Showing posts with label Arctic strategy. Show all posts
Showing posts with label Arctic strategy. Show all posts

Canada and the Arctic: An Ambiguous Relationship




Courtesy of Arctic-Antarctic Collection
By Andreas Østhagen Canada undoubtedly holds a prominent place in the Arctic. Currently in the Arctic, only Russia has more Arctic territory, making Canada an “Arctic superpower” in terms of geography and location. As foreign minister Baird announced on December 9, its recent claim for an extension of its continental shelf claim stretched as far as the North Pole.

Canadian nation-building has at times also been concentrated around its “true north” [1]. Yet, 75 percent of the Canadian population is based within 100 miles from the United States border, more than 1.000 miles beneath the Arctic Circle [2]. Its Arctic population, residing in the three territories Yukon, Northwest Territories and Nunavut, only numbers approximately 100.000 inhabitants, which is less than 0.3 percent of Canada’s total population.

Arctic policies are, for all Arctic states, a mix of domestic and foreign policy. Similarly, in its policy for the Arctic, the Canadian federal government in Ottawa needs to balance the interests of the residents actually residing in its Arctic territories and the foreign policy interests of Canada at large. These different set of interests do not always converge, as this article will attempt to highlight. As a consequence, Canada’s actual Arctic policy can be termed somewhat “bi-polar”, juggling different sets of domestic interest while attempting to formulate a coherent foreign policy approach towards its Arctic neighbors. This juggling is a common trait amongst all the Arctic states, yet the Canadian case is especially pronounced in nature.

Comparing the Arctic Five
All Arctic coastal states are interesting case studies for center-periphery conflicts and the complicate intricacies of formulating foreign policy in tandem with rapid domestic regional development. Alaska holds a special role in the United States, far removed from the lower 48 in both geography and mentality, while forming a cohesive entity pushing for increased federal engagement in everything from resource development to the formulation of a coherent US Arctic policy [3]. In Greenland, consecutive self-governments have put economic independence from Denmark on top of the political agenda, with the idea of full-fledged independence looming in the background, as increased autonomy was granted in 2009 [4].

Courtesy of NSF
On the other side of the Pole, Norway’s Arctic counties (Nordland, Troms and Finnmark) hold 10 percent of Norway’s total population and are, as a consequence, relatively well integrated into the national economy as a whole. There is no marked difference between the Norwegian Arctic and the rest of Norway. Svalbard, being governed by the 1920 Treaty, is a special case with a population of only 2.195 [5]. Russia is in a strong position, with half of the total Arctic territory and a majority of the Arctic population. Just Murmansk oblast has a population of approximately 787.000, which is almost eight times the Canadian Arctic or almost the double of the Norwegian Arctic [6]. At large, the Arctic has a prominent role in Russian contemporary strategic thinking, while also constituting the backbone of its natural resource extraction [7].

Canada: Domestic Policy
Returning to Canada, its three Arctic territories are in a unique situation in terms of regional autonomy. Whereas the ten provinces south of the Arctic Circle have a high degree of autonomy ever since the Dominion was formed in 1867 because of their recognized constitutional powers in section 92 of the Constitution Act (formerly the British North American Act), the three northern territories have not enjoyed the same privileges and operate “at the pleasure of the Crown”.  The regional governments of Northwest Territories, Yukon and Nunavut have a substantially lower degree of autonomy than their southern neighbors, but also compared to that of their American and Greenlandic counterparts.

Nunavut in particular did not become a territory of its own until 1999, decades after claiming its Inuit heritage as separate from the Northwest Territories [8]. Although the federal government in Ottawa is slowly devolving decision-making competence and authority to the territories, the starting point is relatively low, as most decisions are still made by the federal Department for Aboriginal Affairs and Northern Development (AANDC) [9]. It is also the only one of the three territories to not have devolved powers over natural resources.

