With the legislative changes in Bill 5, the BC government is taking proactive measures to ensure that every worker on an asbestos-containing site can develop the necessary expertise to work safely and mitigate risks effectively.

All workers in British Columbia covered by the regulation must obtain their asbestos abatement certification by January 1, 2024, to continue working on any site where asbestos is present. WorkSafeBC must also license asbestos abatement contractors by January 1, 2024, and ensure their workers are certified for their work by January 1, 2024.

The BC Construction Safety Alliance Asbestos Certification Courses (ACT) are available online 24/7/365. The certification process is simple. Workers, register online with BCCSA and set up your personal account, take the courses, and then register for the live competency skills assessment. Write the exam the same day, and if you receive a passing grade, you will receive your WorkSafeBC official certification. But do it before January 1, 2024.

The Level 2 competency skills assessment and exam are both being administered:
Oct. 20-23 | Victoria | Camosun Coastal Centre
Dec. 15-18 | Victoria | Camosun Coastal Centre
Oct. 6-12 | Nanaimo | Vancouver Island Conference Centre Nov-Dec dates to follow for this location

For more information and to register, click or copy and paste the URL; https://asbestos.bccsa-services.ca

Imagine this: You know employees are your most important asset, so now, you’re on the hunt for the perfect employee benefit plan. After some investigation, you stumble upon a “deal” that promises rates lower than anyone else. It might seem like you’ve hit the jackpot, but there’s the twist – these initial rates, often called “teaser rates,” can be a bit like a magician’s misdirection, diverting your attention from the real and more importantly, achieving rate stability.

At BCCA Employee Benefit Trust, our employee benefit plan, we take a distinct approach, prioritizing integrity, reliability, and safeguarding your hard-earned dollars.  As a Trust, client service is our priority, making you our priority. We’re about families, not shareholders.

Why do stable rates matter? Here are the key reasons:

The Power of Predictability: Stable rates give you the ability to plan your finances with confidence. No more unexpected financial surprises. You can budget for your insurance expenses year-to-year without fearing sudden spikes.

Maintaining Your Budget: Insurance is a long-term commitment, more like a marathon than a sprint. With consistent pricing, you don’t need to worry about sudden premium hikes disrupting your financial plans or the long-term viability of your employee benefit plan.

Building Trust: Trust is the bedrock of the relationships we build with our members.  We build this trust day-in and day-out and we do that, partly through steady rates.  We’re committed to ensuring our members experience the best service and receive the best value for their benefits dollar.

So, how can you ensure your rates remain steady?

Read the Fine Print: Details are important so read your proposal carefully. Read your policy meticulously and inquire about potential changes to the pricing structure.  If something’s unclear to you, make sure to ask.

Check Rate History Ask the insurer what the average renewal adjustment has been over the last few years to assess what you may expect to see at the first renewal.

Consider the Long-Term: Don’t focus solely on the initial low premium. Consider the long-term renewal methodology to gain a clearer understanding of how future renewals will be calculated.

Seek Expert Advice: Insurance is complex, just like your business. Consult professionals, such as insurance experts, who can provide clarity and steer you toward the right choice for you.

Choose Wisely: Seek a partner that understands your needs.  This partner should be able to articulate the value of the insurer beyond the rates.

For more information on benefit plans and what makes the BCCA Employee Benefit Trust unique, visit bccabenefits.ca, email info@bccabenefits.ca, or call 1-800-665-1077. Your peace of mind is our top priority, and we are here to assist you every step of the way.

At BCCA Employee Benefit Trust, a non-profit organization, we’re committed to transparency, stability and positive health outcomes. We do not lure you in with unrealistically low initial premiums, only to increase rates at the first renewal. When you choose us, you’re opting to participate in a plan built to serve its members and we do that by actively managing costs to ensure long-term plan stability.  We don’t reduce plan coverage to reduce rates.  We believe in providing robust benefit plans, resulting in better health outcomes; healthier and engaged employees lead to long-term plan sustainability.

Darcy Kray to retire from the role after 40 years in the industry.

