Conceptual Plan2011

Table of Contents 1.0 Origins!
1.1 Introduction! 1.2 Study Background! 1.2 The Study Process! 1.3 Outcomes for Mabou! 1.5 Report Format!
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1 2 5 7 8
2.0 Community Design Standards!

2.1 Site Standards! 2.2 Landscape! 2.3 Architectural! Signage!
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13 16 18 21
3.0 The Plan!

3.1 Plan Vision! 3.2 Plan Components! 3.3 Community Branding! 3.4 Signage and Way-finding! 3.5 Website Design!
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25 27 36 43 45
4.0 Facade Program!

4.1 Details and Program Eligibility! 4.2 Simple Design Guidelines for Owners! 4.3 Facade Style! 4.4 Facade Design Guidelines! 4.5 Sample Facades!
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47 47 48 49 52
5.0 Implementation!
5.1 Budget Estimates! 5.2 Phasing Strategy! 5.3 Next Steps to Move towards Realization of the Vision!
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62 64 64
Appendix A: Online Survey!
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This report is dedicated to the memory of our friend and mentor Peter Klynstra, who passed away during the final stage of this, his last report.
1.0 Origins
1.1 Introduction
The Village of Mabou is one of a handful of definitive Maritime waterfront communities in Nova Scotia; characterized by historic architecture, a vibrant Celtic culture, a mix of seasonal and year round residents, and an active arts community. The Provincial Route 19 has brought people into and out of Mabou since the early days of the Village, and today functions as the Village spine. This road is not only the functional and commercial centre of Mabou, but is also the cornerstone of future Village growth and expansion. To ensure that the growth of the village proceeds in planned and synergistic fashion, the StraitHighlands RDA issued a request for proposals for the preparation of a Mabou Village Conceptual Plan. The Plan will aid the community in conceptualizing a long-term plan that consolidates and communicates the villages community vision, its future development plans and the necessary steps towards its implementation.
The Mabou Growth Scenario

Many Villages in Atlantic Canada like Mabou have developed in a similar fashion, along a major transportation corridor. While this development model is commonplace, it is not without its challenges, and long term expansion obstacles. Throughout the maritimes, there is evidence of the impact of unplanned corridor communities, which can lead to a range of long term development issues. Possible detrimental impacts of unplanned highway development include: ! strip-commercial sprawl development, ! pedestrian and vehicle conflicts, ! unconnected open space networks, ! the proliferation of franchise businesses (often termed Generica) which can detract from a
Mabou Village Conceptual Plan !
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Final Report community's local character, ! too much commercially zoned land which leads to incompatible land use problems, and ! the disregard for pedestrians or cyclists. Unplanned highway corridors create a poor first impression, and favour cars over people. This may result in a loss of sense of place and degradation of local vernacular. Without community design standards, unplanned growth can seriously degrade the quality of traditional neighbourhoods; putting them at risk of accepting minimum standards of development. Zoning provides some measure of security, however it usually encompasses the very minimum standards which often dont recognize the special qualities of place which make a community unique. In contrast, Villages along planned highway corridors: ! are destinations as well as conduits; ! stimulate economic development because they are special places in their own right; ! are accessible by pedestrians, bikes and cars; ! have nodes of commercial growth between nodes of residential development; ! are a visual and social extension of the town they border or bisect; ! balance multiple community objectives instead of single, individual, objectives; ! define a standard of development and dont accept lower standards; The use of highway design standards is central to planning these corridors. Recognizing the strategic importance of a defined and well-planned central business & transportation corridor, the Village of Mabou has undertaken this study to conceptualize the long term vision for planning and economic development. This two phase project will first develop and articulate the planning vision. The subsequent phase will seek to move that vision forwards towards realization.
1.2 Study Background

Study Commission
This report was prepared by Ekistics Planning Design, in association with Communication Design Group, and is the culmination of a 3month community planning and urban design process commissioned by the Strait-Highlands Regional Development Authority, in partnership with the Mabou and District Community Development Association. The overarching goal of this study is to provide guidance for the future development of the Village of Mabou. This guidance should achieve the objectives of the steering committee, stakeholders, be fiscally responsible to the Village and to the Municipality, and respect the input of
Undesirable Strip Community
Desirable Village Highway
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Ekistics Planning & Design
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Site History
The Village of Mabou is located in Inverness County, and the western coast of Cape Breton Island. Sitting on the edge of Mabou Harbour on the Gulf of St. Lawrence, surrounded by the Cape Breton Highlands, the Village is at the junction of the Mabou and Southwest Rivers. It is thought that the name Mabou comes from the Mikmaq name place where two rivers meet. Mabous origins are tied to the coal mining operations that fed steel production in Sydney throughout the late 19th and early 20th century. Rail lines were constructed to connect Mabous coal mines with the wharves of Port Hastings. With the decline of coal extraction and steel production following the end of World War II, Mabous economy evolved to one based predominately on fishing, agriculture, and tourism. Today Mabou is home to a small but active lobster fishery, a robust agricultural industry, and a vibrant Celtic music community, including the Rankin Family. The beaches, the landscape, the harbour, the famous Red Shoe pub, and lively local events draw visitors from across the world to Mabou each year. the public. The primary objectives of this study were to: ! Conceptualize a development plan that consolidates a strategic plan and collective vision for the next 25 years. ! Realizes a community branding and positioning concept for the Village that will attract new businesses, shoppers, tourists, and residents. ! Develops and delivers a building facade theming, for six businesses in the Village core. ! Design a vibrant streetscape program that incorporates elements such as lighting, banners, murals, benches, signage, and parking). ! Addresses future residential and commercial expansion. ! Identifies opportunities for tourism and waterfront development, and the expansion of recreational and potential growth areas.
Community Prole
Mabou is an unincorporated Village, located in the Municipality of the County of Inverness. With a population of approximately 1,300 inhabitants, Mabou is a vibrant fishing and farming community with a strong Celtic heritage. The Village of Mabou has become a service area for surrounding communities and is recognized by the municipality as the Communities of Mabou District (inclusive of Glencoe, Brook Village, Hillsborough, Coal Mines, Mabou Harbour, Southwest Mabou, Mabou Ridge, Rankinville, North East River, Mull River, Smithsville, Glendyer, Blackstone, Hayes River). According to the 2006 figures, the census
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Final Report subdivision of Inverness that is home to Mabou had a population of 5,369 individuals, which represents a decrease of almost 7% from 2001; typical for rural areas in Canada. The median income was $48,004, higher than the provincial median income of $46,605. Of citizens of this part of Cape Breton, the majority (3,875) are at least third generation Canadians, reflective of the history and deep cultural roots evident in Mabou. and capable of forming a critical mass for expanded development. ! Scenic location, nestled between the foothills of the Cape Breton Highlands and the Gulf of St. Lawrence. ! Vibrant cultural scene, characterized by many Celtic music, dance, and cultural events throughout the tourism season. ! Robust Village industries, such as The Red Shoe and Halifax Biomedical, supporting and expanding the local economy. ! Local tourist attractions, such as Glenora Distillery, drawing visitors to the area.
Opportunities & Constraints

Constraints:
! Restricted employment pool may limit the opportunity for business development and expansion. ! A limited supply of available homes for sale, and a non-existent rental market impedes expansion of business, as potential employees have nowhere to live. ! The remote location of Mabou Harbour and the Provincial Beach disperse short term accommodation and other attractions. ! No taxi service or transportation limit the mobility of those without a vehicle.
Planning Context
There is no administrative planning framework for the Village of Mabou. Mabou falls under the joint oversight of the Municipality of the County of Inverness, and the Eastern District Planning Commission. However, the Mabou area is one that is unplanned, and there are no current plans to move forward with the development of a planning framework. As a result, any development or construction projects are permitted by the building inspector of Inverness County, who operates on behalf of the Planning Commission. The lack of any formalized planning framework
Opportunities:
! Existing compact development area, which means that the Village core is highly walkable,
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makes the adoption of any proposed design guidelines that much more important for the overall development of the Village. Zoning regulations typically provide guidance on the forms, and uses of development proposals. In the absence of such guidance, design guidelines will encourage development to occur in Mabou that is consistent with the overall tone, character, and intent of the Villages vision.
address these issues and move a vision forward. This collection of voices ultimately spoke to the need for a plan that would allow the various stakeholder groups to champion their ideas. This study was organized into three phases that were framed by a public engagement process, and designed to generate a new Vision for Highway 3 in collaboration with a wide range of stakeholders.
1.2 The Study Process

The resulting Mabou Village Development Plan is reflective of the ideas and community dialogue heard throughout this project. The vision for the Plan came into focus during a series of public engagement sessions, where participants identified and agreed upon specific issues to address. The Village and its stakeholders need to come together and work collectively toward similar goals was seen as the best way to successfully
People
Community is accepting and hospitable to new residents. Strong sense of community. Working together with other communities for shared services etc. would be beneficial. Tourist are coming later in the Spring, staying later into the Fall. Skilled labour is difficult to find. Seasonality to some businesses make it difficult to sustain competitive wages. Strong volunteer base
Phase 1: Consultation
In order to achieve the sense of realism and uniqueness necessary for implementation, a successful master plan must be based on the needs, wishes, and desires of the community. For the Mabou Village Plan, a four-stage consultation program was developed, consisting of stakeholder interviews, public and invited workshops, an open house working session and an online survey.
The project launched with a conference call between the study team and the client in order Place to set up the Core services are needed. subsequent phases of the public consultation Fishing is largest industry, currently in decline. program. The official kickoff meeting with Farming (dairy + beef) industry is healthy the Steering Committee took place on Trans Canada trail is a year round asset. Fall Wednesday, August especially good. 11th, 2010.
Mabou needs stronger professional services for young families especially (ie. Family doctor, daycare etc.) Mabou needs more local stores rather than loosing local business to Walmart and Superstore in Port Hawkesbury. Farm Market and local Farmers attract great interest + business. This is a growing trend. Road conditions on the Cabot Trail are poor. Tourism is important to Mabou for local business. Not much land for sale. Rental houses or offices space is scarce
1.Interviews
The steering committee provided a list of approximately 20 stakeholders for the Consultants to interview. The interviews were completed throughout the months of August
Population is in decline
Mabou has a relatively high average income according to provincial standards. Need to find method to attract younger generation during winter months. There are people returning after working away. Large families (7-8 people) can still be found in the community. Programming for young families is needed.
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Final Report and September, in person, and over the phone. To the left are issues that require consideration as outlined, fairly consistently, by the interviewees. As a major component of the branding and positioning component of the study, two case studies were completed. Extensive interviews were conducted as part of this process, and the results are outlined in subsequent chapters of this document. are important to residents, respondents overwhelmingly (100%) indicated that warm hospitality and good customer service are critical, as well as live music and peaceful village life. In terms of priorities for development, the following activities and services are important to the Village:
Priority 1
2. Workshops
The results of the interviews formed the basis for the public workshop questions. A public workshop was held on Thursday, August 12th, 2010, from 7pm to 9pm. The session was very well attended, with approximately 25 residents contributing to the process. The intent of the public workshop was to gain insight into branding, identity, and quality of life issues for the Village. Groups of five or six people worked together to answer a series of questions. Each group was given about 45 minutes to prepare their answers, and then summary presentations were made to all in attendance.
! 57% said indoor community centre for conferences & family activities ! 50% for Hospitality and Tourism venues ! other comments included outdoor village square, parks and open space, and youth activities.
Priority 2
! 71% said Gaelic celebrations ! Other comments include the need for a farmers market, a seafood market, and additional festival space. In terms of priorities for civic improvements, signage and branding was the most important, followed by more stores and restaurants, and the creation of a local taxi / delivery service.
Additional Amenities and Attractions
3. Online Survey
In effort to gather the communitys impressions about the development in Mabou, an online survey was created prior to the first workshop. A link to the survey was posted on the Municipalitys website for the duration of the study. There were only 8 respondents who contributed. The full survey results can be found in Appendix A for further information. There were equal numbers of males and females among the respondents. There was generally good representation from the range of age brackets (except under 18). The majority of respondents (3) are long term residents, having lived in Mabou for more than 20 years. When asked about attributes of Village life that
! tax incentives for development ! cultural learning centre ! attractions for young families ! improved transportation
4. Interim Presentation
Three weeks after the public open house (September 23, 2010), the consultants presented an interim plan to the steering committee. Feedback from that session informed the outline for this report. Feedback from that session was incorporated into a final draft report which was presented to the community on October 21, 2010. The outcomes of that session were incorporated into the final report.
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1.3 Outcomes for Mabou