Frontier Lands
Courtesy of Government of Canada
Turning towards infrastructure and local capacity, the situation is very different in the Canadian Arctic than in the provinces. Every year since 2005 Stephen Harper has travelled to the northern territories and has thus displayed continued Arctic commitment by Ottawa, with promises of investment. As argued by Whitney Lackenbauer, focus in recent years has been on enabling natural resource development in the region, while serious deficiencies in social conditions and at the community level are being neglected.

In terms of infrastructure, there are also no deep water ports in any of the three territories, while the closest search and rescue centers are in Halifax, Nova Scotia, and Trenton, Ontario, well beneath the Arctic Circle [10]. An offshore presence from the Canadian Coast Guard (CCG), in terms of icebreaking capability, is only active in the summer months during the sealift season, when the small communities in Nunavut are being re-supplied. Should a serious incident, in terms of an oil spill or a grounding of a cruise ship, the lack of capacity combined with limited infrastructure might prove catastrophic.

Canada: Foreign Policy
Moving to the foreign policy dimension of Canada’s Arctic engagement, sovereignty has continuously been on the agenda. The current Conservative Prime Minister, Stephen Harper, has placed security issues high on the agenda with quotes like “use it or lose it” and promises of investment in a deep-water docking facility, Arctic capable patrol ships and a new Arctic training centre [11]. The recent claim to the North Pole has similarly been mentioned as a potential source of conflict [12].

Prime Minister Harper in the Arctic
Courtesy of Pmwebphotos
The actual threats to Canadian sovereignty, however, are few and far between. Canada’s territorial disputes in the Beaufort Sea with the United States, and over Hans Island with Denmark/Greenland, are minor, with limited potential of ever becoming more than diplomatic disagreements. The disagreement with the US over the status of the Northwest Passage, as internal waters or an international transit, is also an issue where the two have agreed to disagree, which does not prompt increased military presence in the area. Its recent submission to the UN Commission determining the limits of the continental shelf, is another area where all the Arctic littoral states have agreed to abide to the UNCLOS framework, reiterated continuously since the Ilulissat Deceleration in 2008.

Still, protecting Canadian sovereignty in the north seems a particular foreign policy goal. The results, however, are pending also in this area. Promises of military investments have not been followed through, as exemplified with the Arctic patrol ships. The first ship was initially set to be delivered in 2014, while recent budget leaks now show that construction is set to first begin in 2015 [12]. As a result, the foreign policy rhetoric does not match domestic action. It is consequently not Canadian sovereignty that is under threat in the Arctic, but rather its domestic ability to provide basic public capacities.

Conclusion – Merging Domestic and Foreign Policies
Canada’s Arctic development seems somewhat twofold. On the one hand, Canada actively participates on the international stage in Arctic matters, emphasizing its sovereignty, rights and seabed claims, in addition to its Arctic Council slogan “Development for the people in the North”. On the other hand, domestic development and actual investments are lagging behind its Arctic neighbors, with serious gaps in infrastructure and local/regional capacity. The Canadian Arctic territories are also granted less autonomy and self-governance than the rest of the country’s sub-national units, with a slow process of devolution, in particular with regards to Nunavut.

When Comparing Canada to the other Arctic coastal states, the gap between rhetoric and factual development becomes apparent. Amongst the Nordic countries, the Arctic regions are relatively well enmeshed in nation building at large, while Russia has placed a considerable emphasis on its Arctic region, both rhetorically and in terms of investments. The Greenlandic self-government is in the driving seat of its own development, while Alaska has a particular strong Arctic voice, encouraging Washington to look northwards. Yet, the federal government in Ottawa understands that it needs to engage its Arctic territories, as can be seen by the inclusion of regional representatives in its delegation to the Arctic Council. Inclusion and dialogue, however, is one thing. Actual investments and capacity building is something else, no matter who owns the North Pole.