The following is a press release from VICA Member Durwest Construction Management

September 29, 2023

Durwest Construction Management, a staple in the Vancouver Island construction industry, with a rich history spanning four decades, is pleased to announce a significant leadership transition. After an illustrious career spanning 40 years, Darcy Kray has decided to retire from his role as President of Durwest.

Darcy has been an integral part of Durwest’s success story, having co-founded the company in 1983, he has not only played a significant role in fostering Durwest’s growth and establishing a recognizable presence in the community but has also taken the lead in achieving many of these milestones. Darcy’s commitment to transparency and excellence has earned the trust of many valued and admired clients, partners, and employees.

We are immensely grateful for Darcy’s dedication and leadership. He is an expert in his field and his vision, passion, and unwavering commitment to delivering quality work has been instrumental in shaping Durwest’s legacy.

In light of Darcy’s retirement, we are pleased to announce the appointment of Zoe Mitchell as Durwest’s incoming President, effective October 10, 2023.

A CPA by trade, Zoe is coming to us most recently from 6 years as the President of CCH Management Group of companies which includes VIP Powerline, Caird Mechanical and Coast Utility, offering construction, maintenance and project management services.

Zoe is a collaborative leader with a unique blend of visionary thinking and empathetic guidance. She has the proven ability to inspire and empower others and we are very confident in her ability to lead Durwest to even greater achievements in the years ahead.

As Durwest embarks on this new chapter, we remain committed to our core values and client satisfaction. We look forward to a new chapter under Zoe’s leadership.

Last week, the BC Government announced their long-awaited housing targets for the ten municipalities across BC they identified earlier in the year. Of the 10, Victoria, Saanich and Oak Bay are the only communities identified on Vancouver Island, with each municipality needing to build 4,902 (Victoria), 4,610 (Saanich), and 664 (Oak Bay) units within the next five years.

In addition to the targets, the Province has sent each municipality a list of housing target guidelines, including a recommended number of units by size (one bedroom, two bedroom, three bedroom), rental versus owned units, below-market rental units and units with on-site supports. Suppose a municipality has not met a target and is not making satisfactory progress toward meeting the housing target. The housing minister may appoint an adviser and/or issue a directive in that case.

The Vancouver Island Construction Association welcomes this legislation, and we look forward to working with our municipal and provincial partners to support our communities best to meet these housing targets.

For more information on the housing targets, click the link below: https://ow.ly/t9SI50PRgza

*The following article was provided by VICA-Member FortisBC

Can you use natural gas in homes while reducing emissions?

Yes, you can. Renewable Natural Gas (RNG)[1] is a sustainable, low-carbon energy that allows builders and developers to pursue natural gas systems without sacrificing emissions reductions. RNG is derived from organic sources, uses existing carbon already within the ecosystem and contributes fewer net new carbon dioxide into the atmosphere, making it a low-carbon fuel.

When bacteria break down organic waste from sources such as landfill sites, agricultural waste and wastewater from treatment facilities, it produces a biogas mostly made of methane. FortisBC works with local farms, landfills, green energy companies and municipalities to capture and purify this methane, which would otherwise escape into the atmosphere, to create RNG for its customers.

As RNG is derived from organic sources and blends seamlessly into the existing natural gas infrastructure, it decarbonizes the natural gas supply, displaces equivalent volumes of conventional natural gas and lowers greenhouse gas emissions overall. It also means RNG is a drop-in fuel. Homes and businesses can continue to enjoy the benefits of natural gas while helping reduce emissions by subscribing to FortisBC’s RNG program.

If you’re worried about the amount of RNG available, don’t be. FortisBC is working towards having 75 per cent of the natural gas in its system be either renewable or low-carbon by 2050. That’s why the organization is also exploring hydrogen research and pilot projects.

For more information on RNG, visit fortisbc.com/RNG.

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[1] Renewable Natural Gas is produced in a different manner than conventional natural gas. It is derived from biogas, which is produced from decomposing organic waste from landfills, agricultural waste and wastewater from treatment facilities. The biogas is captured and cleaned to create Renewable Natural Gas (also called biomethane).