The resulting Mabou Development Plan is reflective of the ideas and community dialogue heard throughout this project. The vision for the Plan came into focus during the initial steering committee meeting where the members, initiated by a comment from one of the participants, concluded that ...if Mabou could find a reason for twenty young people to spend twenty additional weeks a year in town it would solve all of our problems. The following thoughts and considerations summarize the thinking to date:
available staff. The twenty-twenty vision sees the addition of twenty young adults living and working in Mabou for the twenty weeks of the winter. The expansion of Mabous workforce not only supports the extension of the season for local businesses, but also extends the economic contribution that these individuals make to the Village during that period. This creates a winwin situation for Mabou, where local businesses prosper throughout an otherwise slow period. So the question arises: what is the right concept that will capture the imagination of a local champion, a financial partner and a cadre of energetic young people who need to be in Mabou to achieve their dream? What is the vehicle that will achieve the vision today? The Convent may still serve as the catalyst for achieving the twenty-twenty vision. Could it become a school for traditional music, or wayward fiddlers? Is it a residential school for Celtic Language scholars? Is Halifax Biomedical a catalyst for a biomedical satellite campus similar to the Memorial University Bonne Bay Marine Station in Norris Point Newfoundland? Just looking for the answer to these questions will help Mabou focus on attracting young people to the community. The immediate issue that requires some community attention is the probable expansion of Halifax Biomedical. They currently need rental accommodation for office and staff, and may soon need to find homes for twenty or thirty new employees and related additional office space. Integrating this expansion into Mabou without destroying the character and spirit that attracted them to the community is the challenge.
Twenty-twenty vision for Mabou:

The convent once served as a home for girls coming to Mabou to study. It housed about twenty young women, and Village residents speak fondly of that time, and of the influx of energy that the convent students brought to Village life. Today, Mabou fills to the brim in the summer, with an influx of students flocking to the area for employment, and to enjoy the natural amenities of the Village. Businesses are able to service visitors, as staffing concerns are minimal with the available of students entering the workforce. The village benefits two-fold; firstly by the additional staff available, and secondly by the money that these semipermanent residents contribute to the local economy. The labour picture changes drastically in the fall, with the new school year. Many Village businesses close earlier than the perceived formal end to the tourism season, because they cant find staff after the departure of the student population. Throughout the winter, the majority of Mabous service related businesses are closed, not only due to low tourism figures, but also due to a lack of
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Issues that need consideration:

1. Land area is needed to build homes near the commercial core of Mabou. 2. Businesses should be clustered together. As Mabou expands business should be located in the core between the grocery store and the bridge. This is required for visual connectivity, business synergy, and pedestrian environment reasons. 3. Pedestrians need the same consideration as cars, particularly in this core area. 4. Future development must reinforce the special quality of Mabou. 5. Connections to the Trans-Canada Trail have not been maximized. 6. Signage and some gateway expressions are needed to demarcate the core area of Mabou. 7. Quality green spaces which are relevant community destinations are needed. 8. More parking is needed somewhere in the core. 9. Design guidelines for buildings, landscape areas, and signage are needed. 10. Green design principles should be developed.
Chapter 1: Origins
This chapter outlines the terms of reference, the study process, the inventory and analysis, the findings and the core Vision for the plan.
Chapter 2: Commercial Design Guidelines

This chapter outlines the proposed commercial design guidelines which will ensure that future development along the highway proceeds in a way that is consistent with the vision for the community.
Chapter 3: The Plan

This chapter outlines the development plan for the Village including the plan components, community branding and conceptual sign options.
Chapter 4: Facade Program

This chapter outlines the guidelines for a facade program in the Village.
Chapter 5: Implementation
This chapter outlines the steps required to implement the plan including cost estimates and phasing plan.
1.5 Report Format

The Mabou Village Development Plan and its various components are described in the subsequent report. The following four chapters outline physical, policy, and administrative recommendations to fulfill the vision for Mabou, and the implementation steps needed to realize that vision.
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2.0 Community Design Standards

The vision for Mabou is for a balance between cars and pedestrians, site standards that put an emphasis on high quality landscape design, building standards that reinforce Mabous unique sense of place, green development controls that require sensitive site development and the creation of a mixed use corridor that serves as a destination instead of a conduit. Many communities have developed community design standards to protect local sense of place from Generica. Design standards are either incorporated into local zoning bylaws or they are referenced in zoning as either an appendix or separate stand-alone document. While zoning addresses land use regulation, land use distribution, and some site related issues like parking and signage, design standards influence how sites and structures are designed within the various zones. The goal is to ensure there is a consistency in the character of buildings and sites in the community; from the placement of buildings and parking lots on a site to the type of materials used and roof forms on a building. Nova Scotia towns like Wolfville and Chester have successfully implemented design guidelines to protect the quality of their communities. Newer franchises like Tim Hortons and MacDonalds have set aside their typical box design standards in favour of adhering to local community standards. The result is noticeable in communities who take the time to enforce higher standards.
Village Design vs Strip Sprawl

Mabou is a coastal village on a Provincial highway corridor. These communities are most in jeopardy of loosing their village identity through
Tim Hortons Typical Box Standard
Tim Hortons Coastal Maine Standard

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Final Report the a slow process of metamorphosis to what is often called strip sprawl. Strip development has evolved from strip malls or mini-malls into a development form that is easily recognizable in places like New Minas, Port Hawkesbury and Sackville, Nova Scotia. The form is characterized by: ! a building surrounded by a parking lot, often with parking in front of the building
The Village Character - Favourable On-street parking. Centralized parking lot close to shopping. Rear yard parking with limited breaks in the sidewalk (access between rear lots is coordinated amongst building owners) Signage standards favour signage on buildings with no backlit signage. No free standing signs. Signage is visible but not obnoxious. Range in building heights and architectural styles. Mixed uses are encouraged (combined living and commercial). Buildings are pulled up close to the sidewalk with no parking in between. Buildings are pulled close together with minimum breaks in the street. Ample windows for window shopping. Awnings and overhanging covers provide some shelter from the elements at the sidewalk. Sidewalks and streetscapes are integral to the village experience. Ample seating and unique street furniture help brand the Village image. Sidewalks on both sides of the street with direct connections to adjacent buildings. Good signage aids wayfinding. Large street trees provide shade and a canopy over the street. Streets are purposely narrow to slow traffic (slowing vehicles through downtown is a good thing). The need for signalized intersections is reduced. Curb bump outs limit the street crossing for pedestrians making it safe and convenient.
! generic, non-descript flat roofed buildings, ! large backlit signage, often with a large pylon sign in front ! little or no landscaping ! wide driveways that consume the sidewalk (if a sidewalk is even present) Understanding the differences between Village design and Strip Development is central to implementing and enforcing community design
Strip Centre Character - Unfavourable No on-street parking. Large parking lots between buildings and the street. Every building has their own parking lot entrance breaking up the sidewalk. Prevailing image of parking lots and cars. Large free standing, backlit pylon signs prevail. Signs compete for attention. No coordinated colour schemes. Single purpose commercial buildings. Usually single storey only. Set back from the street with parking in between. Long distance between each building. Building design favours cookie-cutter corporate requirements over unique village style requirements. Blank, windowless facades abound.
Parking
Signage
Buildings
Sidewalks
Narrow sidewalks (5) with grass strips on both sides of the sidewalk. Little or no street furniture. Small trees spaced far apart so that sign pylons are not blocked.
Streets Crosswalks
Streets are designed to maximize vehicle throughput. Multiple lanes and traffic lights are needed to coordinate traffic. Cross walks at lit intersections only. Long distance across street makes crossing dangerous for slow pedestrians.
Lighting
Light standards are part of the street decoration. Lights add Industrial standard lights are usually placed in the middle of to the night time ambiance and architectural uniqueness. parking lots. Cheap cobrahead standards are fixed to Overhead powerlines are moved to rear of properties or telephone poles. Overhead powerlines abound. underground. Residential units are sometimes integrated in the downtown usually above commercial. Other free standing residential units surround the downtown (usually at least a couple of hundred within 5-10 minutes walking distance). Good mix of residential types from single family, townhouses, semis and multi-unit developments. Trails link outlying areas to the downtown. Many small pocket parks adjacent to the main street. Usually a large town square in the middle of the Village. Usually a BIDC or downtown organization which coordinates shared interests and promotes the overall Village as a unique commercial destination. Area promoted as a multi-sensory experience with living, shopping, recreation, and activity. Residential is not permitted in the single purpose commercial zone. Adjacent residents are too far to walk to the area. Residential types are usually one type (single family detached)
Residential
Trails Parks Administration Destination Image
Usually no connecting trails. Usually no parks. No coordinated commercial administration. Each business works independent of the other. Area promoted as a single purpose commercial destination
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standards. Table 2.1 outlines some of the differences between Village and strip development form.
staff and the developer can understand the overall intent of the policy. It is intended that these design guidelines be incorporated into the Land Use Bylaw to be administered through planning approval and/or building permitting. Applicants are invited to schedule a pre-submission meeting early with the planning department to familiarize themselves with the requirements of these guidelines. These design guidelines do not apply to ANY existing buildings along Route 19, unless they undertake an addition greater than 50% of the existing building footprint.
Application
These proposed guidelines would apply to all non-residential (mixed use excluded) development in Mabou. The purpose of the proposed guidelines is to ensure that future development reinforces the tradition of architectural and landscape excellence of Mabou. New development should be required to conform to these guidelines prior to building permit approval. Renovations greater than 2,000 sq.ft. should also meet the proposed architectural design standards. Pre-designed corporate box buildings should not be approved without some level of custom design, according to these proposed design guidelines, to fit into Mabou. Many municipalities have found that design guidelines provide developers with a measure of security that their neighbours will be held to the same high standards. Special places seldom happen by accident, they are carefully planned and willed to happen. Municipalities that employ design controls have found that with certainty comes security and investment. The use of design controls have actually helped in recruiting new businesses to an area. The proposed design guidelines for Mabou are broken down into four categories: 1. Site Standards 2. Landscape Standards 3. Architectural Standards 4. Signage Standards Each set of standards outlines the intent or goal of the standard to ensure that if there are issues with the interpretation of the standard, municipal
2.1 Site Standards