[1] Under the administrative responsibility of the Minister of Aboriginal Affairs and Northern Development
[5] Only the Norwegian population on Svalbard. source: http://www.ssb.no/befsvalbard





Pragmatic Thinking: How the U.S. Coast Guard Is Making Do with Less in the Arctic




By Mihaela David The Coast Guard came to the rescue just as the Obama Administration faced criticism over the lofty but vague National Strategy for the Arctic Region it revealed last month (for more information, read our recent article discussing the lack of specificity and the absence of an implementation strategy and long-term budgetary plan). The Coast Guard was the first departmental service to release a strategic document that furthers the lines of effort identified in the national strategy and offers the much anticipated specifics for its engagement in the Arctic region. The Coast Guard has also submitted its budget request for 2014 and made plans for its operations in the Arctic this summer, in a pragmatic effort to provide effective governance in a remote and rapidly changing maritime frontier within the limits of financial constraints.

Mission and Objectives

With increased accessibility and human activity in the Arctic region, the Coast Guard has a responsibility to provide effective maritime governance in the Arctic Ocean just as it does in other U.S. waters. According to Admiral Robert J. Papp, Jr., Commandant of the U.S. Coast Guard, the service’s mission in the region is to “uphold the rule of law, ensure the safety and security of its people, and ensure environmentally responsible maritime activity.”[1]

The Coast Guard strategy for the next ten years delineates three strategic objectives to guide operations and further the goals of maritime safety, security and stewardship in the Arctic:

 1. “Improving Awareness”
·      increasing collection and analysis of maritime activity data;
·      enhancing coordination and information-sharing of maritime intelligence; and
·      sustaining “effective maritime presence.”[2]
2. “Modernizing Governance”
·      safeguarding the marine environment and living marine resources;
·      protecting “U.S. sovereignty and sovereign rights”; and
·      sustaining effective governance domestically and internationally.[3]
3. “Broadening Partnerships”
·      building and “leveraging” strategic domestic and international partnerships;
·      promoting the Coast Guard as an “expert resource”; and
·      supporting national-level Arctic planning.[4]

The document was presented in the introductory statement as a “theater strategy” for its operations in the Arctic, and not an implementation plan.[5] As such, similar to the national strategy, the document offers a strategic vision for U.S. involvement in the Arctic but no insight on budgetary questions or specific plans to develop capabilities and assets. However, the Coast Guard’s 40-page strategic document is notably different from the national one: it is comprehensive in its review of the present physical and geo-strategic Arctic environment in which the service must operate and it provides substantive proposals and details the means through which its stated goals and objectives are to be achieved.

Sharing the Burden of Governance

The Coast Guard demonstrates an astute understanding of the limitations it faces in the Arctic region, from gaps in capabilities and financial resource constraints to transnational challenges and informational shortfalls.

Acknowledging that “no single agency or nation has the sovereignty, capacity, or control over resources necessary to meet all emerging challenges in the Arctic,” the Coast Guard’s strategically emphasizes building “a strong network of partnerships” at multiple levels of government and internationally.[6] Among the domestic partners targeted are other departments and agencies (notably the Department of Defense and its National Geospatial-Intelligence Agency, the National Science Foundation, and the National Oceanic and Atmospheric Administration), interagency entities (such as the Capabilities Assessment Working Group established by the Homeland Security and Defense departments), as well as state and tribal governments, the private sector, advocacy groups, and academia.[7]

To overcome challenges and obstacles of a transnational nature, the Coast Guard also plans to enhance coordination with other Arctic states, especially border partners Canada and the Russian Federation; to leverage existing international arrangements, such as the North American Ice Service; and to advocate for international cooperation within the Arctic Council and the International Maritime Organization and for the ratification of UNCLOS.[8]

Most notably, the Coast Guard offered several specific governance proposals for a whole-of-government approach to governance of the Arctic region. It proposed the establishment of three Arctic expert bodies to inform decision-making at three levels of governance:

1.     An Arctic Center of Expertise at the U.S. Coast Guard Academy
·   to promote “safe, secure, and environmentally responsible maritime activity” in the Arctic region;[9]
2.     An Arctic Policy Board within the Department of Homeland Security
·   to bring “external perspectives on Arctic policy” from industry and academia;[10]
3.     An Arctic Fusion Center at the federal level
·   to promote interagency information-sharing and coordination in the area of “sustainable development and environmental protection.”[11]

The Coast Guard ducked the budgetary question by stating upfront that these proposals will be adopted "pending resources or funding."[12] However, the cost to set up these governance structures pales in comparison to the cost of modernizing infrastructure and assets, including the U.S.’ outdated icebreaker fleet.