Learn how to register for your CCPO certification here!

Those who hold the Certified Concrete Pump Operator Certification (CCPO) have demonstrated theoretical knowledge of concrete pump operations and they have shown they can apply this knowledge by working competently in the field. The CCPO can open the door to well paying employment and career advancement. As a CCPO, you can be proud to be part of an elite group of technically qualified personnel. But you will be expected to uphold high standards of ethical and safety standards. We welcome your registration!

4 steps before you register:

1. Read the Overview

It contains the background information you need to determine if the CCPO is right for you.

2. Know the Exams

There are two (2) exams that you must take and pass to get your CCPO.

3. Understand the Policies

Before you register make sure that you know and agree to all of the certification rules and regulations.

4. Lets Get Started!

Go to the CCPO Portal

The Vancouver Island Construction Association is pleased to announce the recipients of the 4^th Annual VICA Awards, which recognize individuals and companies who have dedicated themselves to building excellence and advancing the construction sector on Vancouver Island.

“The VICA Awards are a symbol of pride as we showcase and celebrate the contributions and achievements of VICA Member companies,” said Rory Kulmala, CEO, Vancouver Island Construction Association (VICA). “The crop of winners for this year’s awards reaffirms that Vancouver Island is home to some of British Columbia’s most competent, detail-focused and dedicated construction companies”

The 4th Annual VICA Awards, in conjunction with the BC Construction Association’s Construction Month, were presented during the 2023 Vancouver Island Construction Conference, which was held at the Delta Ocean Pointe Resort on April 14^th in Victoria, BC.

Among the recipients is Victoria-based RC Roofing Ltd., who was awarded the VICA Member of the Year Award (1 – 20 Employees) for its support of the Association via longtime membership, engagement, event sponsorship, as well as supporting VICA’s Construct Your Future (CYF) Youth Employment Program through engagement and hiring students. VICA’s CYF Program specializes in supporting 18 – 29-year-olds who may have barriers to employment, and equips them with industry certifications, work experience, life skills and companies like RC Roofing play an integral part in making the CYF program a success.

“As a small business owner in the construction industry, the advantages and opportunities presented through my VICA Membership have been critical to RC Roofing’s growth and success,” said RC Roofing Owner Roy Corbett. “I’ve always believed in giving back to the industry, and it gives me great joy to support the association through its various programs — especially working with the students from CYF”.

The 2023 VICA Awards saw an equal representation of projects across Vancouver Island, with winning projects from Port Hardy down to Victoria. This year’s panel of judges consisted of industry veterans, Katy Fairley (Fairley Strategies), Mark Taylor (Mark Taylor Construction Advisory Services), and Jac-Lyn Mickelson (MGM Mechanical).  

MEDIA INQUIRIES & INTERVIEW REQUESTS

Owen O’Rourke, Manager, Marketing & Communications
Vancouver Island Construction Association
250.800.1722| owen@vicabc.ca

For high-resolution photos and project descriptions, please contact Owen at owen@vicabc.ca or visit www.vicabc.ca/awards

VICA MEMBER OF THE YEAR AWARD

RC Roofing Ltd. (1 – 20 Employees)

Victoria Drain Services Ltd. (21 – 50 Employees)

Western Grater Contracting Ltd. (51+ Employees)

The VICA Member of the Year Award recognizes outstanding achievement by a company in the construction industry. The nominated companies have made a significant contribution to VICA through years of continuous membership, involvement in various VICA committees, and/or involvement in VICA programs and events.