Mabou is a tightly knit, human scaled, walkable waterfront community. The site development of lots along Route 19 should be consistent with the site standards, scale, and pedestrian focus of the existing Village. Site development standards should reinforce a pedestrian and human scale focus. Typical commercial strip style development should be restricted. Environmental planning principles should be employed to minimize the ecological footprint of all development.
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Site Guidelines:
! No parking should be permitted between Route 19 and the building front. Locate storage, service, loading areas and parking to the side and /or rear of the building. Entry driveways should not be placed within the buildings frontage unless steep topography prevents it. ! Locate buildings close to Route 19 so that they are accessible and visible to pedestrians. At least 60% of the buildings frontage shall be within 20 of the Route 19 Right-of-way (the front yard lot line). None of the building frontage should be more than 40 from the front lot line. Any additional buildings on the lot are exempt, so long as their footprint does not exceed the building closest to Route 19. ! Parallel on-street parking will is permitted on one side of Route 19 so long as the developer is responsible for paying for changes on the road corridor in coordination with NSTIR. The spaces should count towards the parking requirement ! Main entrances for buildings shall front onto Route 19 and be connected to the street by a minimum 6 wide paved walkway. ! No more than 1 entry driveway per 200 of lot frontage is permitted. Owners should work to provide shared driveway access with neighbouring properties, where possible, to minimize the number of driveway entrances on Route 19. ! Driveway widths shall not exceed 24. ! Transformers or trash service facilities shall not be located in the front yard of any building. ! Any lot dedicated to parking instead of a building must provide space for a community wayfinding kiosk and a landscaped area between the parking lot and the road. A minimum 8 of landscape setback is required between the parking lot and the front lot line. No less than one 50mm caliper sized tree per 10 parking spaces is required to be located between the lot and the street. ! To minimize traffic problems, environmental impacts of idling and the promotion of sedentary lifestyles, and to maintain the outstanding pedestrian character of Mabou, Drive-throughs should not permitted anywhere P.
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No front yard parking
!
parking to side or rear
No more than 40 setback
Onstreet parking is encouraged
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in Mabou. ! Sites should be designed for no net change in runoff for the 2 year design storm. ! No site disturbances are permitted within 25 feet of a watercourse or designated wetland. ! Parking lots larger than 30 cars require an oilgrit separator to control drainage.
Connect sidewalk to front door for pedestrians
! One landscape parking island (no less than 240 sq.ft.) is required for every 30 parking spaces to break up the asphalt and reduce the urban heat island effect. Each island must contain at least one 50mm caliper tree. ! All driveways between Route 19 and the rear or side parking lot must include a 6 minimum wide sidewalk.
1 driveway per 200 of frontage
No more than 24 per driveway 1 Landscaped island per 30 cars
No front yard services
Dedicated parking lots shall have a community kiosk
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2.2 Landscape
Mabous landscapes are rustic and reflect both the climate and the simple Scottish design style of its early settlers. Landscape guidelines will ensure that the landscapes of the Route 19 study area reinforce the unique Mabou vernacular.
25% landscape area
Guidelines:
! Site Layout, Grading and Planting Plans must be submitted as part of the approval process for all building developments exceeding 2,000 sq.ft (total building floor area). All 3 plans must be prepared and stamped by a member of the Atlantic Provinces Association of Landscape Architects (www.apala.ca) or a person/firm from a municipal approved list. ! Fully landscaped beds shall be incorporated into the site design no less than 25% of the building footprint in area. Landscape beds consist of plant material that grows-in hiding the mulch or soil within 3 years. Mulch or rock beds with little or no plant material or grass lawns are NOT considered landscape beds. ! Trees are required at a frequency of no less than one 50mm caliper tree per half acre of disturbed site. ! For any buildings set back 20 or more from the front lot line, one 60mm Caliper (min.) sized tree is required to be planted between the building and the street for every 30 of building frontage. ! Traditional picket fences and stone walls are encouraged whenever possible. ! Low voltage landscape lighting should be included for all landscape beds in the front yard and must included on a timer system that shuts off at no more than 2 hours after sundown. Low energy LED lighting is preferred. ! Each tree planted in the front yard should be up-lit with low voltage lighting. ! A bike rack should be provided for all commercial developments with 1 bike space per every 1,000 sq.ft. of commercial space.
1 street tree for every 30 of frontage
traditional walls and fences
Landscape uplighting
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Landscapes of Mabou present and past
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2.3 Architectural
The successful future development of Route 19 must be built upon the charm, history and style that is the Village of Mabou. These guidelines are meant to provide a framework for future developers, while respecting and maintaining the character and sense of place. The intent of this section is to ensure that the building forms developed on Route 19 are consistent with the high quality building forms found in the existing village. Buildings should have architectural features and patterns that provide visual interest at a pedestrian scale, reduce massive aesthetic effects, and recognize the character of the local area. The elements in the following standard should be integral parts of the building fabric and not superficially applied through trim, graphics, or paint. Architectural controls are not intended to create a theme park frozen in time. All existing architectural styles from the village, including modern, are applicable.
either reinforce the existing style or be one of the styles already found in Mabou. ! All buildings greater than 4,500 sq.ft. must be designed and stamped by a member of the Nova Scotia Association Of Architects (NSAA). The proposed signage must be shown on all elevations as part of the approval process.
Scale:
! Large monolithic and monotonous buildings must be broken down into a collection of architectural parts. ! Any building dimension that exceeds 40 must be broken into distinguishable architectural parts using extending faces, changes in roof styles, changes in colour, and/or articulation in bays to create an assemblage of architectural forms. ! Buildings with a footprint greater than 4,000 sq.ft. must incorporate a roof which gives the appearance of a second story using gabled windows, turrets or roof projections. The intent is to reduce pancake or strip mall proportions.
Roofs:
! Most of the traditional housing forms in Mabou incorporate peaked roofs with a minimum 8:12 pitch. Many of these have gable ends that face the street and eave overhangs. Gable and shed dormers are prevalent. ! Unless flat, roof pitches below 8:12 are permitted for no more than 25% of the roof area. The roof design should reinforce the architectural style of the building. Variations in roof lines should be used to add interest to, and reduce the scale of large buildings. ! Cross gables, gable dormers and shed dormers are encouraged wherever possible on roofs. ! Eave and roof overhangs are encouraged particularly where they provide shelter over main entries. ! Solar design is encouraged on all south facing roofs. ! Chimneys and cupolas are common on traditional buildings in Mabou. If the new buildings style is traditional, chimneys and or cupolas are encouraged.
Architectural Guidelines:
Style:
The architectural styles in Mabou are varied and traditional. The intent of the Style guidelines is to ensure that the style of new development is consistent with the vernacular of Mabou and not with a placeless corporate identity (often referred to as Generica). ! For new buildings, the style must be consistent with one of the prevalent styles of architecture already found in Mabou (Georgian Classical, Vernacular Tradition, Modern, Greek Revival, Second Empire, Queen Anne, Craftsman, Gothic Revival, Modern, etc.). The building style must be recognizable and identifiable. Bungalow style is not permitted, nor are corporate box styles. ! For renovations, the style of the addition must
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! No water or electrical meters are permitted on the front of the building. ! If the roof or gable end houses the buildings signage, the sign design should be carefully planned into the roof design instead of being an afterthought. ! Mechanical equipment should be contained within the roof. If this is not possible, a penthouse should be designed to screen the equipment if it is visible from anywhere on Highway 19. The penthouse design should reinforce architectural style.
Large buildings should be broken down into 40 blocks
! No water or electrical meters are permitted on the front of the building.
Windows and Doors:

! The main entry of the building should front on Route 19. ! All windows and doors should have no less than 4 of casing trim surrounding them. The head casing for windows is typically larger than side casing or apron.
Gables and dormers are encouraged
! For traditional styles, window muntins should be included which create glass opening that have a larger height to width ratio. For modern styles, glazing over 4 square should be broken with aluminum or metal rails.
Pedestrian Amenities:
Pedestrian accessibility projects a friendlier, more inviting image consistent with Mabou hospitality. Public sidewalks and internal pedestrian circulation systems can provide user-friendly pedestrian access as well as pedestrian safety, shelter, and convenience within the commercial property. To accommodate pedestrian flow: ! Weather protection features such as awnings or arcades in front of the main entrances and on each side of all customer entrances of the building, are encouraged. ! Any commercial building greater than 15,000 sq.ft. should include an outdoor pedestrian plaza no less than 600 sq.ft. with at least 2 benches, 6 caliper sized trees, shrubs, bike
roof pitches below 8:12 are permitted for no more than 25% of the roof
Hide roof mechanical systems from Rt 19
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Final Report racks, a garbage container and lighting
Colour and Materials:

Mabous building colours tend towards white or light muted colours with darker trim, or alternatively white or grey with darker trim. Most of the buildings are composed primarily of 4-5 exposure lap wood siding or shingles. The other feature which could be unique to Mabou is the borrowing the idea of Christmas lights at the Red Shoe pub on all the new buildings downtown. Old Montreal and Old Dublin both employ this method of lighting in the downtown on their buildings and street trees year round. ! Building colour schemes should include either white of light muted body colours, or grey body colours. ! Buildings should have no less than 50% of of the exterior walls as clapboard or shingles with no more than 5 overlap exposure. This calculation excludes window areas. Unpainted cedar shingles are preferred when possible. The remaining siding material must be harmonious with the dominant siding material. Buildings of less than 2,500 sq. ft. should have a single siding material. ! All new street facades should employ string lighting (like Christmas lights) of a length no less than the outer facades perimeter length. ! The use of fake stone, stucco, vinyl or plastic siding should be prohibited. ! Any siding material that mimics a traditional siding material is prohibited (e.g.. stone tile, stick on brick, etc.). The exception is Hardie Plank. ! Water conservation measures, such as low flow plumbing fixtures and waterless urinals must be used in all buildings. Energy conservation measures, such as the provision of Energy Star rated appliances, must be used in all buildings.
Decorative tree lighting
Year Round festive lighting

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Signage
Signage in the Village should reinforce the village archetype using projecting signs, frieze signage and gable sign types. Free standing signs should be permitted as long as they are located on the property to which the sign refers. Signage within the village of Mabou will fall into varied genres all with differing purpose. Collectively, the signage should be informative and embody the architectural and environmental flavour that surrounds it.
or health; ! signs which advertise a product, service or business which is discontinued; ! all signs which are internally lit, including but not limited to, panel signs and neon signs. ! No sign shall be erected or used for commercial advertising except where the sign is located on the same lot as the establishment or dealer which it advertises
Ground Signs:
! No ground sign shall exceed 3.25 square metres (thirty-five sq. ft.) in sign area on each side; ! No ground sign shall exceed a height of 6 metres (20 ft.) from grade to the highest part of the sign; ! No ground sign shall extend across any
Signs Prohibited in Mabou

! signs affixed to, applied to, or supported by the rooftop of any structure; ! signs which constitute a hazard to public safety
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Final Report property boundary line ! No more than one ground sign per lot ! Signs located in a yard which abuts a residential lot, the sign illumination shall not shine directly upon the residence. ! Ground signs should not have more than 4 business names.
Projecting Wall Signs

! All fixed wall signage must include some form of goose-neck lighting or uplighting if lighting is used for the sign. Non-flashing neon lighting is also permitted. ! Painted window signs are preferred over interior non-fixed window signs. ! Wood carved projecting signs are encouraged for all commercial signs in the Route 19 Area ! Projecting signs supported by iron brackets must employ some form of a Celtic Knot in the iron-work ! Projecting signs shall not exceed 3 square metres (30 sq. ft.) in sign area on each side; ! Projecting signs shall not project over a public street or highway beyond the curb line or highway shoulder;
Fixed Wall Sign

! No fixed wall sign shall: cover more than 0.09 square meters (1 sq. ft.) for each 30 centimetres (lineal foot) of the wall on which the sign is affixed extend above the top of the wall upon which it is placed; extend beyond the extremities of the wall upon which it is placed.
Portable Signs
! No portable sign: shall exceed 1.1 sq.m. (12 sq.ft.) in area on each side, remain on display during the close of business, or be located on public property without the written permission of the authority having jurisdiction;
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3.0 The Plan

This chapter describes the layout, content, and components of the Mabou Village Development Plan. The physical plan arose from a combination of factors including the overarching vision for the Village, the public consultation outcomes, the opportunities and constraints identified for the area; as well as other economic, aesthetic, and environmental considerations. The intent of of the plan is to balance costs with affordability, vision with practicality, and development with the retention of historic character The plan components are presented in terms of the overall plan vision, and individual elements, through detailed graphics, illustrations, and text. To achieve the intent of the Village Development Plan, several key development projects have been proposed. These projects will fulfill the vision for Mabou by using a multi-faceted approach; addressing the need for expanded residential development, aesthetic improvements to the main streetscape of the Village, and enhanced cultural amenities. The plan also includes a branding and positioning concept, and preliminary signage and wayfinding design. The branding is a necessary plan component to assist the Village with achieving its overall vision.
3.1 Plan Vision