Breaking the (Budgetary) Ice

The U.S. is in dire need of more icebreakers for assured access to the ice-covered Arctic waters: it currently relies on only one medium icebreaker, Healy, and one heavy icebreaker, the recently reactivated Polar Star. The strategy document does not discuss at length the Coast Guard’s plans to increase its icebreaking capability. The only mention of icebreakers is buried within a paragraph entitled “Science and Technology” in a final chapter on concepts to ensure long-term success. The document merely states that the U.S. “must have adequate icebreaking capability to support research,” and “must also make a strategic investment in icebreaking capability to enable access to the high latitudes over the long-term.”[13]

However, like all government entities, the Coast Guard is operating within a severely austere fiscal climate, and is forced to make tough decisions regarding the use of its limited financial resources. The U.S. Coast Guard is slated for a 13 percent budgetary cut in FY 2014, which will make its acquisition budget fall far short of what the service needs to modernize and maintain its infrastructure.[14] These fiscal constraints have already impacted the Coast Guard’s plan to upgrade its icebreaker fleet, forcing the service to push back its incremental funding timeline for the construction of a new heavy-duty polar icebreaker, which is projected to cost between $900 million and $1 billion.

In FY 2013, $8 million were allocated to initiate “survey and design activities” for the vessel and the Coast Guard projected that it would allocate $860 million over 5 years for its acquisition.[15] However, under the latest investment plan, only $2 million are allocated to continue design activities in FY 2014 and just $230 million are allocated through FY2018.[16] Table 1 shows the breakdown of the funding request differences: funding for the actual construction of the vessel has been postponed until 2016, and the incremental installments for acquisition are much lower than the previous plan (none exceeds $100 million per year).

Under this funding scheme, it would take over a decade until the vessel would be complete. The Coast Guard is cutting it a little close, since the only other heavy icebreaker, the recently reactivated Polar Star, is only expected to remain in service for another 7 to 10 years (i.e. until 2019-2022). 


What is remarkable is that even if this new heavy icebreaker is built in time to replace the Polar  Star, U.S. icebreaker fleet will still fall short of operational requirements and pales in comparison to those of other Arctic states. The 2011 Coast Guard High Latitude Study concluded that “The Coast Guard requires three heavy and three medium icebreakers to fulfill its statutory missions;” six heavy and four medium icebreakers if it expects to maintain “continuous presence requirements.”[17] To highlight the gap in icebreaker capability, it is important to note that, as of September 2012, Russia had 36 icebreakers in its inventory, 4 under construction, and 9 planned; Sweden, Finland and Canada had 8, 7, and 6 icebreakers, respectively.[18]

While the Coast Guard is acutely aware of its shortcomings in this respect, Commandant Papp considers the planned acquisition of a new icebreaker a success given the “finite number of resources” and a much better option than the more expensive leasing options.[19]

Mobile Infrastructure and Seasonal Presence

In his remarks at the strategy roll-out event, Commandant Papp argued that the changing Arctic environment requires “persistent, capable U.S. Coast Guard presence” in the region, but acknowledged that achieving sustained presence “is a challenge given the distances involved and the often hostile environment.”[20]

Noting the “lack of shore infrastructure” and “the expense of building permanent infrastructure” in the remote Arctic, Commandant Papp announced that the Coast Guard will continue to “rely on mobile offshore infrastructure to meet demands” for the coming decade.[21]

