Leadership & Learning

The Inuit Municipal Administration Professional Development (IMAPD) Program supports the development of Inuit municipal employees and helps build long-term administrative capacity within Nunavut communities.

The program provides opportunities for participants to strengthen the knowledge and skills needed to work effectively in municipal government while gaining practical experience in a community government environment. It supports both individual career development and the broader goal of developing knowledgeable, capable municipal staff within Nunavut.

Through IMAPD, NAM helps strengthen the municipal workforce, create opportunities for Inuit employees to grow into positions of greater responsibility, and build local capacity that can remain within communities over the long term.

Conceived in 2024, the first cohort completed the program in 2026. NAM is currently looking for partners to deliver the program again in 2027-2028.

The COMPAS Mentoring Program supports new and emerging Senior Administrative Officers (SAOs), Assistant SAOs and others preparing for municipal leadership roles in Nunavut.

Through a combination of one-to-one mentoring, group learning and practical workplace development, participants build the knowledge and confidence needed to manage the complex responsibilities of municipal administration.

The program focuses on areas such as municipal finance, working effectively with council and the Mayor, leading staff, managing municipal operations, and turning information into sound recommendations for council.

COMPAS connects learning directly to the participant's work, providing ongoing guidance and a trusted place to ask questions, work through challenges and strengthen their skills as municipal leaders.

Starting delivery in October 2026 this program hopes to be a permanent opportunity for SAOs new to Nunavut or the role.

At the beginning of the year, the NAM Board participated in a dedicated governance training exercise designed to strengthen the Board's effectiveness and build a shared understanding of its role in leading the organization.

The training focused on the responsibilities of Board members, the distinction between governance and operations, effective decision-making, financial and strategic oversight, the Board's relationship with the Executive Director, and NAM's broader advocacy role on behalf of Nunavut municipalities.

Practical exercises allowed Board members to work through governance scenarios, discuss how decisions should move through the organization, and consider how Inuit societal values—including consensus, collaboration and respect—can guide Board leadership.

The exercise was also an opportunity for the Board to look beyond individual programs and immediate issues and consider its larger responsibility for NAM's direction, accountability and long-term success.

The training helped establish a stronger foundation for Board decision-making and reinforced an important principle: the Board governs and sets direction, while the Executive Director and staff are responsible for managing and implementing the work of the organization.

NAM is developing a made-in-Nunavut Council Orientation and Development Program to help Mayors and Councillors understand their roles, responsibilities and relationships and build the knowledge and confidence they need to govern effectively.

This initial Council Orientation represents Phase 1 of a multi-year, incremental learning program. It is intended to establish a strong foundation of municipal governance knowledge that can be built upon over time. Rather than expecting elected officials to learn everything at once, NAM's approach recognizes that effective leadership develops through experience, continued learning and opportunities to apply new knowledge.

Designed specifically for Nunavut municipalities, the program takes a flexible, modular approach so learning can be adapted to the needs and experience of each council. Foundational topics include roles and responsibilities, working with the SAO, municipal legislation, council procedures, conflict of interest, financial management, leadership, respectful meetings and representing the whole community.

As the program develops, additional phases and learning opportunities will build on this foundation, introducing more advanced governance, leadership and municipal topics. This will allow both newly elected and experienced officials to continue developing throughout their time on Council rather than receiving orientation only when they are first elected.

Learning will be available in multiple formats, including facilitated sessions, online learning, short practical resources, webinars and podcasts. This provides elected officials with opportunities to learn in ways that work for them and their communities.

The goal is to create a continuous learning pathway for Nunavut's municipal leaders—beginning with orientation, growing through experience, and developing stronger leadership and governance capacity year after year.

This project is set to roll out in November of 2027.

The CAO Handbook is a practical, Nunavut-specific resource designed to help Chief/Senior Administrative Officers navigate the wide-ranging responsibilities of leading a municipal government.

CAOs in Nunavut often work with small staff teams, limited local resources and significant distances from the territorial and professional services they rely on. They may be managing everything from council administration and finances to staffing, infrastructure, emergency responses, regulatory requirements and unexpected community issues—all while working in a community where relationships matter and residents know their local government personally.

The Handbook also responds to the reality of high staff turnover and vacancies in senior municipal positions. When a CAO leaves, there may be a period when another employee, an Acting CAO or someone new to the position must keep the municipality operating while recruitment is underway.

The Handbook provides an immediately accessible resource to help that person understand the position, identify key responsibilities and requirements, and know where to begin. This helps preserve continuity and organizational knowledge during periods of transition.

The Handbook brings legislation, guidance, practical tools and northern examples together in one place. It helps new, acting and experienced CAOs understand their responsibilities, work effectively with the Mayor and Council, manage municipal operations and find practical guidance when unfamiliar situations arise.

Ultimately, the CAO Handbook is both a learning resource and a continuity tool—helping municipalities retain essential knowledge, support people stepping into the CAO role, and maintain effective municipal operations through leadership transitions.

Completed in 2025 it is an evergreen document that remains available to all SAOs.