The 20-20 plan is the overarching Vision plan for Mabou; development moving forward to attract young people and young families to stay on in Mabou through the winter months. Working towards the fulfillment of this vision, a number of proposed projects and plans have
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Final Report been suggested to guide the intent and direction of development within the Village. ! Facade Incentive Program to upgrade the quality of commercial facades in the downtown and provide a consistent commercial image. ! Signage, interpretation and Branding Program to strengthen the image of the community for visitors. The program would include interpretive panels, street signage, community kiosks, banners, and an overall identity and brand strategy for the village. ! A destination Celtic Garden like the Annapolis Royal Botanic Gardens as a showcase for music, events, horticulture and education.
Functional Plan
The functional diagram outlines some of the key projects for Mabou over the next 30 years. The functional plan components include: ! New residential development around the core of the village. The plan conveys smaller central serviced lots to increase the density of development near the core (which could include 1/4-1/2 acre lots for single family, duplex and townhouses), with larger lots moving away from the core using wells and onsite systems. Some of the larger land holdings closer to the core would make an ideal first priority development site. There will need to be coordination amongst land holders to maximize development yield. ! Central to the residential development presented in the functional plan is an integrated open space network with trails that link residential areas to the downtown and waterfront. It is critical to ensure these open space networks are provided for for any future residential development applications. ! Commercial expansion of the Village Core is also shown on the plan. The most logical first priorities are some of the infill opportunities to reduce the missing teeth on the Main Street. Following these infills, there is ample room for commercial development to spread north east as shown on the plan. All new commercial development should be subject to the new commercial design guidelines outlined in chapter 2. ! Waterfront Development is a key component of the downtown enhancement plan. New waterfront facilities will tap both residents and tourists while enhancing the commercial core and providing a new destination for the downtown. ! Downtown Streetscape Enhancements in the core area including extension of public sidewalks, expansion of onstreet parking, introduction of bike lanes (long-term), a street lighting and furnishing program and new crosswalks.
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3.2 Plan Components

The components of the Functional Plan are presented more fully in this section.
boardwalk is added along the shoreline with decorative benches and lighting. These slips will require some modest dredging to accommodate 20-30 vessels ! Retail kiosks are common on many of Atlantic Canadas waterfronts. The approach allows smaller, modular facilities to be constructed on an as-needed basis rather than a single large building. Kiosks can be rented annually by various retailers and artisans. Two options are shown for different kiosk styles for Mabous waterfront. ! At the end of the dock, a small 2,000 sq.ft. constructed building houses the offices of Mabou Development on the second floor with at-grade access from the road. The lower level of the building becomes home to wharfside services, such as the wharf masters office, showers, and laundry facilities for visiting boaters. ! The idea of the local market is still strong in Mabou, where it currently operates out of the arena in the summer months. There are two options that could be pursued as part of the waterfront plan. The first includes an indoor market in the new building using around 800-1000 sq.ft, or covered stalls incorporated into the exterior building design. The later option being significantly more cost effective than the $120,000 plus indoor facility.
Mabou Waterfront
The waterfront of Mabou is one of the villages greatest assets. A Waterfront Development Plan was prepared by Grant Thornton in 2009 for the Mabou and District Development Association. The plan notes the potential to capture some of the 182,000 tourists that pass through the Village annually, anchored by a modest 2,400 sq.ft. retail facility. The $283,000 facility showed revenues of about $33,000 after the first 3 years to provide positive cash-flow. The plan shown in this report is relatively consistent with the plans for the waterfront with a few distinctions, namely the introduction of retail kiosks, maximization of parking space, and the use of a smaller footprint by moving the building to two stories with at grade access from both the back and the front. The components of the waterfront plan include: ! Slip space is expanded to accommodate additional pleasure boats (16-20 slips), and a
New Slips
Kiosks Boardwalk Parking
New Building
Bridge
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TransCanada Trail Connections & Sidewalk Extensions

The TransCanada Trail is a popular destination for residents and visitors of the Mabou area. In keeping with the principles of healthy communities, improving the pedestrian connectivity of the Village will not only add to the visual appeal of the streetscape, but will encourage more walking and less driving. Improved walkability of the Village has a number of social, health, and environmental benefits. By extending the existing sidewalk from the Village to the TransCanada Trail, trail users will be encouraged to venture up into Mabou. The interchange of the Trail and the new sidewalk is an ideal location for new gateway and informational signage, which will further invite trail users to wander into Town. By formalizing the link between the Village Core and the Trail, a highly desirable pedestrian linkage is created. Along Route 19 through the commercial centre of Mabou, the sidewalk should be extended northeast towards the Freshmart, and a crosswalk created to link to the restaurant across the road. The compact distance of the Village
Core makes for an ideal pedestrian environment, and the extension of the sidewalk will invite residents and visitors to stroll up the street, as opposed to drive their cars. The extension of the sidewalk would also be a logical time to evaluate the streetscape, and add improvements such as street lights, benches, and planters. A third proposed sidewalk connection along Mabou Harbour Road will link the Village core to the Church. The final component of the proposed pedestrian network is a multi-use trail, linking the convent site through the proposed new residential development, across a footbridge, and into Town. The realization of the expanded pedestrian network is an important component of the overall plan vision. As many of the students and young people who the Village would hope to attract and retain may not have access to a vehicle, creating a highly walkable core is a necessity, especially in the fall and winter months. Providing direct, safe, and easy pedestrian connections to Village amenities will not only benefit visitors and semi-permanent residents, but will create ideal walkable loops for Mabou citizens.
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Final Report This open space node should be further developed with the establishment of a Celtic Garden. Like the Annapolis Gardens at Annapolis Royal, a celtic garden is a formally designed green space, reflective of the form, aesthetic, and symbolism of the Celtic community. The facility would be designed as a high quality tourist attraction built on a positive revenue model (pay for use). This type of formal garden is ideal for Mabou, as it is reflective of the strong cultural heritage of the Village. The Celtic garden would be an ideal transitional space between the formal and more reflective spaces of the Village cemetery, and the more active spaces of the Community Pavilion and sports field. Once designed, the gardens could be maintained as a community garden, by summer student employment, or championed through one of Mabous active community groups. This type of open space asset is becoming quite popular as a tourism destination, and would support Mabous existing reputation as the Celtic heart of Cape Breton. The facility could partner with the Nova Scotia Agriculture College (NSAC) as a satellite educational facility and botanic gardens. The Celtic Gardens could be designed as a small community facility at first, enlarging to a full scale admission facility in the future. An ideal location would be on the existing soccer pitch connected to the cemetery (as many Celtic Gardens are connected to cemeteries).
Waterfront Trail, Celtic Memorial Garden, and Community Recreation Space

The picturesque highland location of Mabou offers stunning scenery, but not a lot of opportunities for wide open, relatively flat area for recreation. The current old soccer field site along the water has served the Village in both formal and informal recreational capacities. This area can be enhanced and formalized, with the establishment of a regulation soccer pitch on the site. The field could then be used for leagues, youth recreation, or events, and would still provide informal open space for frisbee, picnics, and other activities. However, there is another potential use for this strategic parcel of land described below. The development of a multi-use trail connection along the water would link Mabou Harbour Road and the Cemetery, creating a highly walkable pedestrian linkage. Cemeteries are rapidly becoming desirable passive green space for communities, and the Village as an opportunity to enhance this sacred memorial space for quiet contemplation and passive recreation. By formalizing the pedestrian connection through the cemetery, a highly walkable loop is created, which will provide for additional much needed walking opportunities.
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Celtic Gardens
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Final Report The final component of the open space node is a proposed recreation pavilion. This structure could support facilities for the field, cemetery, and gardens, such as washrooms,a gift shop, and possibly a snack bar, and would provide a scenic spot to take in the spectacular harbour views. Benches and seat walls would invite visitors to rest and enjoy the scenery, and residents would benefit from the expanded recreational amenities. accrue development value. The lost of 7 or 8 parking spaces from the Church lot would be easily replaced with on-street parking on the proposed road. The proposed plan depicts a new street that extends Barra Lane from Highway 19 up to the Church property. The riparian corridor is retained as green space, and a trail connection provides pedestrian access to the Village Core. Many people move to Mabou with aspirations of living on a large property, but still have the conveniences of small town living. The proposed residential lots will still allow those who wish to live on larger properties to do so, but also provides the option to live in town. The lots within the downtown corridor are smaller to create greater urban density, however; if an individual would like to purchase multiple lots, to have a larger property or build a larger home, they are free to do so. The lots further from the commercial core are larger, for residents who desire the privacy and open space so often associated with rural living.
Development of the Church Property

As Mabou grows, so to will its need for attractive housing for young families and baby-boomers wishing to retire in their home community. The potential to develop single family housing along a portion of the Church and Convent lands will fulfill the need for residential expansion. This site is ideal, due to its proximity to the Village Core, and the highly desirable views of the surrounding highlands. By selling off a small piece of land for development, both the Convent and Church Parish have the opportunity to
Single Detached Development Convent Site
St. Mary's Roman Catholic Church
Drainage Valley
Downtown
Multi-Unit Development
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Multi-Family Residential
The development of a small scale, low rise multifamily unit along the banks of Mabou Harbour will serve the need for small-scale higher density residential. The proposed location is set into the hillside, with one storey facing Mabou Harbour Road, and three stories looking out towards the water. This site is ideal for multi-family residential, due to its proximity to both the Village Core and the recreational node. The site also ensures the framing of the view Church from the road as drivers approach the Village. The proposed architectural character of this building should be such that it is reflective of the style of both the Church, and the general feeling of the streetscape in Mabou.
educational seminars, and field courses. It is possible that the convent site could become available for sale in the future. This historic building would be an ideal site for such an incubator, and the establishment of such a venture would ensure the preservation of an important piece of Mabous architectural history.
Educational Incubator
One of the underlying principles of the 20-20 vision for Mabou is the intention of attracting and retaining youth in the Village throughout the fall and winter. Presently, students flock to the area for summer employment, and to enjoy the many natural and cultural assets of the Village. However the return of the school year takes these semi-permanent residents back home, and drastically impacts the Villages economy. The creation of an educator incubator site would address this season population flux. Mabou is known for its Celtic heritage, arts, and musical culture. The Village should look to partner with established organizations, such as the Nova Scotia Community College, or the Nova Scotia Agricultural College, to offer a semesterbased program in the Village. Possible areas of study include Celtic Music, Arts, Horticulture (tying into the Celtic Gardens), or History. Other Villages have had success with similar ventures, such as the Bonne Bay Marine Station in Norris Point, Newfoundland; where Memorial University students spend a semester studying marine ecology. Such a centre would operate year-round, and could be used for corporate retreats,
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Final Report the day-to-day interests and lifestyles of many residents, are genuine attributes of the village that have proven to be popular with visitors. The Canadian Maritimes and much of rural Canada, are in close proximity to beautiful, natural surroundings, good hospitality and friendly, welcoming residents; serene and peaceful environments; and attractors including arts and cultural offerings. This is certainly true for much of rural Nova Scotia and Cape Breton. Mabou is a relatively small place, with somewhat limited capacities for dining, accommodations, shopping options, personal and health and childcare services, housing, and infrastructure for business growth. Due to its small population, the Village has limited resources to organize and conduct outbound marketing initiatives. These limited capacities may make it difficult for Mabou to be competitive on volume in the overall tourism marketplace. For many of the same reasons, Mabou is not in an ideal position to attract new residents and businesses (some exceptions noted, such as Halifax Biomedicals relocation and planned growth in Mabou). Other villages and small towns in Cape Breton (and throughout Nova Scotia) currently offer more tourism services, shopping, accommodations, development-ready land and infrastructure for new housing and business
3.3 Community Branding

Mabous new brand should play an instrumental role in helping the Village achieve its objectives to attract more tourism and new business, and to help address the problems of population decline by retaining and attracting residents. As this planning study indicates, there are challenges in all these areas that can be met in some measure by new developments that create advantages, infrastructure and opportunities for growth over time. At this point, it is important to concentrate on what Mabou is now, and what it offers to these markets now, with an eye for how the brand, and the village itself, could evolve to meet the long term vision. An effective brand for Mabou should capture the quality of life in the community and project it to existing and potential residents, visitors and businesses. By connecting this brand to positive experiences, it will create equity for the community.
Challenges and Opportunities