What this means is that the Coast Guard has no plans at this time to invest in permanent shore infrastructure, such as a forward-operating base closer to the Beaufort and Chukchi Seas. It also does not expect other government entities to make these investments in the near future: the Alaska Department of Transportation and the Army Corps of Engineers are conducting a feasibility study for a deep-water port in the Nome area, but “no funds have been identified for construction at this time.”[22]

The Coast Guard is thus forced to “react and adapt” by employing “mobile infrastructure and seasonal presence of cutters, boats and aircraft – supplemented by the existing shore-side infrastructure” for its operations in the Arctic.[23]

There are clear advantages and disadvantages to this strategy. On the one hand, Papp argued that this is a “tested and proven” approach that offers the service flexibility, which is particularly necessary given the “uncertainty of dynamic and evolving requirements.”[24] The Coast Guard has hailed as a success the performance of the National Security Cutter Bertholf in the Operation Arctic Shield 2012, and plans to send a similar cutter, the NSC Waesche, to assist with mission in the summer of 2013.[25] This is also a cost-saving option, as the multi-purpose national security cutters can be deployed in other regions of the world during the off-season. 

On the other hand, the Coast Guard’s national security cutters were designed for the Atlantic and Pacific Ocean and “are not optimized for the region's extreme climate.”[26] This capability gap means that the Coast Guard is limited to operations in the summer months. While this corresponds to the peak of human activity, the need for off-season operations may also arise. In addition, using the national security cutters in the Arctic, even if only seasonally, means they are diverted from other locations and uses, such as drug interdiction. This will pose a significant challenge in the future if more than one cutter is needed in the Arctic, since the Coast Guard only has three such vessels in active service and four more in construction.

Another dilemma for the Coast Guard has been the lack of an adequate forward-operating base in the Arctic region of Alaska, as proximity to the shore is imperative to perform search-and-rescue and other operations in the region. In the summer of 2012, the Coast Guard leased a hangar in Barrow, AK for its two helicopters; this option was expensive ($60,000 per month) and the building had partially sunk due to permafrost thawing.[27] For the 2013 season, the Coast Guard opted for Kotzebue as its forward-operating location, where it could use an Alaska National Guard hangar.[28]

In the absence of permanent facilities in the remote region, the Coast Guard leadership is improvising and making the most of existing resources. Nonetheless, the flexibility of choosing different locations along the vast northern Alaskan shoreline can be considered a strategic advantage: the Coast Guard can select which location is most suitable depending on the specific mission requirements each season. Last year, a northern location was needed as the Coast Guard had to supervise Shell’s offshore drilling operations, while this year the Coast Guard shifted its priorities to the western shore to observe the increased traffic through the Bering Strait. In the future, the Coast Guard may have to deploy assets to multiple locations if the mission requirements dictate it, so having one permanent operating base in the region may not suffice and such a large investment could divert financial resources from better uses.  

When Handed Lemons, Make Lemonade

Coast Guard leadership has demonstrated a strong sense of pragmatism, both in articulating its strategic vision for its engagement in the Arctic region and in its budgetary and operational decisions.

Acknowledging its institutional and resource limitations, the Coast Guard is looking to forge domestic and international partnerships that it can leverage to more effectively fulfill its responsibilities in the Arctic. This is a cooperative and cost-effective approach to governance that, if implemented successfully, can be a blueprint for other departments’ and agencies’ engagement in the region. Burden-sharing within and among multiple levels of government is not just strategically wise, but also necessary given the fiscal austerity climate. 

The Coast Guard is also aware of its capabilities gaps and the necessity for both assured access and sustained presence in Arctic waters. The budget requests and operational decisions it has made thus far reflect the difficult choices the Coast Guard leaders had to make under the constraint of finite financial resources. The Coast Guard would ideally want to expand and modernize its icebreaker fleet to multiple heavy and medium vessels, but the costs are much too high and any budget request beyond the current plans for one new icebreaker would be deemed unrealistic and promptly rejected by the Administration and Congress. The pragmatic Coast Guard leadership sees success where others see failure: it has been able, at least, to argue in favor of acquisition instead of leasing of icebreakers and, if budgets are approved, having a new icebreaker a decade from now is better than none at all.