PRIME CONTRACTOR – OVER $20 MILLION AWARD
Casman Projects Ltd. | CAMEO ft. Star Cinema Movie Theatre

PRIME CONTRACTOR– $10 – $20 MILLION AWARD
Kinetic Construction Ltd. | Canadian Coast Guard Base, Hardy Bay

PRIME CONTRACTOR– $5 – $10 MILLION AWARD
CGI Constructors | 1810 Blanshard St; 4th & 5th Floor Renovation

PRIME CONTRACTOR– UNDER $5 MILLION
Knappett Projects Inc. | Craigflower Hall

SUBCONTRACTOR – $2 – $5 MILLION
DenMar Electric Ltd. | Berwick Parksville Retirement Community

SUBCONTRACTOR – UNDER $2 MILLION
Kerr Controls Inc. | PEXISEN Elementary & Centre Mountain Lellum Middle Schools

OUTSTANDING WOMAN IN CONSTRUCTION AWARD
Keri Ellis, Trades Labour Corp. (TLC) Victoria

The 2023 Woman in Construction of the Year Award recognizes an individual who has made a significant contribution or positive impact to the construction industry. This award is presented to a member who is an ambassador for women in construction and has made contributions to the VICA and/or the community through volunteer work or business accomplishments.

U40 PERSON OF THE YEAR AWARD
Diana Demmers, EllisDon Corp.

The 2023 U40 Person of the Year Award recognizes an individual who has demonstrated the potential for leadership and is committed to the advancement of the construction industry. This award is presented to a member that has made a significant impact or contribution to the workplace and/or a project; to VICA directly and/or VICA’s U40/YBN network; and to the community through volunteer work and/or business accomplishments.

EDUCATION LEADERSHIP AWARD
Anna Hargreaves, Vancouver Island University

The 2023 Education Leadership Award recognizes an individual who has volunteered a considerable amount of time in the role of advancement of education for the betterment of the construction industry.

EMPLOYER OF THE YEAR
Osprey Electric Ltd.

The Employer of the Year Award recognizes outstanding achievement by a VICA Member company within the construction industry that has demonstrated sustainable compensation and finances, employee retention, and personal/professional development, while providing a safe and healthy workplace environment.

EMPLOYEE OF THE YEAR
Sherry Bailor, Knappett Projects Inc.

The Employee of the Year Award recognizes an employee who has made a significant contribution and/or positive impact to the company they work for. Nominees should have outstanding performance, superior dedication, and positive attitude on the job and be a leader in their respective company who has demonstrated a commitment to improving our industry.

SAFETY AWARDS

• Durwest Construction Management Inc.
• EllisDon Corporation
• Houle Electric Ltd.
• IWCD Ltd.
• Knappett Projects Inc.
• Mazzei Electric Ltd.
• Mustang Landscape & Design Ltd.
• Prep Energy Limited

The Safety Award is designed to honour those contractors who have maintained a superior safety record during the year. Awards are based on a contractor’s claims experience record with the Workers’ Compensation Board. 

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The following is an article from VICA Instructor Tony Healy. For more information on Tony and his courses, visit his instructor page, here.

Harnessing the Power of Strategy Systems to Win Big

Those who have to win, win a lot. Those who fear losing, lose a lot. – John Whitmore

How did you get into business? Were you motivated by the idea of a greater sense of control over your life, greater work-life balance, create generational wealth, challenge the status quo, serve your community or pursue your life’s passion? Whatever your motivation, you are in the game now. As such, have you figured out if you are playing to win or just playing to play. You had better be playing to win. In the harsh reality of the business market, competitive advantage provides the only protection a company can have. So, if you want to survive, you had better be playing to win, and solid strategy is a way to increase your chances to win—and nothing less. What is your strategy for success? Not your business plan; your strategy. Have you defined it?

You should have because a good strategy provides a set of guiding principles or rules, that clarify the actions people in the business should or should not take and the things they should prioritize (or not) to achieve desired goals. [1]

If you are realizing that you haven’t given it enough thought before now, Harvard University’s strategy expert and world-respected business consultant, Roger Martin, provides a simple system from one of his seminal works on strategy and playing to win in today’s turbulent world. He breaks down his approach to strategy as a coordinated and integrated set of where-to-play, how-to-win, core capability, and management system choices that uniquely meet a consumer’s needs, thereby creating competitive advantage and superior value for a business.[2]

How you define winning should be at the heart of any strategy. Building on that, in Martin’s terms, a strategy is a coordinated and integrated set of five choices: a winning aspiration, where to play, how to win, core capabilities, and management systems. Your choices at each level and the relationship between them can be thought as reinforcing feedback loops that cascade down with the choices at the top setting the context for the choices below, and choices at the bottom influencing and refining the choices above, and so on.