Mabou is well known within Cape Breton, and to a lesser extent, within Nova Scotia and the Canadian Maritimes as a place of beautiful landscape, with good hospitality, and with a reputation for Celtic traditions in music and dance. These traditions, which are today a part of
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growth. Some of these are close enough to Mabou that they can help complement what is missing there (e.g. Port Hood, Inverness, Port Hawkesbury). Others could be considered competitors for Cape Breton tourism dollars (Cabot Trail communities such as Cheticamp; St. Peters, CBRM). Still, Mabou has proven to be successful in attracting and serving a tourism niche that is interested in Celtic culture. Mabou has been able to attract incremental residents who, in many cases are retirement-age people coming home to Mabou following careers elsewhere, and who know and appreciate the lifestyle here. For similar reasons, Mabou has attracted seasonal residents from Europe and the US, and from elsewhere in Canada. These attributes include The Red Shoe which offers a high-value unique dining and pub atmosphere with a regular live music program during the summer/fall season; seasonal and year-round community square dances and ceilidhs that keep the local Celtic traditions of family entertainment and recreation alive; a modern, first-class venue and live performances in Strathspey Place, plus facilities for meetings and events in the adjacent school facility; nearby West Mabou Beach with its expansive and popular sandy beach, warm water and network of hiking trails; and visible built heritage in the
streetscape. These offerings are powerful enough to be regional destination attractions for the tourism niche that is interested in Scottish and Celtic cultural offerings. In addition a small group of businesses seem to work together to provide the complementary services that help to further attract new and repeat visitors (i.e. a variety of family dining and accommodation options from higher-end inn accommodation, to mid-price motel rooms, economy cottages and camping facilities; auto fuel and maintenance, post office, grocery and NSLC, etc.)
Positioning considerations
Due to capacity limitations, it is not realistic to think of positioning Mabou marketing itself in a global or national marketing context. It is also not realistic to expect that the provincial tourism marketing efforts will convey the Mabou brand because there are so many individual and small destinations in the province that would fragment the Nova Scotia brand. Nova Scotia currently promotes just the 7 major destination regions as delineated in the Doers and Dreamers Travel Guide. Destination Cape Breton will likely follow a similar path so avoid fragmenting its image and it will focus on the primary motivators for visiting Cape Breton. It is realistic to think of Mabou as competing successfully for tourism attraction within Nova
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Final Report Scotia. With the notion in mind that Mabou is a jewel that already shines in the context of Cape Breton, we suggest that growth and success will come by further distinguishing Mabous uniqueness and differences within the Cape Breton/Nova Scotia milieu by building capacity around existing strengths, particularly in the expansion and deepening of Celtic cultural offerings. participants would be a critical mass of incremental residents whose main objective is to participate in the daily lifestyle and community. These participants could learn from (local and visiting) mentors and instructors in the various aspects of Celtic culture. Participants might also fill part-time jobs at, and be consumers for, businesses that need more of both to remain viable on a regular basis after the end of the traditional tourist season and through the winter months. This concept, while it needs more work to build the business case, is a good complement to the existing image and reputation that Mabou has garnered to date; and a small yet strategic step forward in building upon existing strengths. Such an initiative would provide a focus for highly targeted marketing efforts to attract very specific customers, and would help to further the objectives of strengthening tourism, resident and business attraction. It also provides a focus for considering the branding strategy that will help Mabou evolve its current image and strengths in the desired direction.
20/20 Concept
Given the aforementioned limitations, there is still some potential for global opportunities to market Mabou. Discussions between Mabou stakeholders and the consultants during the initial site visit for this study considered the opportunity for attracting a group of (perhaps 20 or so) young adults to stay in Mabou during the winter months, for deep experiential learning in the Celtic culture. This could include instruction and practice in Gaelic language, instrumental music and song, visual arts and crafts. The experience would be an immersion in the culture and community, and targeted participants might come from universities or other institutions anywhere in the world, that have programs or a focus on things Celtic. A group of even 20
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Case Studies
There is little evidence of branding experience for smaller towns and villages in Atlantic Canada, as it is a relatively new practice. While a number of new brands have been created for these smaller destinations, there is not much record of broad implementation. In order to understand the implications of branding for Mabou, two case studies of larger communities within the Maritimes have been examined, in order to extract some meaningful lessons for Mabou.
with a history of tourism in the very competitive New England tourism market. Main Street Bath was identified by Roxanne Eflin, Director of the Maine Downtown Centre, as an example of interest to the study team. Main Street, Bath is one of four communities in Maine selected to participate in the national program to revitalize traditional downtown communities. The goals of the program are to enhance the appearance and economic stability of the commercial district and to improve community pride and quality of life for residents and visitors. Its goals are similar in many ways to the objectives of Mabous current main street project. In 2003, Bath Main Street embarked on a branding exercise with significant stakeholder involvement. Three exploration meetings were held, each attended by about 20 people representing the broad interests of city stakeholders. There was no tight focus to the role for the brand in terms of priority markets and stakeholders took the very general view that the brand should appeal to residents, tourists and local business interests. Following from these input sessions a local advertising agency, on a
Case study 1:
Main Street Bath Bath, Maine Jennifer Geiger, Executive Director director@visitbath.com 207-442-7291
Bath, Maine is a small city of 9,000 people located on Maines Kennebic River. The city is regarded for its rich history of seafaring and shipbuilding, and has been recognized as a distinctive destination by the National Trust for Historic Preservation. It is also a full service city
Downtown Bath
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Final Report pro-bono basis, developed a brand mark, tagged with the byline City of ships. Faced with the opportunity in January 2010 for a feature on Main Street Bath in the popular DownEast magazine with a press deadline for late March, the association decided to proceed with the previously recommended rebranding, having set aside some longstanding concerns to improve upon the work done 7 years earlier. A group of 17 people were involved in the inputgathering session to determine criteria and priorities. This group was described by Executive Director Jennifer Geiger as a 3-legged stool consisting of: ! Businesses on main Street including non-profit groups such as heritage building and beautification groups, art gallery and museum attractions, etc.; ! City government representatives including parks and recreation planning officials; ! Citizens. The priority objective determined by this group was specifically aimed at marketing downtown Bath to tourists. It was important to settle on colours and a mark that could be used consistently in a wide range of communications materials aimed at the tourism markets. From this larger stakeholder group of 17 people, an ad hoc branding committee of 4 people was formed to work directly with the same local advertising agency that had prepared the original mark. Subsequently, several agreeable optional solutions for optional brand marks and tag lines were developed and these were sent back to the full 17 people to get their feedback and to help the smaller committee come to a final decision. The mark finally selected was not an entirely new creation, but rather an evolution of the original mark which apparently had built some equity with the public. The DownEast ad launch to appear in the May 2010 issue was the driving force for the initial P.
usage of the original mark by virtue of the 3 month deadline to carry out the work by publication deadline. According to Ms. Geiger, the most effective use of the new brand mark to date is at the regional visitor centre where Downtown Bath is presented with exhibit banners and a display of literature, all of which carry the brand theme and colours in consistent fashion. This makes a powerful presentation with a competitive environment which pits Bath against other destinations in their region. While the brand mark is still quite young, this particular presentation illustrates the power of integrating a brand across a diverse presentation of otherwise independent materials to achieve unity and recognition.
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Very few problems were experienced once the program got underway, however there were, and continue to be some skeptics, mostly people who are long-term local residents who dont see the image of the city as impartially as newcomers and outsiders, and are resistant to change. Another minor issue is some confusion by some city staff about when to use this mark, or when to use the more global Bath civic identity mark. The answer however, is usually clear as this mark is targeted specifically for tourism markets and thus used in those types of communications. Another problem, more of a technical design issue, is the integration of this mark in conjunction with the marks of other organizations or programs. As the new mark is really an evolved version of the former mark, and retains some aspects such as the elliptical shape, it was not designed in a way that makes it easy to manipulate or modify it with companion images. This branding project was funded in large part by the Main Street organization (their funds come from memberships, fundraising events and donations); with assistance in some degree from other sources like the city. Director Jennifer Geiger would have preferred to raise more money from outside sources in advance of the project, however the fast timeline for creation and launch (3 months) did not permit this.
Case study 2
City of Charlottetown, Prince Edward Island Wayne Long, Events Development Officer wlong@city.charlottetown.pe.ca 902-629-0423 Beth Johnson, Communications Officer bjohnston@city.charlottetown.pe.ca 902-566-5548
The City of Charlottetown developed its current brand mark in 2007 to meet the needs of the Economic and Events Development departments at that time. Approximately a year and half after this mark was created, in 2008, Charlottetown commissioned another mark to be used almost exclusively within the citys historic 500 block downtown and signifies this historic district. It was created by Form:Media as part of a downtown planning project by Ekistics Planning and Design, to commemorate the citys birthplace of Canada initiative. This mark is now used for on-site signing of the visitor kiosk and civic sign blades and also
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Final Report appears on their website, to emphasize this aspect of the citys heritage. The Historic Charlottetown mark is not used in the marketplace for off-site promotion (except in their website), and is considered more of a reflection of who we are than a brand. The Charlottetown wave and maple leaf brand mark continues to be used widely for all other marketplace communications. As mentioned above, its original intent was as a brand mark to position Charlottetown for attracting and promoting sporting events, meetings and conventions, concerts, etc. The criteria and initial concepts for this brand were developed internally as lists of words - by by staff in the citys Economic Development and Events Development departments. With a budget of $10,000, 5 local design firms were invited to submit design concepts, and each of them were paid an equal share of that budget. One mark was selected internally, resulting in the brand image illustrated here. Notably, no public input, nor input from any other faction of city staff or politicians was involved in the development or decisions for this mark since its original stated purpose was very specific event marketing. However, the mark has gradually become widely accepted to the point where it is now used to brand virtually all the citys internal and external communications from marking city vehicles, to press releases, public communications, city stationery, advertising, etc. This Charlottetown brand mark is now also used alongside the citys coat of arms on official communications such as Mayors Office, Council communications and contract documents, etc. The tag line that usually appears with it Great things happen here stemmed from the original objective of promotion to attract events in the city. The mark and tag have become popular locally, to the point where the city will roll it out with a line of branded retail merchandise for sale. Very few problems were encountered in the development stage of this mark, probably because very few people were involved with its creation, and those that were had full control of the process. Widespread acceptance seems to have paved the way to its broader and current usage, but there has been some reluctance by a small number of city staff because they view the new brand as a replacement for the official coat of arms. This reluctance seems to have been overcome by defining clear roles for usage of the coat of arms and/or this new brand, for specific types of applications.
Recommendations
! Mabou should be clearly identified as a Cape Breton location in the brand mark ! Mabou is a distinct and unusual name so could benefit from a unique typographic treatment, which should be absolutely legible and readable in all applications including dynamic presentations such as roadside signage aimed at vehicular traffic, animated on-screen display, etc. ! The brand mark should reflect Celtic imagery that is immediately familiar to the public, but which can push the envelope in terms of blending old world tradition and new world pulse as referred to in the provincial Nova Scotia Tourism brand. Ideas for this imagery should avoid being tired and hackneyed, and avoid blatant references such as fiddles and tartans; but could benefit from creative use of iconic Celtic knots, or perhaps inspiration from the Book of Kells or other traditional examples of craft and typographic embellishment. ! A tag line that reinforces Mabous living cultural traditions, while offering modern day comforts and amenities, should be effective for tourism, resident and business attraction opportunities.
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3.4 Signage and Wayfinding

