Six months after Saskatchewan Common Ground Alliance transfer
By Shannon Doka
Sask 1st Call began a new chapter in June when – after two decades of running the service – SaskEnergy transferred ownership to the Saskatchewan Common Ground Alliance (SCGA).
SaskEnergy launched the organization with its familiar “Call Before You Dig” messaging on Jan. 2, 2003.
“There were notification companies in other provinces like Ontario and Alberta. Companies that crossed over borders really saw the value in having a notification service in Saskatchewan, too,” said Shawn Fairman, general manager, distribution customer services, and vice-president of the new Sask 1st Call board of directors. “It made sense for SaskEnergy to be a part of it because we have a lot of underground infrastructure and because safety is a core value for our company.”
Sask 1st Call can help enhance safety for people and businesses doing construction in Saskatchewan. They can request a line locate free of charge, either by calling a 1-800 phone number or submitting a request online. Within three business days, any underground infrastructure will be marked using flags, stakes or paint. If an area is marked, this is a clear signal to not dig in or obstruct the area.
Sask 1st Call can also help protect subscribing companies’ underground facilities.
“Sask 1st Call enables dependable, cost-effective communication between subscribers and those intending to disturb the ground,” said Shannon Doka, executive director, SCGA. “This service greatly enhances public safety, as many facilities may exist underground that landowners are unaware of.”
With this mission of safety for both users and subscribers, Sask 1st Call has grown over the years. It began when SaskEnergy saw underground facilities continuing to grow in complexity, and the company worked to build the organization throughout 2002. In April that year, it was lauded in the provincial legislature as a “valuable service to pipeline companies.”
“This is another example of the people of Saskatchewan’s public industry serving the public good and helping to encourage more investment and expansion in our province,” Member of the Legislative Assembly Keith Goulet stated at the time.
When it launched eight months later, Sask 1st Call had just two registered member companies – SaskEnergy and TransGas. Others quickly joined, and today, Sask 1st Call has more than 120 subscriber companies.
In the early years, “Call Before You Dig” was the primary option for Sask 1st Call. However, people could also request a locate by fax machine. In the service’s first year, more than 49,000 fax requests were received.
SaskEnergy’s customer service representatives answered the toll-free calls, then consulted a screening database to determine which subscriber companies had infrastructure at the customer’s location. In early 2020, a master services agreement with Utility Safety Partners in Alberta provided a more consistent approach to the one-call service.
In August 2004, online requests became an option. That year, there were more than 97,000 online locates requested and the service grew to include 20 subscriber companies.
Also in 2004, SaskTel joined Sask 1st Call – the first non-oil and gas company to become a member.
Five years later, another Crown corporation, SaskPower, signed on. By 2010, line locate requests had grown five-fold.
Over the years, the organization continued to expand its reach and support its mandate of public safety and damage prevention.
In 2014, a safety patrol program was launched with the goal of reducing incidents in new urban neighbourhoods in Regina, Saskatoon, Moose Jaw and suburban communities of Regina.
In vehicles decorated with Sask 1st Call branding, the contracted patrollers actively checked in with people in the new areas. When landscaping, building a fence or deck, or pouring a new driveway, people were asked if they had completed a line locate. The program contributed to a steady decline in third-party line hits.
Nowadays, technology makes it more convenient to request line locates.
“Over time, we try to make it as easy as possible and promote the online requests instead of calling in. We have found that far fewer incidents happen when requests are made online instead of by phone,” said Fairman. “It’s really about making sure the customers are safe. Many times, there are high voltage power lines or gas lines, and it’s in everyone’s best interest when we’re doing the projects in our yard that we’re being safe.”
Twenty years after it was launched, Sask 1st Call extended the line locate expiry date from 10 business days to 30 calendar days to make things more efficient and convenient for customers and subscribers.
This change aligns Saskatchewan with other provinces and jurisdictions that already had a 30-day window for line locates.
“All parties agree this change will safely help deal with the unexpected, such as weather- related delays, equipment breakdown and needed crew downtime,” said Doka.
The most recent substantial change took place in June 2023, when the SCGA began managing the service.
“The SCGA is a good fit to oversee the service, as a non-profit organization that shares SaskEnergy’s dedication to public safety, environmental protection and damage prevention,” said Fairman.
As a newly-formed non-profit corporation, Sask 1st Call now has a board of directors – appointed by the SCGA – to provide strategic direction to the business and governance.