For the time being, the Coast Guard plans to achieve a sustained seasonal presence in Arctic waters using existing shore infrastructure and multi-purpose vessels. The flexibility and adaptability of mobile assets and temporary forward-operating locations seem to be a good fit with current mission requirements.

However, given the projected increase in shipping, offshore drilling, fisheries, and tourism in the Arctic region in the next decade, the Coast Guard will undoubtedly face increasing responsibilities as a law-enforcement agency and first-responder – for search and rescue missions, oil spill response, and border protection. It will most likely need to adapt its operations and possibly need to deploy more mobile assets, sustain presence in multiple locations, or operate for more extended periods of time. This, in turn, will require additional budgetary resources currently unavailable. These challenges will test the Coast Guard’s ability to fulfill its mission and the country’s goals in the Arctic. Only time will tell if this strategy will be successfully implemented and whether the service will be able to address emerging challenges and effectively perform its responsibilities in the region. The good news is that the Coast Guard can rely on a solid strategic vision to guide its efforts and its leadership is not a stranger to finding innovative cost-saving solutions. The bad news is that a reactionary and adaptive approach to governance cannot be sustained indefinitely. It must make way for strong, proactive leadership so that the Coast Guard can keep up with and stay ahead of the challenges posed by the rapidly growing maritime activity in the Arctic.


[1] Papp, Robert. “Coast Guard Arctic Strategy Rollout: Remarks of the Commandant,” Center for Strategic and International Studies, May 21, 2013, 2, http://www.uscg.mil/seniorleadership/DOCS/Arctic%20Strategy%20Rollout%20FINAL%20to%20post.pdf.
[2] U.S. Coast Guard, “Arctic Strategy,” May 2013, 23-26, https://www.hsdl.org/?view&did=736969.
[3] U.S. Coast Guard, “Arctic Strategy,” 27-29.
[4] U.S. Coast Guard, “Arctic Strategy,” 31-32.
[5] U.S. Coast Guard, “Arctic Strategy,” 7.
[6] U.S. Coast Guard, “Arctic Strategy,” 31.
[7] U.S. Coast Guard, “Arctic Strategy,” 22 and 25.
[8] U.S. Coast Guard, “Arctic Strategy,” 23-24 and 31.
[9] U.S. Coast Guard, “Arctic Strategy,” 31.
[10] U.S. Coast Guard, “Arctic Strategy,” 27.
[11] U.S. Coast Guard, “Arctic Strategy,” 23.
[12] U.S. Coast Guard, “Arctic Strategy,” 23, 27 and 31.
[13] U.S. Coast Guard, “Arctic Strategy,” 35.
[14] Perera, David. “2014 Budget Request: Coast Guard faces deep cuts in fiscal 2014,” Fierce Homeland Security, April 11, 2013, http://www.fiercehomelandsecurity.com/story/2014-budget-request-coast-guard/2013-04-11#ixzz2V5njEUTR.
[15] O'Rourke, Ronald. “Coast Guard Polar Icebreaker Modernization: Background and Issues for Congress,” Congressional Research Service, June 14, 2012, 19, http://digital.library.unt.edu/ark:/67531/metadc94137/m1/1/high_res_d/RL34391_2012Jun14.pdf.
[16] O'Rourke, Ronald. “Coast Guard Polar Icebreaker Modernization: Background and Issues for Congress,” Congressional Research Service, May 24, 2013, 1,  http://www.fas.org/sgp/crs/weapons/RL34391.pdf.
[17] O'Rourke, “Coast Guard Polar Icebreaker Modernization,” 10.
[18] U.S. Coast Guard, “Major Icebreakers of the World,” September 2012, http://www.uscg.mil/hq/cg5/cg552/images/130220%20Icebreaker%20Chart.pdf.
[19] Marcario, John. “Papp: Growing Risks in Arctic Demand Coast Guard’s Attention,” Seapower Magazine, May 21, 2013, http://www.seapowermagazine.org/stories/20130521-arctic.html.
[20] Papp, “Coast Guard Arctic Strategy Rollout,” 4.
[21] Ibid.
[22] DeMarban, Alex. “Deepwater port in Nome or Port Clarence to support Arctic shipping?,” Alaska Dispatch, February 1, 2013, http://www.alaskadispatch.com/article/deepwater-port-nome-or-port-clarence-support-arctic-shipping.
[23] Papp, “Coast Guard Arctic Strategy Rollout,” 5.
[24] Papp, “Coast Guard Arctic Strategy Rollout,” 4.
[25] Marcario, “Papp: Growing Risks in Arctic Demand Coast Guard’s Attention.”
[26] Troedsson, Peter “A Coast Guard for the Emerging Arctic,” Council for Foreign Relations, May 31, 2013, http://www.cfr.org/arctic/coast-guard-emerging-arctic/p30820.
[27] Johnson, Kirk. “For Coast Guard Patrol North of Alaska, Much to Learn in a Remote New Place,” New York Times, July 22, 2012, http://www.nytimes.com/2012/07/22/us/coast-guard-strengthens-presence-north-of-alaska.html?_r=0.
[28] Caldwell, Suzanna. “Coast Guard shifting Arctic operations off Alaska to the west this season,” Alaska Dispatch, May 16, 2013, http://www.alaskadispatch.com/article/20130516/coast-guard-shifting-arctic-operations-alaska-west-season. 