Branding Theme
Mabou is recognized for its preservation of Celtic culture and traditions, which are as much a part of everyday life for residents as they are a popular attraction for visitors. The Mabou brand mark has been designed to reflect these living cultural traditions through the use of iconic imagery and creative typography. Inspired by Celtic knots, the stylized M symbolizes the interwoven community of Mabou and the traditions that bind it together. Modern typefaces are used for the Mabou word mark, and variations feature old-world letterforms (i.e., the A) to reinforce the link between past and future. These elements have been incorporated into the signage structures to create a cohesive branding system unique to the Mabou community. Co-ordinating community signage is another aspect of reinforcing the Village of Mabou brand. A full detailed civic signage and branding strategy is beyond the scope of this report, however, the following pages hint at the elements that could become the basis for a future sign program for the Village. A more detailed schematic design phase will be needed at a later date. Although the project scope focuses on downtown Mabou, the signage concept / brand could extend beyond the Village Core. For example, the signage design / brand could be used at Strathspey Place or Mabou Beach to allow for linkages to Mabou Village.
Signage
The following hierarchy of signage is recommended for Mabou: ! Gateway Signage ! Directional Signage ! Wayfinding Sign & Event Kiosk ! Interpretive Panels ! Banners Wayfinding signage will also be important in denoting pedestrian walkways, trails and major routs. As previously mentioned, signage can also
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Final Report be used to highlight parking locations (high priority),parks & trails, museums, cultural centres, schools, library, police etc. Map 3.3 shows key locations that could benefit from signage.
Gateway Signage
There are three primary gateways into Mabou, one along Mabou Harbour Road, and one at each end of the Village core on Highway 19. Key gateway signage should be created for these locations, to delineate the boundary of the Village core.
Wayfinding Signage
The Towns pedestrian way-finding structure should be readily visible as an important landmark in the Downtown. The iconic design plays to the family of other signs in the Town. The way-finding structure includes a community map, possibly keyed to a business directory and a list of important Town destinations. Half of the sign board could be dedicated to a community events board. The structures should be located in high traffic areas and highly visible locations.
created for various events, such as Celtic Colours. Typical banners cost about $150 each. It may be possible to encourage businesses to sponsor the banner in front of their establishment.
Interpretive Panels
An interpretive program should be developed throughout the Village, to convey its rich cultural heritage. Each panel should address one particular topic of relevance with a maximum of 150 words in French and English. A more detailed interpretive strategy for the Village should be developed following this report.
Banners
A banner program should be developed for future light standards along Highway 19. Any future light standards should be a minimum of 4.2 metres high, to provide adequate height for banners. Ideally, banners should be
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Directional Signage
The eventual civic signage manual should consider directional signage for key public facilities: ! parking locations (high priority), ! parks & trails, ! museums, cultural centres, schools, library, police, etc.
navigable website to the public, as a cornerstone of the tourism and marketing campaign. The Mabou Village website needs to showcase the types of activities and attractions available with the community, as well as highlighting Village services and amenities. The ability to market a community online in a succinct, clear, and direct manner is no longer an optional benefit, but a clear necessity. A new website for Mabou is an opportunity to showcase the charm, spirit, and culture of the Community to the world at large, and extend the warm celtic welcome out into cyberspace. As mobile devices and the internet continue to dominate how people acquire information, especially for tourism purposes, a strong website is a critical element to the success of this Conceptual Plan.
3.5 Website Design

An effective, well organized website for Mabou has the capacity promote the Village and make information relating to the community more accessible. It can increase public awareness of community events for both community members, semi-permanent residents, and visitors. The tourism industry continues to change, with less and less casual travellers, and more and more tourists planning their complete itineraries online prior to departure. It is critical for the Village to present an updated, visually rich, and easily
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4.0 Facade Program

There have been a number of Facade Incentive Programs in Cape Breton over the last few years; most recently in Cheticamp, St. Peters, and North Sydney. A facade program provides some level of funding for improvements for building owners in the program area. The program usually provides matching funding (50 cent dollars) to building owners, up to an upset limit (typically $10,000 $20,000). The funding source is usually accomplished through a cost sharing program between municipal, provincial, and federal initiatives. While a full facade program design manual for Mabou was beyond the scope of this study, this report outlines some of the key elements and considerations for a facade program.
4.2 Simple Design Guidelines for Owners

There are several considerations that should guide the facade work in Mabou: ! The authentic history and character of Mabou is its most valuable asset. If this is lost, it cannot be replaced. ! All eras are part of this history. No single period is more important than another. ! Everything that is upgraded or renovated should be undertaken with the utmost care and respect. Mabou should look like everyone cares for it. ! Visitors to Mabou are not looking for a generic corporate retail experience. These guiding principles lead to several overall recommendations: ! If the original colour, detail, and materials are known, and if they meet modern fire safety requirements, use them. ! Repair any broken or failed finishes as soon as possible. The first broken window concept ended up restoring mid-town Manhattan in just a few short years. ! Use durable, low maintenance material. Maintenance costs may eventually eclipse capital costs, and deferred maintenance will detract from the overall intent and outcome of the facade program. ! The basic structure of the building should be respected. Therefore, elements such as signs, much like corner stones, should not be removed. Columns should be retained in
4.1 Details and Program Eligibility

A key incentive for property owners to participate in the design process is the opportunity to access financial support to assist with the implementation of the recommended improvements. The details of the funding arrangements still need to be determined, however it is anticipated that the participating property owners may be eligible for a grant equal to 50% of the cost of facade improvements, up to a maximum (to be determined), for materials and labour. The project cap will be determined.
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Final Report original materials, and cornice details and core facade forms should be retained. ! Signage should be placed in areas originally dedicated for placement; in the sign band about the storefront, in windows, projecting from store fronts, or on awnings. ! Each facade should be completed using at least three colours. The body colour of white should be used for all buildings. Brick or stone should be left natural, unless painting or covering is the only solution to deterioration. The secondary colour should relate to the theme of the enterprise, and the third colour, the trim, should be used to highlight special architectural features. Signage may introduce a fourth colour, as required. ! The area of the storefront is where retail creativity can be unleashed. WIthin the space between columns, the base, and the sign, owners should be encouraged to do whatever they can and wish to, to market their enterprise. transient nature of a business in the downtown. This goes against the image of permanence and stability that will attract business. ! Coordinated Building Number Signs - Ideally, civic numbers should be coordinated with font, size and colour for each building. ! Coordinated Colour Scheme - A colour palette should be coordinated for the downtown to encourage a common colour family and the use of 2-3 colours for every building. ! High quality glass storefronts. Storefronts in the downtown should be upgraded to promote window shopping downtown. Long blank walls, or storefront windows above eye level on the street should be replaced wherever possible. The age of many of the storefronts downtown also suggest a retrofit to a more energy efficient standard could be money well spent. ! Coordinated high quality siding. Vinyl siding can be replaced with wood or Hardie Panel, brick can be repainted and old stone can be replaced. New siding is an an effective and inexpensive way to breath life into buildings downtown. ! New windows and doors. Single pane windows should be replaced with traditional windows that fit the buildings architectural character. For many of the heritage styles found in downtown Truro, multi pane mullions provide a more accurate way to revive the buildings architectural heritage style. Many of the doors in the downtown could also be replaced. Doors to upper stories should ideally be high quality wood doors. Doors to first floor businesses should be high quality glass or aluminum doors. ! New building cornices. The cornices on many of the buildings downtown have seriously deteriorated. New roof cornice will significantly improve the look and longevity of the buildings downtown. ! Natural Resources Canadas Office of Energy Efficiency (OEE) offers the EcoENERGY Retrofit Incentive program for commercial buildings. The program allows owners of small and medium-sized buildings in the commercial and institutional sectors to make energy improvements. Owners could receive up to $10
4.3 Facade Style

There are several critical elements which will coordinate the Downtown facade style. The largest coordinating element would be the streetscape with street trees, architectural lighting, banners, etc. More than anything else, this one element will help pull the facades together into an integrated theme for the street. The other coordinating elements include: ! Architectural lighting. Wherever possible, facades should employ gooseneck lighting above sign bands. As well, fixed architectural spots on street light standards could focus light on high quality buildings in the downtown. ! The consultants believe that the idea of small 3/4-1 Christmas lighting could be an element that ties all the buildings together all year round. Owners should employ LED lights to ensure longevity and low power consumption. ! Coordinated Signage - All buildings should coordinate sign standards. The installation of cheap, backlit signs only serves to reinforce the
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per gigajoule of estimated energy savings, 25 percent of eligible project costs or $50,000 per project. When applying, you will need to provide a pre-project energy audit of your buildings.
4.4 Facade Design Guidelines

General Style Regarding Heritage
The subtle addition of colour on some building trim (i.e. corner boards and friezes) has been used to create an interesting border calling attention to the detail and outlining the building form. This effect is subtle and attractive in the literal sense of the word. The impact of outlining the buildings of Mabou with subtile trim colour should be celebrated. The use of coloured Christmas lighting on the trim reinforces night colour schemes.
a very distinct colour theme, a white body with darker trim colours, that should be celebrated. In combination with Mabous colour theme, the use of colour theory will result in a cohesive colour scheme for the village that maintains the vibrance and spirit of the community. Despite the strength of an all white village, it is understandable that some proprietors will want colour buildings. The only criteria in this case is that light colours are used on the body, dark colours on the trim with at least 2 harmonious trim colours for trim and windows/doors and an overall harmonious colour palette of no less than 3 colours. The use of Christmas lighting is also required as part of the facade program. To create a harmonious colour scheme, there
Village Colour Scheme

When you walk through Mabou on a clear moonlit night the striking appearance of the white buildings becomes apparent. In fact, the two buildings that have changed colour since the Google streetview photos for Mabou were taken make it clear that this is a crisp white building village. Adopting this white village colour scheme, and then using subtile darker trim colours and edge lighting to emphasis building form, and create unique architectural character, will provide a strong sense of style and a consistent and unique rhythm to the Village.
Colour Palettes for Individual Buildings

The Colour scheme for Mabous building facades should adhere to accepted practices of colour theory. It should be noted that Mabou possesses
Year Round Christmas Lighting
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Final Report are a wide variety of web based colour theory sites. The most widely used by colour professionals is Adobes kuler.adobe.com/ The Kuler website can generate a harmonious 5colour compound palette. Designers and/or business owners can generate such colour schemes and can then choose from any of the other generates colours for trim and other building features. The website will generate CMYK values for these colours that can be provided to a paint supplier to be matched. If this method of colour selection is used throughout the village buildings, the net result will will be a village-scape all in similar colour temperature, regardless of which dominant colour from the village scheme is used. The suggested guidelines for building colour palettes are listed below: ! No white or light trim with the exception of some window/ trim mullions. The trim colour should be darker than the body colour. ! The building body colour should be lighter than trim colours. ! No highly chromatic base colours should be used. Most of the building should be below 60% saturation on the colour slider (the triangular slider below the colour wheel on the Kuler site). ! Buildings should have at least 3 colours in their colour scheme, unless the buildings are completely white. ! All civic address numbers should have individual letters in a serif font mounted directly to the building. Numbers should be metal, 4 high or larger. Acceptable colours are white, silver or gold. ! All buildings should have coloured LED Christmas lighting applied to their facades with no less than the 1/2 length of the perimeter of the street facade. Gabled roof ends in particular should include these string lights. The lighting colours should include no more than 2 colours and a monochrome lighting scheme is preferred. Steps to Adobe Kuler: 1. Go to http://kuler.adobe.com/ 2. Select Create button on the left side. Screen should now look like the one below 3. Select the Triad colour scheme from theSelect a Rule 4. Select a base colour (middle box of the 5 large boxes) that is no more than 60% the radius of the colour wheel. 5. On the slider below the colour wheel, ensure that the slider is no less than 60% when the base colour is selected.
! Any free standing signs applied to through the facade program should also include Christmas lighting around the entire sign.
Building and Site Signage