The Sask 1st Call board of directors are:
James Cameron, Crescent Point Energy, Calgary – president
Shawn Fairman, SaskEnergy, Regina – vice-president
“Establishing Sask 1st Call was a great initiative, and it’s grown over the years to something that’s going to be a legacy for SaskEnergy,” said Fairman.
In addition to the new board, Sask 1st Call also has a new director to manage the service and day-to-day operations. Lisa Kosolofski started in this role in October 2023.
“[Kosolofski] brings a lot of experience to promote and provide customer service to Sask 1st Call users and subscribers,” said Doka. “The SCGA and Sask 1st Call are looking forward to what the next 20 years will bring!”
For more information on Sask 1st Call, visit sask1stcall.com or email firstcalldirector@scga.ca.
For more information on SCGA, visit scga.ca or email executivedirector@scga.ca.
Ensuring workers leave the construction site in the same condition they arrived
By Jon Waldman
Trenching is a vital facet of any heavy construction project, but it can be dangerous. It’s essential for safety to be top-of-mind when companies embark on trenching as part of their project.
Fatalities are extreme cases, but other incidents see serious wounds, lacerations or broken bones.
“Common injuries from trenching typically occur when there is ground fall as a result of changing conditions, or collapse of the trench because it was not sloped properly for the soil type of conditions,” said Jonathan Sherman, director, prevention at Saskatchewan Workers’ Compensation Board. “Falls are also a risk, either during access or egress or by those working next to the trench. There is the risk as well of the environment becoming oxygen deficient as a result of fumes replacing the air, if the trench is not properly ventilated, or when working in more confined spaces like with a trench box, particularly around septic systems.”
Safety procedures
Recognizing the risks and hazards that trenching carries, there are several preventative measures that companies have to take.
“The type of soil determines the slope of the trench walls based on the depth of the trench,” Sherman said. “Conducting a pre-job safety analysis or hazard assessment before work begins each day, or when conditions change, will also help prevent work being done in a trench that is unstable.”
Alongside soil evaluation are other factors that are part of the worksite, including underground services. This may include gas, communication and power lines, as well as sewer and water mains. In Safety in Excavations and Trenches, a publication from WorkSafe Saskatchewan, it is outlined that “underground services must be identified and accurately located before excavation work begins.”
Sherman says it’s essential that companies not only examine the ground before a project begins but perform ongoing analysis as work continues – especially if or when the climate shifts.
“When conditions change, particularly when it rains, any excavation should be inspected to ensure that the water has not caused damage, eroded the edges or caused other risks to the integrity of the trench,” he said. “Continuous supervision of work should also be done to ensure those in the trench are protected at all times, as well as to keep others from entering the trench accidentally.”
“Conducting a pre-job safety analysis or hazard assessment before work begins each day, or when conditions change, will also help prevent work being done in a trench that is unstable.”
– Jonathan Sherman, Saskatchewan Workers’ Compensation Board
Conditions are part of the consideration – worker communication is another piece of the puzzle. As a project continues and as depth increases, supervision and dialogue become vital.
“Where workers are in a trench more than 1.2 metres deep, an employer shall ensure a competent worker is stationed on the surface to alert workers in the trench of any unsafe conditions or assist in an emergency,” said Bryan Lloyd, executive director of the Government of Saskatchewan’s Occupational Health and Safety, a division of the Ministry of Labour Relations and Workplace Safety.
Just as important is knowing that there are inevitabilities in trenching, and one of those can be deadly – cave-ins. As described in Safety in Excavations and Trenches, cave-ins can be caused by multiple factors such as moisture content, vibration and adjacent weight. The effects of cave-ins can be devastating, with only moments to avoid injury without proper planning.
“Many victims are suffocated after being buried in a cave-in,” the document states. “Survivors often receive severe crushing injuries. Once a trench or excavation begins to cave-in, workers may have only seconds to escape.”
Big assists
Similar to other areas in construction, trenching has had numerous advancements that companies today can utilize as part of their safety procedures. Lloyd says these opportunities include advancements in temporary protective structures. Compared to older apparatus, these constructs are lighter, making them easier to move, yet they still function to the high standards necessary for trenching.
Lloyd says there are benefits for companies that are contemplating upgrading this part of their equipment.