Using this model, have a look at your company, division, market segment etc. and ask yourself, “what is our winning aspiration?” Aspirations are statements about the ideal future. Whatever the aspiration, your company must play to win. Simply participating is self-defeating and a recipe for mediocrity. Do your current actions align in strategic terms with the purpose of your organization, your guiding mission and aspirations, and set you up to win?

The next two steps on the cascade, where-to-play and how-to-win, are tightly bound up with one another, form the very heart of strategy and are the two most critical questions in strategy formulation. Without clearly defined where-to-play and how-to-win choices connected to the aspiration, a vision is frustrating and ultimately unfulfilling for employees. The company needs accurate where and how choices in order to act. Without them, it can’t win.

Where-to-play represents the competitive field—in which markets, with which customers and consumers, in which channels, in which product categories, and so on. Choosing where to play is also about choosing where not to play. Where one market may be saturated or dominated by outsized competition, other markets may suit your company perfectly. These questions are important to understand which where-to-play choices will best enable your company to win.

While where-to-play selects the playing field, how-to-win defines the choices for winning on that field. It means providing a better consumer and customer value equation than your competitors do, and providing it on a repeated basis within a suited context. Beware though, you cannot be all things to all people. Focus on where you can provide your best value. It is not how to win generally, but how to win within the chosen where-to-play domains.

Where-to-play and how-to-win choices work best together; a strong where-to-play choice is only valuable if it is supported by a potent and actionable how-to-win choice. The two choices should reinforce one another to create a distinctive combination. Use a tool like Porter’s Five Forces to get valuable insight when making your where-to-play and how-to-win decisions.

Once you have set aspirations and determined where to play and how to win, you can consider capabilities with respect to those choices. You must then align your core capabilities to support your strategy. You need to ask two questions: (1) what capabilities must be in place to win, and (2) what management systems are required to support the strategic choices?

Your capabilities are the activities and competencies that critically underpin your specific where-to-play and how-to-win choices. When your core capabilities are performed at the highest level, they enable your organization to bring its where-to-play and how-to-win choices to life. Think of them as operating as a system of reinforcing activities that designed to deliver your chosen strategy.

Even if you set a winning aspiration, determine where to play and how to win, and define the capabilities required, your strategy can still fail—spectacularly—if you fail to establish management systems that support those choices and capabilities – systems that foster, support, and measure the strategy. Don’t forget measurement provides focus and feedback.

Ultimately, when it comes to strategy, there are no absolutes or guarantees, and things change. Having a clear definition of winning, a solid analytical framework and a thoughtful review process can help organize thinking, improve analysis and set you up for a win, but even with all that, a successful outcome is not guaranteed. There are other players in this game and they are all trying to win too. In the end, building a strategy is about shortening your odds and giving yourself the best chance to win!

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[1] https://hbr.org/2007/09/demystifying-strategy-the-what

[2] Lafley, A.G.; Martin, Roger L.; Playing to Win (p. 25). Harvard Business Review Press. Kindle Edition

It is with mixed emotions as we wish long-time Vancouver Island Construction Association (VICA) Member and Kinetic Construction Ltd. (Kinetic) Executive Mark Liudzius a happy retirement. Over his 40-year career in construction, and 25 years spent at Kinetic, Mark played a pivotal role in establishing Kinetic as one of the largest construction firms on Vancouver Island.

Joining Kinetic in 1988 as a carpenter, Liudzius advanced through several positions, ultimately moving to Branch Manager then Director of Operations. Additionally, Mark sat as Board Chair of Kinetic for four years, retiring as Executive Vice President.