Many of the commercial buildings in Mabou currently use freestanding signs. A connection can be drawn between the building and the sign by illuminating these and other elements of the building or property and utilizing colours, forms and materials in the signage that are used in the building. Many of the commercial properties in Mabou have been converted from residential building so it is not easy to identify them as businesses. In these cases, signage can be used to help highlight the commercial nature of the building. Awnings and overhangs near entrances can be used to support signage and highlight the entrance of the building. The use of high quality and cohesive signage can
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enhance the nature of Mabous commercial corridor. High quality signage reinforces the image of a permanent and stable downtown. Commercial buildings frequently change hands, so signage is often applied as an afterthought and not necessarily considered as a an architectural element. By implementing strict guidelines and signage bylaws, Mabou has the ability to ensure signage is appropriate, and enhances the spirit and historic nature of the
Material Cape Cod (or equal)Wood Siding Hardie Plank Siding Clay Brick Veneer Concrete Brick/ Stone Veneer (Stonetile) MDO Plywood sign w/ paint and trim Aluminum Storefront Window Aluminum Storefront Door (3x7) Vinyl Window (66 x 32 installed) Wood Window (66 x 32 installed) Steel insulated pre-hung door (installed) Wood door Fabric back-lighted awnings (5 x 5 x 30nose) Light fixture (angled reflective storefront)
community. Improvements to signage and storefronts provide a realistic means of enhancing Mabous commercial corridor. Signage should be tasteful and should become a component of the architecture instead of being applied in a piecemeal fashion. The signage should compliment the Mabous
Low Cost $5.00 per square foot $7.00 per square foot $12.00 per square foot $12.00 per square foot $28.00 per square foot $40.00 per square foot $1200 each $800 each $1000 each $900 each $1600 each $450 per linear foot $750 each, installed High Cost $6.00 per square foot $8.00 per square foot $16.00 per square foot $15.00 per square foot $45.00 per square foot $55.00 per square foot $1500 each $900 each $1200 each $1200 each $2200 each $550 per linear foot $850 each, installed
Required Step 1 2 3 4 5 6 7 8 9 Faade program approved Advertise for contractors Approve contractors Application by owner Participation approved Select detail designer (if required) Prepare detail Plan (if required) Detail Plan approved Select Contractor
Owner
MDCDA Designer
RDA Contractor
10 Budget approval 11 Obtain permits 12 Construction 13 Construction Inspection 14 Progress Payment 15 Funds transfer
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Final Report historic aesthetic so, with the exception of low energy high quality LED signs, front lit signs are preferable. Hanging Angle Reflector (gooseneck) lighting is recommended to enhance the signage. Most sign companies have a variety of individual lettering at a variety of scales that would be suitable for building signs. Steel rectangular metal box back-lighted acrylic or polycarbinate signs should be should be discouraged. Signs that project from the building or sign that stand independently in front of the building are encouraged for Mabou. Projecting signs carved from wood are especially encouraged. The brackets used to support these signs should be decorative and enhance the character of the sign.
4.5 Sample Facades

The following samples were produced to show the range of changes that might be expected for a facade program in Mabou using the design principles outlined in this chapter.
Sign locations
Signs should be located on the sign band of the building above the storefront or, in some cases, just below the roof-line. Signs should be painted or projecting letters on the sign band. Projecting signs should be located above the first floor with at least 9 of clearance. The signs must not be placed too close to any electrical or communications wires on the street.
St. Peters Facade Program Results

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Chapter
5.0 Implementation
This report describes both a long term 20 year vision and a achievable short term 10 year plan for the Village of Mabou. The plans and proposals outlined in this report are consistent with the objectives of this project, and with the input and guidance received from the steering committee, stakeholders, and the community. Priorities have been set by the steering committee. Moving forward through the implementation of positive and visible small steps at the beginning is important in gathering momentum to move the plan forward. Initiatives with a high profile and ease of implementation have been given the highest priority, especially where cost is not prohibitive. The larger and more complex projects will require time and further study to move forward towards implementation. There are several key stakeholding groups that will need to continue their coordinated efforts to implement this plan. A planning advisory committee is comprised of members of Mabou Development, the Eastern Nova Scotia District Planning Commission, and the Strait-Highlands Regional Development Agency. This group should meet periodically through the process, as the various projects move forward towards realization. This implementation chapter focuses on the costs and priorities of the recommended public components of this report. Priorities have been
recommended based on: ! public sentiment and feedback regarding specific plan components. ! safety priorities for pedestrians and vehicles. ! potential for economic benefits for Village Development. ! Best probable funding opportunity and capital works priorities. Other priorities that need consideration include: ! Potential for greatest positive impact. ! Ability to link to other open spaces and sites. ! Status of land ownership or construction readiness. ! Opportunity for partnerships with the private sector. ! Co-ordination with other on-going municipal projects. ! Logical design and construction sequence. Taking positive and visible small steps at the beginning is important to gather momentum for the larger vision. (this paragraph is repeated on the previous page).
Website Design
An effective, well organized website for Mabou has the capacity promote the Village and make information relating to the community more accessible. It can increase awareness public awareness of community events. A website can
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Final Report also inform tourists of the types of activities and attractions within the community. With the growing popularity of mobile internet devices, more and more tourists depend on the internet to inform them of the attractions in a given region. Some of the capital required may already exist within annual budgets for maintenance and renewal of the streets and other related infrastructure. A 10% contingency has been included to allow some flexibility during detailed design. Also included is a 15% contingency for design and project management costs; however, these will vary from 8% to 18% depending on the size, nature and the level of project management required. Exact costs will depend upon detailed designs and bidding climate prevailing at the time of implementation. All projects require detailed design to facilitate quality implementation. Materials and quantities were derived from measurements taken from the georeferenced base mapping. This level of accuracy is sufficient for general budget planning; however, more accurate estimates will be required during the detailed design and construction stages before going to tender with proposed work. Actual costs may be plus or minus 10%. All quotes reflect September 2010 installed prices, not including tax. With unstable petroleum prices, construction prices could increase rapidly in line with petroleum. The budget estimate does not include costs for long-term easements, land purchases or private improvements. Miscellaneous items/costs are outlined in the various sub-area descriptions and these include allowances for grading, catch basin relocation and special features. It is important to recognize that the drawings and designs in this document are conceptual only. A qualified design firm/team should be commissioned to prepare schematic and detailed design drawings and contract documents for each individual project. This additional cost has been accounted for in the cost spreadsheet. The following budget summaries are broken down on an area by area basis.
5.1 Budget Estimates

The implementation strategy illustrates how the recommended public projects may be completed in three phases. Assuming that funding is available, the work indicated should be able to be completed within the 20 year vision. These estimates also assume program budgets will be adjusted accordingly for inflation and other unexpected cost increases. The following table (table 5.1) summarizes the total cost of implementation, and a breakdown of how these costs may be distributed over the phases. The budget summary outlines the PUBLIC projects like streetscapes, civic signage, waterfront developments etc. There are many more PRIVATE projects described in this report that would be the responsibility of individual land owners. The one exception is the PRIVATE road west of Main Street. This estimate has been included to provide a measure of relative costs for other road developments in the area. The municipality may want to consider some measure of cost sharing for construction of this road or at least coordinating amongst the various property owners. The cost of this road is NOT reflected in the total budget sum. The total implementation budget for the 20 year Mabou Development Plan is approximately $8.7 million dollars, (2010 dollars) or $6.9 million excluding the Sewage Treatment Plant. If the Village, the Municipality, and other project funding partners are able to contribute approximately $345,000 (2010 dollars) in capital or in-kind to the projects identified each year, all work would be completed within the 20 year time frame. P.
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Chapter
Table 5.1 Estimate of Probable Costs Core Area Streetscape Improvements
Sidewalk Engineering Study Extend Concrete Sidewalks to "Dalbrae / Stratspey" Extend Concrete Sidewalk to Freshmart and the Mull Restaurant Extend Concrete Sidewalk from the bridge to Trans Canada Trail Extend Concrete Sidewalk from Church to Rink Street Trees Street Lighting from the bridge to Esso Station Benches with concrete plaza Trash Receptacles Interpretive & Wayfinding Plaza Subtotal Construction Management, Design & Inspection (19%) Contingency (10%) Total:
5
Phase 3 (Year 10-20)
$787,200.00 $528,000 1,315,200.00 249,888.00 131,520.00 1,696,608.00
units
lin. ft. lin. ft. lin. ft. lin. ft. each each each each each
qnty
1 3280 450 780 2200 20 30 10 7 1 $ $ $ $ $ $ $ $ $ $
unit cost
24,000.00 240.00 200.00 230.00 240.00 900.00 7,900.00 3,000.00 1,500.00 9,500.00 $ $ $ $ $ $ $ $ $ $ $ $ $ $
cost
24,000.00 787,200.00 90,000.00 179,400.00 528,000.00 18,000.00 237,000.00 30,000.00 10,500.00 9,500.00 1,913,600.00 363,584.00 191,360.00 2,468,544.00
Phase 1 (Year 1-5)

$24,000.00
Phase 2 (Year 5-10)
$90,000 $179,400 $18,000.00 $237,000.00 $30,000.00 $10,500.00 $9,500.00 329,000.00 62,510.00 32,900.00 424,410.00
$ $ $ $
$ $ $ $
269,400.00 51,186.00 26,940.00 347,526.00
$ $ $ $
Sewage Treatment Plant Upgrades

STP Upgrades Subtotal Construction Management, Design & Inspection (19%) Contingency (10%) Total:
units
each
qnty
1 $
unit cost
1,800,000.00 $ $ $ $ $
cost
1,800,000.00 1,800,000.00 342,000.00 180,000.00 2,322,000.00 $ $ $ $
Phase 1 (Year 1-5)

519,820.00 98,765.80 51,982.00 670,567.80 $ $ $ $
Phase 2 (Year 5-10)

425,652.00 80,873.88 42,565.20 549,091.08 $ $ $ $
Phase 3 (Year 10-20)

2,078,016.00 394,823.04 207,801.60 2,680,640.64
Branding & Signage

Detailed Signage Design & Fabrication Study Gateway Arch Gateway Signage Directional Signage Informational Signage (maps, kiosks) Banners Website Redevelopment Stationary Package + design (business cards, letterhead, envelopes, brochure) Interpretive Master Plan Subtotal Design, Construction Management & Inspection (15%) Contingency (10%) Total:
units
lump sum each each each each each lump sum lump sum lump sum
qnty
1 1 3 9 6 60 1 1 1 $ $ $ $ $ $ $ $ $
unit cost
18,000.00 35,000.00 20,000.00 1,000.00 10,000.00 200.00 6,000.00 15,000.00 20,000.00 $ $ $ $ $ $ $ $ $ $ $ $ $
cost
18,000.00 35,000.00 60,000.00 9,000.00 60,000.00 12,000.00 6,000.00 15,000.00 20,000.00 235,000.00 26,400.00 23,500.00 337,900.00
(Year 1-5)
$18,000.00 $35,000.00 $40,000 $9,000.00 $60,000.00 $12,000.00 $6,000.00 $15,000.00 $20,000.00 215,000.00 32,250.00 21,500.00 3,225.00
(Year 5-10)
(Year 10-20)
20,000.00
$ $ $ $
$ $ $ $
20,000.00 3,000.00 2,000.00 25,000.00
$ $ $ $
0.00 0.00 0.00 0.00
Waterfront Development
Marine Service Building Slips + Floating Dock Boardwalk Gateway Signage Services (sewer, water, lift pump) Waterfront Shanties Furnishings (gazebo, benches) Subtotal Design, Construction Management & Inspection (15%) Contingency (10%) Total:
units
sq.ft. each ft each each each lump sum
qnty
2400 10 400 1 600 3 1 $ $ $ $ $ $ $
unit cost
180.00 6,200.00 45.00 8,000.00 120.00 28,000.00 12,000.00 $ $ $ $ $ $ $ $ $ $ $
cost
432,000.00 62,000.00 18,000.00 8,000.00 72,000.00 84,000.00 12,000.00 688,000.00 103,200.00 68,800.00 872,000.00
(Year 1-5)
$ $62,000.00 $ $ $ $28,000 $12,000.00 62,000.00 9,300.00 6,200.00 89,500.00
(Year 5-10)
432,000.00 18,000.00 8,000.00 72,000.00 $56,000.00 586,000.00 87,900.00 58,600.00 732,500.00 $ $ $ $
(Year 10-20)
$ $ $ $
$ $ $ $
0.00 0.00 0.00 0.00
Open Space & Trail Development