“The use of temporary protective structures are being used more and more every day as it cuts down in overall excavation costs and [is] less invasive in urban communities,” he said. “When it comes to open trenching, we are seeing the use of more ‘V’ buckets. Not only does the bucket hold more yardage of material, it also assists in the cutting back the walls of the trench and having less loose material build-up.”
Preparation, training, ongoing communication and proper equipment must be utilized by companies to reduce the risks of trenching. All businesses should keep an integral mission at the forefront of all operations – that workers are to leave the construction site in the same condition they arrived in.
Looking to emerging populations to fill the employment gap
By Jon Waldman
The face of the construction industry is changing. As an aging population of workers retires, the need to fill vacancies becomes vital for continued success, and this often means looking to new and emerging populations to fill the employment gap.
As cited by the Canadian Construction Association (CCA) in their 2019 business case, titled The Value of Diversity and Inclusion in the Canadian Construction Industry, the populations that will assist in the need for on-site workers are women, Indigenous populations and new Canadians, three demographics that have traditionally shied away from the trade.
Bringing in workers is only half the battle; retaining a new employee must be top of mind in a job economy that provides endless opportunities. However, all the free pizza lunches will only do so much if a staff member does not feel comfortable among their co-workers.
“Exclusionary behaviours work directly against the need to belong, and effectively make an employee or colleague feel like they don’t belong, aren’t welcome, and are not part of the group,” CCA wrote in the business case. “That has a direct impact on productivity, and revenue. Exclusion diminishes employee engagement – the mental and emotional connection employees feel toward their place of work – and that’s just bad for business.”
Not a simple solution
Creating an open environment can be tricky in an industry where tough and rugged are common characteristics. Whether looking to address behaviours on-site or seeking guidance in an off-site issue, workers need to feel they can come to their co-workers or leadership and not feel inferior to their peers.
“It sounds cliche, but change begins at the top, the leadership level. Leaders have to set clear expectations for what respectful communication looks like in their business and then demonstrate those same values in their own behaviour.”
– Natalie Bell, People and Culture Consulting
“The biggest obstacles are the fear of retaliation or being perceived as ‘weak,’” said Natalie Bell, a People and Culture Consulting consultant and leadership coach. “In many male-dominated industries, that cultural norm typically values toughness over vulnerability. This results in employees being hesitant to speak up about it and be seen in a different light by their peers.”
The good news for business owners is that steering the ship to improved communication starts with having the right people on staff or brought in as consultants. These human resources or labour relations professionals are in place to assist business owners, directors and managers with the opportunity to create a proper, open environment.
“HR has to assist leaders with working towards creating a culture where raising a concern is seen as a strength, and ensuring confidentiality in the process,” Bell said.
Language as a barriera
One of the issues that can be prevalent at the work site is off-colour language and risque topics. Unfortunately, this can be a major hurdle in a culture prone to dialogue. It’s not just the construction industry dealing with this concern.
“The construction sector is not alone! There are a few other industries in the same predicament,” Bell said.
She says that etiquette changes are more likely to occur if high-ranking employees encourage a clean-language environment and, just as importantly, live by example.
“It sounds cliche, but change begins at the top, the leadership level,” Bell said. “Leaders have to set clear expectations for what respectful communication looks like in their business and then demonstrate those same values in their own behaviour.”
Language change isn’t something that can happen like the flick of a switch, but proper training and enforcement are a good place to start.
“Regular training and workshops that focus on a respectful workplace and how to communicate in a workplace setting can gradually shift the culture,” Bell said. “Establishing and enforcing policies against inappropriate behaviour firmly and consistently is also key.”
Policies can certainly help break any walls down, but creating a welcoming environment runs deeper than that.
“In any environment, people need to feel as though they can express themselves, and be themselves within the guidelines of a respectful workplace,” Bell said. “Creating a persona to come to work each day is stressful. People start to feel isolated or alienated, and over time that affects not only the individual’s wellbeing but the team dynamics and can impact work performance in a negative way.”
Giving every staff member the opportunity to shed that worker persona and feel like they can be true to themselves can only help your business, as CCA concludes in their business case.
“A thoughtful and practical cultural shift toward diversity and inclusion can drive bottom-line profit by sparking innovation, increasing productivity, reducing turnover, improving safety, increasing your market share and customer base, and enhancing your reputation,” CCA wrote.