 “Some people just add to culture by being who they are.  No evidence is more compelling than the many people who love Mark and we will have to make conscious efforts to provide what he brought naturally every day,” said Tom Plumb, President & CEO of Kinetic.

As someone who’s dedicated nearly their entire life to construction, Mark is grateful for the opportunities afforded to him throughout his career. “The opportunities that a career in construction can provide are huge – it is easy to get into at entry level, but it also provides opportunity for many types of professionals,” said Mark. “This industry provides amazing potential for progressing your career, and it is global and transferable. Advances in technology and process are bringing this industry into new era.”

VICA is grateful for the time Mark spent on our Board of Directors, carrying on a longstanding tradition of Kinetic representation on the VICA Board.  

“Mark always considered the entirety of the VICA Membership during his time on the VICA Board of Directors,” explained VICA CEO Rory Kulmala. “His veteran leadership and extensive experience in construction ensured all members of our association were represented at the board table, continuously pushing to enhance the value of their membership.”

During his time on the VICA Board, Mark oversaw the implementation and expansion of several key initiatives, including VICA’s Construct Your Future youth employment program as well as their Tailgate Toolkit Harm Reduction Project.

On behalf of the VICA Board of Directors, its members, and staff, we wish Mark, his wife Lisa, and the rest of Mark’s family all the best as they move into the next chapter of their lives.  

MEDIA CONTACTS
Owen O’Rourke
Manager, Marketing & Communications
Vancouver Island Construction Association (VICA)
owen@vicabc.ca | 250-800-1722

Breia Monti
Marketing & Communications Coordinator
Kinetic Construction Ltd.
bmonti@kineticconstruction.com | 250-381-6331 Ext 1235

ABOUT VICA
As the Vancouver Island Construction Association, we serve our construction community: the institutional, commercial, industrial, civil, and multi-family residential construction sectors on Vancouver Island, the Gulf Islands, and other coastal areas of British Columbia. VICA members come from all areas of our industry from owners, designers, and contractors to purchasers of construction services. With roots that date back to 1912, we are one of the oldest not-for-profit construction associations in Canada.

ABOUT KINETIC CONSTRUCTION LTD.

Since its inception in 1984, Kinetic Construction Ltd. has been making the construction industry better for everyone through process transparency, strong, lasting relationships with clients, trade partners, and suppliers, and continuous improvement in everything it does.

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It is with great sadness as we learn of the death of a long-time VICA Member Duane Roger Fournier of Fournier Excavating.

Duane served as Board Chair of the Mid-Island Construction Association (MICA) from 2001 – 2002 and again in 2007 – 2008, serving on the MICA Board from 2000 to 2011. Born into construction, Duane took over operations of the company from his parents Sid and Dorothy in 2005, spending his entire career with the company.

Duane was a familiar face around the construction community in the Nanaimo area and his absence will be truly missed. Duane is survived by his wife of 16 years, Marcia, parents Sid and Dorothy, sisters Diana (Greg), Denise (Brian), and nephews Erick and Chase.

On behalf of the Vancouver Island Construction Association staff, board and members, we send our deepest condolences to Duane’s family and friends.

A celebration of life will be held in his honour Saturday, January 28 from 1-4 p.m. at the Nanaimo Golf Club.

In lieu of flowers, please donate to Birds of Prey, Wildlife Recovery, or Wild Arc.

The following is an article from VICA Instructor Tony Healy.

“Experience is the knowledge you gain just after you needed it.” Anonymous

As the saying goes, “the only constant in life is change.” It doesn’t take much to notice that, these days, change is ever accelerating. Technology, demographic shifts, and evolving economic conditions are transforming our world in ways that we have yet to truly appreciate. Some changes are wonderful while some destroy our environment, undermine the human spirit and threaten our very survival. All are a challenge to our traditional institutions, practices, and beliefs, and your organization or company is no different.

Often, we look at these challenges and look to prescribe traditional management practices of pushing harder or longer or looking for new people to replace the “ineffective”. Many times, however, the effort to solve pressing problems is met with policy resistance, where our policies are delayed, diluted, or defeated by unseen forces. Frequently, our best efforts to solve a problem actually makes things worse. Moreover, the pace of change means that we sometimes feel that we are constantly reacting, scrambling and chasing.