Celtic Gardens Feasibility and Conceptual Design Study Celtic Gardens Construction Estimate (to be confirmed with feasibility study) Scenic Pavilion at Field Waterfront Trail to Sports Field & Arena New Village Open Space between Church & Proposed Street Subtotal Construction Management & Inspection (15%) Contingency (10%) Total:
units
lump sum lump sum each lin. ft. lump sum
qnty
1 1 1 2800 1 $ $ $ $ $
unit cost
60,000.00 1,200,000.00 300,000.00 140.00 240,000.00 $ $ $ $ $ $ $ $ $
cost
60,000.00 1,200,000.00 300,000.00 392,000.00 240,000.00 2,192,000.00 328,800.00 219,200.00 2,740,000.00
(Year 1-5)
(Year 5-10)
(Year 10-20)
$60,000.00 $1,200,000.00 $300,000.00
$100,000.00 $ $ $ $ 100,000.00 15,000.00 10,000.00 125,000.00 $ $ $ $
$292,000.00 $240,000.00 532,000.00 79,800.00 53,200.00 665,000.00
$ $ $ $
1,560,000.00 234,000.00 156,000.00 1,950,000.00
Overall Project Total for Mabou Improvements:

Proposed Street Development (West of the main street)
Serviced 2 Lane Street Concrete Sidewalk Street Trees Street Lighting Benches Trash Receptacles Subtotal Construction Management, Design & Inspection (19%) Contingency (10%) Total:
$ units
lin. ft. lin. ft. each each each each
8,740,444.00 $ cost
642,135.00 $ (Year 1-5)
1,770,026.00 $ (Year 5-10)

$1,470,000.00 $392,000.00 $40,500.00 $47,600.00 $12,000.00 $4,500.00
3,646,608.00 (Year 10-20)
qnty
980 1960 45 7 6 3 $ $ $ $ $ $
unit cost
1,500.00 200.00 900.00 6,800.00 2,000.00 1,500.00 $ $ $ $ $ $ $ $ $ $
1,470,000.00 392,000.00 40,500.00 47,600.00 12,000.00 4,500.00 1,966,600.00 $ 373,654.00 $ 196,660.00 $ 2,536,914.00 $
0.00 $ 0.00 $ 0.00 $ 0.00 $
1,966,600.00 $ 373,654.00 $ 196,660.00 $ 2,536,914.00 $
0.00 0.00 0.00 0.00
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5.2 Phasing Strategy

This report describes the long term vision for Mabou. Implementation of the various plan components will occur over a 20 year build out period, and successful realization of the strategy is integrally linked to a comprehensive and realistic phasing program. A successful approach will address any challenges that may arise and will implement the various elements of the plan in logical and cost-efficient manner. Forecasting a year-by-year phasing strategy is difficult without a strong sense of annual budgets. Priorities set by the Steering Committee can be influenced by the opportunities that arise from unforeseen funding sources, new developments and private sector initiatives. The steering committee has established the following phasing for the roll-out of this master plan: Phase 1 (year 0-5) - $642,135 Phase 2 (year 5-10) - $1.77 million Phase 3 (year 10-20) - $3.65 million The easiest method to build momentum and create excitement is to begin with a highly visible, relatively easy and cost effective project. If the public can see that steps are being taken to implement the various project components, it becomes easier to garner additional support. As funds or in-kind donations become available, projects should be implemented based on visibility, community significance, and costs.
5.3 Next Steps to Move towards Realization of the Vision

There are a number of important next steps required to move the elements of this plan forward. These include:
Mabou Development:
1. Mabou Development should formally endorse and accept the Conceptual Development Plan. 2. Mabou Development should approach the Municipality and develop a formal partnership for the implementation of the projects and initiatives described in this report. Specifically, this partnership would focus on the development of a planning and policy framework to ensure the development of the Village occurs in a manner that is consistent with the Communitys overall vision. 3. Mabou Development should work with the Municipality towards the acquisition of funding, either through grants, private-public partnerships, or other sources, to facilitate the implementation of planned projects. 4. Mabou Development should encourage a civic art strategy for the entire village to make Mabou one of the most memorable art communities in Atlantic Canada.
Municipality of the County of Inverness:

1. The Municipality should adopt the architectural, signage, site and landscape design guidelines for the Mabou Village Conceptual Plan. This step is especially important, given the lack of planning policy for the Village.
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Chapter
2. The Municipality should encourage and support residential intensification in the areas outlined in the master plan. There may be some incentives that the Village could offer developers to focus residential expansion including assisting with components of road construction or other creative tax incentives. 3. The Municipality should commission detailed design drawings for the new streetscape design once funding priorities are investigated. 4. The Municipality should pursue the Facade Incentive Program with higher levels of government to determine the potential contributions. A further, more detailed facade study (above the recommendations of this report) may be required as part of this program once the details of the program are better defined. 5. The Municipality may want to consider an active business recruitment strategy for future businesses within the Village Core.
Signage
1. The Municipality should commission a detailed civic signage strategy for Mabou, following the general recommendations outlined in this study. Immediate priorities include better signage for parking, gateway signs, a community kiosk, directional signage and street signs. The strategy should include schematic designs for every proposed sign in enough detail for fabrication and installation. 2. An interpretive program should be developed for the Village with signage panels or high tech podcasting tours. The program should highlight potential interpretive themes and topics, and interpretive approaches (panels, hands on exhibits, etc.).
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Appendix A: Online Survey
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Mabou Village Vision Survey
1. What is your age?

Response Percent 6-14 years 15-18 years 19-30 years 31-55 55 -70 70+ 0.0% 0.0% 30.0% 50.0% 20.0% 0.0% answered question skipped question Response Count 0 0 3 5 2 0 10 0
2. Are you...
Response Percent Female Male 70.0% 30.0% answered question skipped question Response Count 7 3 10 0
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3. How long have you lived in the Mabou Area?

Response Percent 1-4 years 5-10 years 10-20 years more than 20 years I am a former resident I am not a resident 20.0% 10.0% 10.0% 30.0% 20.0% 10.0% answered question skipped question Response Count 2 1 1 3 2 1 10 0
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4. Do you feel that the following attributes are important to the Village of Mabou?
Very important Important Somewhat important Not important at all 0.0% (0) Rating Average Response Count
Live Music Local cuisine (cooking styles, produce and seafood) Local artists and craftspeople Regular Ceilidhs Recreational access to the river, beach, highlands, trails, etc. Warm hospitality and good customer service Peaceful and tranquil village life Gaelic Heritage The Museum
90.0% (9)
10.0% (1)
0.0% (0)
1.10
10
55.6% (5)
33.3% (3)
11.1% (1)
0.0% (0)
1.56
66.7% (6) 66.7% (6)
33.3% (3) 22.2% (2)
0.0% (0) 11.1% (1)
0.0% (0) 0.0% (0)
1.33 1.44
9 9
77.8% (7)
22.2% (2)
0.0% (0)
0.0% (0)
1.22
100.0% (9)
0.0% (0)
0.0% (0)
0.0% (0)
1.00
77.8% (7) 66.7% (6) 55.6% (5)
22.2% (2) 22.2% (2) 33.3% (3)
0.0% (0) 11.1% (1) 11.1% (1)
0.0% (0) 0.0% (0) 0.0% (0)
1.22 1.44 1.56
9 9 9 1 10 0
Other important existing assets (please list and rank): answered question skipped question
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5. Do you agree that any of the following activities, services and places should be further developed to improve the appeal of Mabou for residents and visitors?
Don't Agree at all Gaelic Celebrations Indoor community centre for conferences, youth/family activities, etc. Outdoor town square gathering place for public activities More houses, apartments, condominiums Farmers Market Seafood Market Parks & Open Space Youth Activities Festival Space Hospitality and Tourism Venues (i.e. motels, campgrounds) 11.1% (1) 11.1% (1) 11.1% (1) 66.7% (6) 3.33 9 0.0% (0) Sort of Agree 22.2% (2) Agree Absolutely Agree 11.1% (1) Rating Average 2.89 Response Count 9
66.7% (6)
11.1% (1)
11.1% (1)
22.2% (2)
55.6% (5)
3.22
33.3% (3)
0.0% (0)
33.3% (3)
33.3% (3)
2.67
10.0% (1) 11.1% (1) 10.0% (1) 11.1% (1) 11.1% (1)
0.0% (0) 11.1% (1) 10.0% (1) 11.1% (1) 11.1% (1)
40.0% (4) 33.3% (3) 30.0% (3) 22.2% (2) 33.3% (3)
50.0% (5) 44.4% (4) 50.0% (5) 55.6% (5) 44.4% (4)
3.30 3.11 3.20 3.22 3.11
10 9 10 9 9
12.5% (1)
0.0% (0)
37.5% (3)
50.0% (4)
3.25
Other activities/services/places for further development (please list): answered question skipped question
2 10 0
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6. Please choose one of the following civic improvements that you feel is of the highest priority. If there are any missing please list them.
Response Percent Local taxi/bus and delivery service Babysitting service Celebration of local history and traditions More stores, dining and entertainment venues Improved civic signage & branding Response Count
40.0%
20.0%
10.0%
30.0%
30.0% Other things (please list): answered question skipped question
3 1 10 0
7. What amenities or infrastructure do you feel would be needed for Mabou to attract new businesses or to help the existing businesses create new jobs? Please list four.
Response Percent 1. 2. 3. 4. 100.0% 88.9% 66.7% 44.4% answered question skipped question Response Count 9 8 6 4 9 1
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Conceptual Plan2011

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Table of Contents 1.0 Origins!

2.0 Community Design Standards!

3.0 The Plan!

4.0 Facade Program!

Appendix A: Online Survey!

The Mabou Growth Scenario

Mabou Village Conceptual Plan !

1.2 Study Background

Undesirable Strip Community

Desirable Village Highway

Ekistics Planning & Design

Mabou Village Conceptual Plan !

Opportunities & Constraints

Ekistics Planning & Design

1.2 The Study Process

Mabou Village Conceptual Plan !

Ekistics Planning & Design

1.3 Outcomes for Mabou

Twenty-twenty vision for Mabou:

Mabou Village Conceptual Plan !

Issues that need consideration:

Chapter 2: Commercial Design Guidelines

Chapter 3: The Plan

Chapter 4: Facade Program

1.5 Report Format

Ekistics Planning & Design

Mabou Village Conceptual Plan !

2.0 Community Design Standards

Village Design vs Strip Sprawl

Tim Hortons Typical Box Standard

Tim Hortons Coastal Maine Standard

Mabou Village Conceptual Plan !

Trails Parks Administration Destination Image

Ekistics Planning & Design

2.1 Site Standards

Mabou Village Conceptual Plan !

No more than 40 setback

Onstreet parking is encouraged

Ekistics Planning & Design

Connect sidewalk to front door for pedestrians

1 driveway per 200 of frontage

No more than 24 per driveway 1 Landscaped island per 30 cars

No front yard services

Dedicated parking lots shall have a community kiosk

Mabou Village Conceptual Plan !

25% landscape area

1 street tree for every 30 of frontage

traditional walls and fences

Ekistics Planning & Design

Landscapes of Mabou present and past

Mabou Village Conceptual Plan !

Ekistics Planning & Design

Large buildings should be broken down into 40 blocks

! No water or electrical meters are permitted on the front of the building.

Windows and Doors:

Gables and dormers are encouraged

Hide roof mechanical systems from Rt 19

Mabou Village Conceptual Plan !

Final Report racks, a garbage container and lighting

Colour and Materials:

Decorative tree lighting

Year Round festive lighting

Ekistics Planning & Design