A presentation from Mark Nesbitt at the SHCA 2023 Infrastructure Summit
By Martin Charlton Communications
Building relationships matters when employers are trying to develop their employees and advance their own career and business, Mark Nesbitt explained to those who gathered to hear him on the first morning of the 2023 SHCA Infrastructure Summit & Trade Show.
Nesbitt focused on what today’s leaders in the construction industry can do to create the next generation of leaders. He has worked in the aggregate, mining, trucking and construction industry for more than 30 years and directly supervised and managed people in the construction industry. Seeking out some leadership training to become a better manager is what got him on the path of becoming a public speaker to deliver lessons he learned from his years of experience.
While it is easy to text or email someone, Nesbitt says that written text is not a substitute for conversations and in-person interactions. Those moments matter when demonstrating to the other person you value them.
That is one of the benefits of attending an event like the Infrastructure Summit & Trade Show. Nesbitt encouraged those at the Summit to get out and meet with suppliers and other attendees because you never know how those relationships will help you make connections that bring you closer to achieving your goals.
Nesbitt encouraged those at the Summit to get out and meet with suppliers and other attendees because you never know how those relationships will help you make connections that bring you closer to achieving your goals.
He told a story about how getting a haircut helped him schedule an appointment to have his hearing loss investigated. He thought he would have to wait for a couple of years to get an appointment with a hearing specialist and mentioned this to the woman cutting his hair. She had a hearing specialist scheduled to get a haircut and offered to mention his situation. Not long after that, Nesbitt got a call about an appointment. One relationship led to another, and he had his hearing loss addressed sooner than he expected.
Those who don’t make the effort to form connections and build relationships with people who matter to them risk losing out to those who do. Nesbitt recommended some areas that employers could focus on with employees they want to develop.
He pointed to some other companies that are clear about what they do as well as their values as an organization. He says looking to other companies for inspiration can help employers clarify what matters to them so they can then communicate that to their employees. Those other companies can be in very different industries from construction, but still offer valuable lessons. For example, The Ritz-Carlton has 12 service values it reinforces with employees. Some of those could apply to those outside of the hospitality industry – such as being empowered as an employee to own and resolve issues.
The easiest way to change the world is through your words, Nesbitt says and while knowing what you want to say is important, saying it repeatedly is as important if it is to be memorable and create change. Nesbitt did not need to remind everyone of the constant messages delivered during the pandemic to use hand sanitizer and maintain social distancing. People were told this message so often they still remember it now.
Consistently dedicating yourself to a high level of attention and effort and doing what matters to other people is how you can maintain success that you have achieved.
It is not just words that signal your values. Nesbitt used Ritchie Bros. Auctioneers as an example of this. At every equipment sale, all of the equipment up for auction is precisely arranged in lines to allow buyers to view it.
“At every sale, they see beauty,” said Nesbitt. He says this is evidence that success leaves clues.
When you know where you want to go, keeping that in mind can help you find the resolve to carry on when facing difficulties. Nesbitt is a runner. He says that those who run know that when you are in a marathon, after a while, you start to get sore, blistered and chafed. But knowing the route you have to complete in order to cross the finish line keeps you going. You just take the next step to get that much closer.
Sharing that vision with others helps them see where you are going too. It is not enough to know your values. You must describe them to others, including your employees, so they can embrace them and act in ways that reflect them.
Consistently dedicating yourself to a high level of attention and effort and doing what matters to other people is how you can maintain success that you have achieved. He reminded the Summit’s attendees of how much time and attention people pay to their appearance, manners and behaviour when going out on a first date with someone compared to the effort they put in for that person when they’ve been married to them for several years. This can also happen with long-term employees. Managers get complacent about the relationship and neglect to check in and show the same interest in them that they did when they started out.
The same is true in business. In a conversation after his talk, Nesbitt recalled a gas station he enjoyed stopping at to purchase a particular kind of coffee. Over time, the service and offerings at the gas station started to slip. Then, one day, they quit selling the coffee he would stop in to buy. When he inquired about it, he was told they had fewer customers now, so they gave up selling that coffee. He had very little reason to continue buying from them.
Some businesses don’t change because they don’t have to adjust. They are making too much money to notice it is at risk. Nesbitt encourages people to change before they have to if they want to maintain their success. Sometimes, those who need help most are the ones who want it the least.
Negative developments such as the rising cost of living and growing environmental concerns can weigh heavy on younger generations as they try to build their lives. That creates a sense of fear and a lack of hope, which makes it easy for them to want to give up when facing overwhelming burdens and indifference from their employer.
