Baker Lake Mayor Kevin Iksiktaaryuk resigns
Kevin Iksiktaaryuk announces he is stepping down from the mayoral position, effective Dec. 10
Baker Lake Mayor Kevin Iksiktaaryuk, seen here at the 2023 Nunavut Association of Municipalities annual general meeting in Iqaluit, announced Tuesday he is stepping down from the role after a year on the job. (File photo by Jeff Pelletier)
Updated on Thursday, Dec. 12, 2024 at 11 a.m. ET.
Baker Lake Mayor Kevin Iksiktaaryuk gave notice Tuesday that he has resigned from the hamlet’s leadership role.
In a letter addressed to the municipal council and the community, Iksiktaaryuk cited “ongoing responsibilities, high expectations, and stress” as reasons for stepping down.
Iksiktaaryuk won a two-person race for mayor in 2023 after former mayor Richard Aksawnee announced he would not seek re-election. Iksiktaaryuk also ran for mayor in the 2019 election and previously served as a council member from December 2017 to October 2019.
In his letter, he said he did not expect the mayor’s position to become a “full-time commitment” and found it difficult to balance the part-time role with his career and family.
Iksiktaaryuk listed ongoing and future projects to be undertaken by the community’s leadership, including construction of a new community library, men’s shelter, emergency services garage and police detachment.
The need to reform bylaws, such as council procedures and indemnities, as well as lands administration, was also mentioned in his letter.
Under Nunavut law, when a municipality faces a vacancy in the mayor’s office, councillors can vote to either appoint a council member to become the new mayor or to hold a byelection.
Nunatsiaq News could not reach Iksiktaaryuk and the hamlet office Tuesday about the mayor’s resignation and how the hamlet will fill the vacancy.
Clarification: This story has been updated from its originally published version to clarify the rules municipal councils must follow when filling a vacancy in the mayor’s position.
Then why run if you know what comes with the job anywise. what a waste of the communities time and effort.
Thank you for your feedback. Public service is always challenging, and while I am fully aware of the responsibilities, life doesn’t always unfold as planned. My decision to step down wasn’t taken lightly—it was made to ensure the community gets the full-time dedication it deserves. I hope where ever you are you’ll consider stepping up yourself since you clearly have strong opinions on what it takes to lead.
Let’s be fair, no mayor’s in nunavut are even close to giving full- time dedication to their communities. Kevin you were one of the best mayors in nunavut and actually wanted to do your job and be a mayor. Best of luck with whatever comes next
LOL🤣🤯
Sounds like he was expecting to be put on a pedestal and paraded around the world like the last NTI head honcho.
“They’re expecting me to work!!! The humanity!!!!!
Glad you’re entertained! Leading a community is a lot harder than being a keyboard warrior, but I’m sure you’d handle the long hours, tough decisions, and public scrutiny like a pro…
Kevin states in his comment ” Leading a community is a lot harder “. Yes it is a tremendous amount of pressure, stress and responsibility. Before the election date, did you ever wonder what these responsibilities were? If you thought that the position of a mayor was easy and hoping to believe that the council members would make all the decisions, than why put your name out there to be elected as mayor? Hey, at least you gave it a shot.
You quit but gave it a shot. Good endeavors.
I’ve worked tirelessly for this community, and I didn’t step into this role expecting it to be easy. Before running for mayor, I served two terms on council, dedicating years to understanding the challenges and responsibilities of leadership. But sure, go ahead and keep trying to minimize my work and contributions—it says more about you than it does about me. Criticism is easy when you’ve never had to make tough decisions or face the pressure of leading a community. While you sit back and complain, I’ll continue to focus on what actually matters.
The unrealistic expectations put on some mayors in Nunavut when they’re only supported as part-time can be silly. Nunavut need to reassess how these positions are made and supported but NAM doesn’t have that capacity either. Hamlets are not often adequately resourced and I often feel for them as a whole.
At least its not because of court issues… like the reason a lot of other Mayors resign.
When You take an Oath, We swore to the Bible, We have to do it to the best of Our abilities.
That’s understandable.
Happy Holidays.
It’s disappointing to see Mayor Kevin Iksiktaaryuk step down after only a year in office, especially given the critical projects and reforms outlined in his resignation letter. While his reasons—stress, high expectations, and balancing responsibilities—are valid and relatable, it raises concerns about the support and preparation provided to individuals in leadership roles within smaller communities like Baker Lake.
Leadership positions, particularly in remote areas, come with unique challenges that require robust planning, support systems, and clear expectations. If the mayor’s position unexpectedly became a “full-time commitment,” it suggests a gap in how these roles are communicated or supported. Was the stress due to a lack of resources, excessive community demands, or structural inefficiencies in the municipal government? Without addressing these root issues, Baker Lake may continue to struggle with leadership turnover.
