Strive to ensure that an adequate supply and
  range of housing types and supporting amenities
  are provided to satisfy the needs of all
  residents.
• O3(a) Identify areas suitable for increased
  density.
• O3(b) Investigate, and where possible, eliminate,
  barriers restricting access to undeveloped lands.
• G4 Seek to maintain a balanced demographic mix
  within the Town
• O4(a) Seek to attract families to core
  residential neighbourhoods.
• O4(b) Implement measures to enhance neighbourhood
  integrity.

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Economic Vibrancy

• G5. Through policy development and effective
  partnering, work toward steady, diversified and
  balanced economic growth and a wide range of
  employment opportunities.
• O5(a) Where opportunity arises, assist in
  fostering local development of innovative,
  sustainable technologies.
• O5(b) Through effective partnering, promote of
  the Towns knowledge base, natural sites,
  cultural diversity, recreational assets and
  events and festivals.
• G6. Through policy and effective partnering,
  foster the development of a full range of
  commercial uses consistent with the needs of the
  regions population.

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• G7. Understanding that the Downtown is the heart
  of a community, foster its growth as a vibrant,
  multiple function district and community focus
  for commercial, recreational, entertainment,
  institutional, cultural and public service uses.
• O7(a) Ensure and adequate supply of commercial
  space in the Downtown core
• O7(b) Ensure Adequate room for commercial
  expansion in the Downtown
• O7(c) Improve way-finding in, and to, the
  Downtown core.

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Place Making Urban Design

• G8. Plan and design an efficient and attractive
  urban landscape that reinforces and enhances our
  communitys sense of self, and of place, while
  encouraging innovative design opportunities.
• O8(a) Ensure that development in established
  areas of the Town is done in a manner that is
  sympathetic too, and enhances, the built form of
  existing land uses.
• O8(b) Entrances to Town shall be made more
  Inviting.
• G9. Through policy development and effective
  partnering, protect and enhance our built
  heritage legacy.

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Environmental Sustainability

• G10. Promote energy conservation and climate
  change protection through land use planning,
  effective partnering and through other municipal
  initiatives.
• G11. Foster the development of a safe, efficient
  and convenient transportation system that
  provides for all modes of travel and supports the
  desired land use patterns of the Town.
• O11(a) Investigate opportunities to implement a
  public transportation system.
• O11(b) Initiate an Active Transportation study

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• G12. Respect and encourage the protection and
  enhancement of the natural environment so as to
  support a healthy and diverse natural ecosystem
  in and around the Town.
• G13. Promote the sustainable use of natural
  resources and the effective management of wastes
  to ensure protection of the natural and built
  environment.
• G14. Through purchase and effective partnering,
  sustainably manage the finite groundwater and
  surface water resources that are needed to
  support our existing and planned growth.

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• G15. Develop a Flood Risk Management approach
  which reduces flood damage potential, increases
  public safety and, where possible, increases
  development opportunities.
• G16. Work toward the development and
  implementation of a Sustainable Energy Plan
• G17. Work toward becoming a Model Sustainable
  Community

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Social Cultural Wellbeing

• G18. Provide the facilities to satisfy the
  social, health, educational and leisure needs of
  existing and future residents.
• O18(a) Develop and maintain sufficient parks and
  open space facilities to meet the needs of all
  ages and socio-economic groups for active and
  passive recreation activities.
• O18(b) Continue to pursue the development of an
  expanded library service.
• O18(c) Work toward the development of a Cultural
  Centre.

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• G19. Acknowledge the importance of agriculture
  both to our sense of place and our future well
  being, by fostering opportunities to practice
  agriculture as appropriate in our largely urban
  context.
• G20. Work toward improving the promotion of our
  culture and amenities in a manner which
  celebrates our cultural diversity and which
  acknowledges the richness it adds to our lives.

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Infrastructure

• G21. Provide infrastructure in a manner which is
  supportive of the goals of this plan and so as to
  ensure the efficient and reasonable use of public
  expenditures.

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Closing Thoughts