The Western Journal 2012 - (Page 41)

A New Approach: The Future of the Construction by Jeffrey Reed Sector Council A nalyzing current data and forecasting the future is as big a part of the Canadian construction scene as are bricks and mortar. For a decade, the Construction Sector Council (CSC) has played an integral role in helping construction industry professionals keep on the cutting edge of market trends, in order to best prepare for what lies ahead. Hu m a n Re s ou rce s a nd Sk i l l s D e ve lo pm e nt C a n ad a ( H R SD C) announced in July 2011 that it would phase out central funding to 35 sector councils across Canada, including CSC. With federal funding for the CSC ending in March 2013, the council’s board is working to implement a plan for the development of a new Labour Market Information (LMI) model and other products provided to the Canadian construction industry. Key industry stakeholders are now participating in an ongoing consultation process. Meanwhile, CSC’s e-learning centre sees business as usual. The government announced it will replace CSC with a new model which will provide similar LMI via a new website portal, while offering “a clear picture of who in Canada is hiring and the skills that are needed.” The CSC involves industry, labour, education and training stakeholders in order to develop Canada’s highlyskilled, competitive workforce, and it identifies and addresses holes within those sectors in order to sustain their strengths. In essence, CSC’s strength lies in its nationwide vision. In part, this is accomplished by involving itself at the grassroots level with construction associations across Canada. Now, with CSC attempting to put in place human resources initiatives aimed at combatting an oncoming labour crisis, any changes to its model presents concern amongst industry stakeholders. Specifically, there is fear that a new funding model will target specific groups instead of an umbrella  organization. In CSC’s October 2011 newsletter, Dimensions, outgoing executive director George Gritziotis wrote, “Early on (CSC) identified four things that we needed to do as leaders in construction: demonstrate, collaborate, explore and communicate. Those were our visionary building blocks and we made them come alive. “At a time when government resources are limited, there is no better way to accomplish both public and private objectives than through the multistakeholder approach,” wrote Gritziotis. React ion to gover n ment plans for CSC came quickly, in particular because its LMI component— a top priority for the council—sees all of its other activities stem from this invaluable resource. Thus, with uncertainty came questions from top industry stakeholders. Canadian Construction Association President Michael Atkinson calls the CSC “all inclusive, from owners to provincial governments and all aspects of the industry, from organized labour to open shop. I think that is an important role.” He calls the CSC’s LMI offerings “so important to our industry, adding, “We would like to see the approach taken by the CSC maintained or continued in the new Mechanical Contractors Associations of Alberta, B.C., Manitoba & Saskatchewan 2012 41

Table of Contents for the Digital Edition of The Western Journal 2012

MCA Canada Message
Alberta Message
British Columbia Message
Manitoba Message
Saskatchewan Message
Alberta Update
British Columbia Update
Manitoba Update
Saskatchewan Update
World Plumbing Day
Victim of Its Own Success
First of Its Kind in Canada
A New Approach: The Future of the Construction Sector Council
Protecting One’s Right to Timely Payment
Clean Energy Pays Big Dividends to Environment and Bottom Line
Index to Advertisers

The Western Journal 2012