Table based on:
U.S. Coast Guard, "FY 2014-2018 Five Year Capital Investment Plan (CIP)," 2013, http://www.uscg.mil/posturestatement/docs/USCG_Capital%20Investment%20Plan_FY14-18.pdf 
U.S. Coast Guard, "Fiscal Year 2013 Congressional Justification," 2012, p. I-12, http://www.uscg.mil/posturestatement/docs/USCG_FY2013_Congressional_Justification.pdf



The Arctic Institute Reaction to U.S. National Strategy for the Arctic




In response to the release of the U.S. National Strategy for the Arctic Mihaela David, Fellow at The Arctic Institute, said:

“The U.S. National Strategy for the Arctic region represents a good faith effort at articulating policy priorities, but without a clear budgetary plan, this strategy becomes nothing more than a lengthy wish list. In the absence of a comprehensive implementation strategy and a long-term plan to invest in Arctic infrastructure and capabilities, a true U.S. Arctic strategy remains as elusive as a mirage on the Arctic ice-sheet.”

“The strategy does not lay out specific initiatives or projects that might be pursued to achieve the various objectives identified within. It remains to be seen if the administration is willing to back up its strategy with adequate fiscal resources.”

“There is no mention of specific plans to upgrade the inadequate and outdated icebreaker fleet; to build physical infrastructure such as deep-water ports; or to invest in facilities and equipment for the Coast Guard's operations in Alaska's northern region. No budget information is included, nor a timeline for implementation.”

“What the strategy does succeed in doing is signal to U.S. citizens, other Arctic states, and the international community that the U.S. acknowledges its roles and responsibilities in the Arctic, that it thinks strategically about the future of the region, and that the administration intends to make Arctic policymaking more of a priority than it has in the past.”

“If in the next decade the administration fails to streamline the implementation process and provide the fiscal resources to support its policy objectives, the result will be a fragmented, unfocused, and inadequate policy through which the U.S. cedes leadership in the region and forgoes many of the opportunities that other Arctic and non-Arctic states will be prepared to seize,” concluded David.  

Contacts: 
Mihaela David, Washington, D.C. mihaela.david@thearcticinstitute.org, +1 518.491.8398 
Malte Humpert, Washington, D.C. malte.humpert@thearcticinstitute.org, +1 202.656.6258