What if there was a new way to do things? What if I told you that there was a new (existing) way of leading that could move with the times, anticipate change, stay more than one step ahead of your competition and create the kind of environment where emergent systematic success is possible? I would certainly hope to get your attention. Well, thinking about your organization as a dynamic system is where we begin and turning you into a systems thinker is where we’d like to take you.

Let’s start with recognizing that we are all part of a complex social system comprised of systems built upon systems embedded in still more systems in exactly the same way that you as a human being are governed by the multiple systems keeping you alive. A system is defined as a group of interdependent entities working together as parts of a mechanism or an interconnecting network in pursuit of a common goal. Systems must consist of three kinds of things: elements, interconnections, and a function or purpose[1] – think nervous system, cardiovascular system, ecosystem etc.

A system is more than the some of its parts and there are some fundamental things to understand about their dynamics. First, the structure of the system generates its behaviour. Dynamics emerge from the interaction of each element in their physical space especially regarding information availability and decision rules. Secondly, your mental models matter a lot. It is not enough to just change the physical structure of your system or alter information flows to change its behavior. Thirdly avoid the fundamental attribution error. The first instinct is to blame the person in the system. This is almost always a low leverage reaction. Lastly, there are system structures that produce such common patterns of problematic behavior that we consider them archetypes. Being able to identify them and their impacts enables a leader to recognize where to make high-leverage change in structure, behavior and impact outcomes.

Your company is a system with elements such as workers, forepersons, superintendents, project managers, business developers, office staff and so on. The interconnections are the rules of the game, the company strategy, the communications, and the business rules and laws that govern the activities of the marketplace. The purpose of any company is to be productive, or create high quality, or deliver innovation, or make millions of dollars, or all of the above. What’s yours? Have you considered the structure of your system? Do you know where to look for limits and constraints or the root causes of unwanted outcomes? Do you think systematically?

Systems thinking is a way of understanding and analyzing the relationships and interactions between the parts of a system. It is a holistic approach that recognizes that the parts of a system are interconnected and that the behavior of one part can have an impact on the behavior of other parts.

In systems thinking, the focus is on understanding the dynamics of the system as a whole rather than just the individual parts. We understand that “you can’t just do one thing” and that “everything is connected to everything else.” More and more this approach is being used in fields such as engineering, management, and biology to analyze and improve complex systems.

There are several key concepts in systems thinking, including feedback loops, stocks and flows, and emergent behavior. Feedback loops are pathways in a system through which information or energy can flow, and they can be positive (amplifying) or negative (stabilizing). Stocks and flows refer to the accumulation and depletion of resources within a system, and emergent behavior refers to the unexpected and often complex patterns that can emerge within a system as a result of the interactions between its parts.

Systems thinking can be applied to a wide range of problems and situations, including organizational and business problems, environmental and ecological issues, and social and political challenges. By understanding the dynamics of a system, it is possible to identify leverage points where small changes can have a big impact, and to design interventions that can improve the performance of the system as a whole in the pursuit of its goals – your goals.

Those leaders who develop a systems-thinking mindset and see that the world is a complex system with non-linear feedback loops and emergent behaviours learn to know where to make changes and where not. They know who to empower and who to support. They learn how to listen to the system and apply leverage at the right spots. They also learn how to systematize their success.  What kind of a system are you building?

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[1] Meadows, Donella H.. Thinking in Systems (p. 11). Chelsea Green Publishing. Kindle Edition.

The following article was written by Dr. Lindsay Langill, Director of People and Strategy for VICA-Member PPM Civil Constructors.

Stories often have a way to help our minds further understand a phenomenon. According to Greek mythology, Procrustes was an innkeeper who operated his establishment along a busy road. He believed in uniformity. Yet not all travelers that he compelled to sleep in the iron guest bed were the same size and thus if they were too tall, he would cut off their limbs or if they were too short, he would stretch them to make them fit the bed. This story has led us to what we understand today as the Procrustean Rule – a standard that enforces uniformity without regard for individuality.

