There are many challenges and changes happening in Canada’s far north. The region is part of the country’s identity, heritage and future. There are rapid changes occurring and the effects of climate change are affecting the region. There is also an increased growth of Aboriginal governments and institutions.
The House of Commons Standing Committee on Indigenous and Northern Affairs held a series of public hearings in September and October to assess infrastructure and the role of government in a rapidly changing Arctic environment. The committee heard from 51 witnesses. They consulted with public utilities, private corporations, and indigenous organizations. They examined transportation, housing, energy, and telecommunications. They outlined concrete solutions to the challenges.
A report released by the Committee on Infrastructure Development in the North cited a need for a coherent and coordinated strategy for Arctic infrastructure. It highlighted that the government should work with communities to develop a long-term plan, and that local and Indigenous groups should be engaged. They also called for a better balance between long-term, large-scale projects and short-term, “shovel-ready” projects.
The government should do more than re-purpose existing funding models. It should engage with local partners and take steps to reduce the costs of building and operating infrastructure in the Arctic. It should develop a long-term strategic vision for the Arctic to incentivize larger-scale projects. It should also implement energy security programs in partnership with northern communities.
The Government of Canada is moving forward with a new Arctic and Northern Policy Framework. The document, which addresses the health, employment, education, Indigenous approaches, and investment strategies of the northern communities, is a profound change in direction for the government. It is also an opportunity to shape change in the region.
The Framework is the result of collaboration between the Government of Canada, Indigenous governments, and other stakeholders. It includes chapters that address Inuit, Metis, and First Nations interests. Its goal is to improve the quality of life for Canadians living in the northern regions. It will guide the next step in Canada’s work with Indigenous peoples.
The framework is part of a long-term strategic vision for the Arctic. This includes a commitment to support a sustainable economy for the north. This would include long-term employment for the region and an emphasis on innovation to enhance existing economic activities.
The new framework is designed to better align national and international objectives with the priorities of the Indigenous peoples in the northern region. Its aim is to help improve Indigenous and non-Indigenous communities’ access to education, health, and economic opportunities.
The Government of Canada is committed to enhancing Canadian leadership in the Arctic. This will be done through the promotion of Canadian values and interests, and through meaningful consultation with Indigenous peoples.
The International Arctic Policy for Canada’s Norstrat Northern Strategy is a step in this direction. It focuses on the priorities of Indigenous peoples, and better aligns national objectives with their interests. In doing so, it also supports sustainable development and resilience in the region.
Climate change is a major threat to the Arctic, as well as to critical infrastructure and critical ecosystems. Melting sea ice opens up shipping routes and puts an enormous wealth of natural resources within reach. It also presents a variety of challenges for constructing new infrastructure.
The Arctic region is becoming increasingly accessible, and as a result, commercial and tourism activities are increasing. These interests, however, bring increased safety and security concerns. As a result, Canada is looking for ways to strengthen international institutions governing the Arctic.
Shared leadership is a method of integrating top management and line management, resulting in teamwork and cohesion. It is a dynamic process that helps maximize the potential of an organization.
Research has shown that organizations that implement shared leadership experience higher levels of employee engagement and performance, and can also increase sales and profitability. However, many businesses are not yet adopting this model. While there are many reasons to introduce shared leadership, the challenge lies in implementing it.
For example, companies are facing increasingly complex, inter- and intra-industry restructuring and dynamic flexibility. In order to adapt quickly to these changes, companies often need to rely on the knowledge and expertise of their employees.
Shared leadership allows organizations to adapt to change more rapidly and efficiently, as well as improve employee engagement. It encourages individuals to take responsibility and empowers them to make their own decisions, while enabling leaders to self-organize and use their best skills.
As the job of leadership is too large for one person, sharing power is a viable option. It increases productivity and job satisfaction and provides an environment of empowerment and trust.