Moreover, the timing of his resignation, amidst significant community initiatives like a new library, men’s shelter, and police detachment, is concerning. Strong leadership is vital to see these projects through, and his departure could delay or derail them.
This situation also underscores the broader challenge of ensuring elected officials are adequately prepared for the realities of public service. It’s crucial for councils and communities to provide better training, mentorship, and realistic role expectations to future leaders to prevent similar outcomes.
While it’s understandable to prioritize personal well-being, stepping away from a role with such responsibility, especially so soon, raises questions about commitment and long-term planning in the community’s governance.
thanks chatgpt
Go figure, send this monologue to Pierre Trudeau. And Lori Idlout , they both could learn from this. And learn a lot about leadership. Rather than lead us down a rabbit hole of despair, and hold on to their positions.
Greenland has a population of just over 56,000 and only FIVE municipalities!
Think of the efficiency, the specialization, the economies of scale, imagine breaking up community-specific rivalries and petty empire-building by mayors and SAOs.
Even if we got it down from 25 to say 8 or 10 it would make a big difference.
While were at it, why now just have one town for all of Canada too…
This is done at a Territorial level already with 19 MLA’s per say. Do you think our Government is effective?
MLAs aren’t administering anything except standing committees and holding the government (as a whole) to account.
I think the point is that many of the communities are too small to effectively manage themselves. Individually most of them can’t afford to hire the capacity needed to run themselves properly. So much SAO burn-out. Even if an SAO is good, they can’t do everything themselves. What are the chances a hamlet has a good SAO, good finance manager, good public works, etc. etc. Any one of those roles fails and the whole thing starts to crumble.
This is actually very understandable – the outdated Cities, Towns and Villages Act is no longer in keeping with the times – Community and Government Services provides funds to the hamlets as if they are still operating in the 1960s-1970s. Imaa. No wonder the mayoral positions are very hard to fulfill, being constrained by old legislation that limits a hamlets’ ability to expand staffing and O&M needs based on population growth and economic demands. The hamlets are likely being made to resort to begging for basic needs. Look at the part-time position. How could anyone possibly be working on a part-time salary, yet be expected to work full-time plus overtime? How could CGS have not supported the hamlet to expand the hamlets’ staffing and O&M needs when it knows full well that there is now a large mine, and a population growth that requires greater expansion? The folks at CGS office in Kangiq&iniq live sheltered lives, never seeing the true realities we live in.
Just an absolutely cowardly move by someone who knew exactly what he was getting into after serving on council previously. It’s amazing how many of these politicians seem to enjoy putting their constituents through never-ending instability
When you running for Mayor?
Does Iqaluit get a full-time mayor? All other communities get to only offer part-time pay? (Sure, Iqaluit has a larger population, but Kivalliq has several large communities that often require more than part-time dedication)
Recent article shares Iqaluit council member prioritizes their mental health and gets praise and leave for addiction treatment, yet this mayor (who cites mental health and sounds to be in a burnout situation) doesn’t seem to be offered the same compassion or option.
It’s important to acknowledge the structural differences in staffing protocols between Iqaluit and smaller communities in the Kivalliq Region. In Iqaluit, the Chief Administrative Officer (CAO) oversees staffing processes, delegating responsibilities to supervisors in a manner that emphasizes professionalism and accountability. This approach helps reduce the influence of personal relationships and biases in the workplace.
In contrast, smaller communities in the Kivalliq Region face unique challenges. In some cases, HR committees take an active role in hiring decisions, even though this responsibility formally lies with the Senior Administrative Officer (SAO). While the SAO is not obligated to follow the committee’s recommendations, they may feel compelled to do so to maintain harmony within the workplace. Unfortunately, these dynamics are compounded by the fact that some HR committee members may lack formal training or expertise in human resources, which can lead to inconsistencies in hiring practices.
An additional and significant challenge in smaller communities is the burnout experienced by many SAOs. This is often a result of the inherent complexities of managing and supervising staff who are related to Council members. These personal connections can create pressures and conflicts, making it more difficult to enforce policies or address workplace concerns effectively. Over time, this environment can contribute to high levels of stress and professional fatigue for SAOs.
In comparison, Iqaluit’s more structured and advanced staffing protocols serve as a model for fostering fairness and reducing the influence of nepotism or interpersonal tensions. By prioritizing clear roles, professional HR expertise, and accountability, organizations can create a more sustainable and supportive workplace culture—one that benefits both staff and leadership.
It’s important to question CGS about their council orientation after the elections in smaller Nunavut communities. Are proper guidelines and policies provided to ensure that elected council members understand their responsibilities? As NHC is doing a bad job at it!!