Within education there are well established learning theories that not only explain how learning takes place but also why learning occurs. These theories provide us with a relevant conceptual framework for interpreting the learning processes and direct our attention to those variables that are crucial in achieving the desired outcomes. There are many long-standing learning theories such as behaviourism, constructivism, cognitivism, and social learning theories, so it would be appropriate to state that learning theories provide guidance in the design, development, and implementation of an effective training program intended to increase workforce competence, capacity for change, and competitiveness. What must be understood is that no two people learn in the same way.

Current Model of Apprenticeship Training

The current Canadian model of apprenticeship training has seen little change over time. Better known as a “time-based system,” it is a system that requires each registered apprentice to attend the same amount of time in school and compile a minimum set number of work-place hours prior to writing a final qualification exam. Apprentices are released from their place of employment to attend school for a short period of time each year. The period of time spent in school is the same for each student. To provide example, an electrical apprentice attending the second level of technical training will attend school for 10 weeks and the lesson constructs will follow a prescribed program outline that covers all the competencies/tasks required of a second-year apprentice. This current program methodology works if all students have the same background, experience, and learning style. But what about the student who comes to the class with advanced experience in support of these competencies or for the student who may do better through a different learning modality? Time based systems follow the Procrustean rule of uniformity where individuality is not a consideration.

The Current Employment Dilemma

A recent news release from the Bureau of Labor Statistics put out by the US Department of Labor shows the current unemployment rate at 3.5% with a continued downward trend. The Canadian Labour market reveals a similar trend with the unemployment rate at 5.2%. One sector that relies heavily on the apprenticeship system to train up skilled men and women is the construction sector. Residential, Commercial, and Industrial construction employers depend heavily on having a skilled workforce to complete their projects. Skilled trades are in demand and companies are competing for labor. In many instances, employers are holding their apprentices back from attending technical training as they can not afford the loss of a productive apprentice in a tight labor market. It is not that employers do not value the schooling; they just do not have the labor capacity to replace the apprentice during this time while they are away at school.

A Model for Consideration – Competency Based Training

Long practiced in countries such as Australia, Europe, and the UK, competency-based training and assessment have a respected history. But what is competency-based training? According to the National Skills Center of Australia, “competency-based training is a structured approach to training and assessment that is directed toward achieving specific outcomes.” Another research group states that “what sets competency-based training apart from other more traditional methods of training and assessment, is that it is learner-focused and flexible. Leaners are actively involved in shaping their learning journeys, supported by competencies which allow a natural progression through the hierarchy of expertise.”  When learners have a deep understanding of their strengths and weaknesses and the competencies where they lack or excel, they are better able to focus their development efforts to improve their shortcomings. Identifying a learner’s training gaps allows for targeted training which can lead to a more highly skilled individual. Competency based training places the emphasis on individual skills rather than the overall learning experience which can save considerable time. Another researcher stated that “compared with the traditional approach to training, the competency-based approach potentially leads to individualized flexible training, a reduction in time away from the workplace, transparent standards, and increased public accountability.”

In summary, a modernized approach to apprenticeship training could be a move away from the time-based model to a competency-based approach, thus saving the apprentice time away from the workplace while allowing individuality to occur in learning using the behavioral approach. Reducing time away from the workplace would benefit the employer while a tailored training approach that focuses on individual skills could help modernize the Canadian apprenticeship system. A competency-based system could benefit all stakeholders in trades and apprenticeship training and would provide a good starting point towards modernizing apprenticeship.

Dr. Lindsay Langill holds Red Seal certification as a Welder and Industrial Mechanic and has a Bachelor of Education and Master of Arts degree from UBC along with a Doctorate from the University of Calgary. He is an adjunct professor in the Faculty of Education at UBC, Director of People and Strategy for Pacific Pile and Marine ULC, and Chair of the JLATA Board.