Nesbitt says people want to work for a leader who is honest, forward-looking, inspiring and competent. He encourages employers to demonstrate a positive attitude about the future and to share that outlook with their young employees to encourage them to feel confident about the careers ahead of them.
He says employees also want to be recognized and appreciated for what they have to offer and that the employer and employee are in a relationship where that shared appreciation for one another matters. Employees want more than a paycheck. They need to know they matter as an individual to the people who employ them.
It is important to recognize that young people are influenced by their use of social media. As a generation who can live for likes, when they show up at a job, they expect to receive acknowledgement that what they are doing that is appreciated by others. Their need for appreciation can be ongoing and they may need to be appreciated frequently. What is rewarded is repeated, so offering employees compliments and encouragement can inspire the effort and accomplishments an employer requires from them.
The time between construction seasons is an important time of year for employers, who can reflect on their wins and losses during the earlier construction season and decide what needs improving during the next season. Doing this can help employers avoid making the same mistakes season after season.
Everyone wins when the leader gets better at what they bring to the business.
SHCA wants to thank all of the wonderful sponsors, exhibitors, presenters and attendees for making the inaugural Infrastructure Summit a resounding success! The goal of the Summit was to feature the excellent companies and individuals of the industry that have helped build Saskatchewan and Canada from the ground up. Check out photos from the Summit:
Mary Van Buren announces her spring departure from the Canadian Construction Association
After six successful years as the president of the Canadian Construction Association (CCA), Mary Van Buren has announced that she will be leaving the association in the spring of 2024.
As the first female president in the association’s long history, she has guided CCA into a new era that is digital first and inclusive. Her focus on modernization was critical in CCA’s ability to navigate the COVID-19 pandemic, while advocating on behalf of the industry and continuing to deliver member value in the face of a global crisis.
Under her leadership, CCA has developed an expanded focus on innovation and best practices and is currently piloting a digital contract service which will roll out in early 2024.
One of the most significant achievements of her tenure has been the review of CCA’s governance model, and the restructuring that allowed the association to be nimbler in addressing member issues. Working closely with the board of directors as well as the governance and nominating committee, Van Buren’s commitment to governance effectiveness has seen the consistent evolution of the model and led to CCA receiving the Governance Award from the Governance Professionals of Canada in 2023.
While her impact on the association is evident, her unwavering commitment to engagement stands as the bedrock of her success at CCA. Through her steadfast dedication to collaboration, she has strengthened the relationship with CCA’s 62 partner associations and developed new strategic partnerships that have not only delivered more value to CCA’s 18,000 member firms but also elevated the profile for the national construction industry.
“The construction industry is essential to Canada’s economic success and quality of life, yet it doesn’t always get the credit it deserves,” said Van Buren. “I am so proud to have brought more attention to an industry that has such a profound impact on our country and affects positive change in our communities every day.”
2023 Fall Economic Statement lacks concrete actions
The 2023 Fall Economic Statement, released near the end of November 2023, focused heavily on necessary housing investment, but fell short in other important areas including measures to shore up Canada’s trade-enabling infrastructure. Approximately two-thirds of Canada’s GDP is from trade, yet the statement remained silent on bolstering Canada’s trade network, which pays for the social infrastructure Saskatchewan enjoys.
The announcement to leverage the Canada Infrastructure Bank to support more housing may finally recognize the fact that more homes cannot be built without the essential housing-enabling infrastructure to support it – a position the industry has repeatedly emphasized to all orders of government. Details on these necessary investments are missing. The industry is expecting to see a long-term, comprehensive infrastructure investment plan in the federal government’s 2024 Budget.
The industry is encouraged that the federal government recognizes the workforce shortage, yet a focus on internal labour mobility rather than more progressive policy changes to immigration are not the answer. Free mobility within Canada is simply not an adequate solution to address the workforce shortage when collectively, Canada does not have enough workers coast to coast. This is why the industry is calling on the government to help address the workforce shortage by overhauling immigration to attract labour from abroad.
Finally, while the commitment to getting major projects built faster is positive, implementation will rely in part on the government’s willingness to review and modernize their procurement practices. This includes considering alternative delivery models and better balancing risk between owners and contractors.
The Canadian construction industry will continue to partner with government to build a strong foundation for a stronger Canada.
Saskatchewan delivers success with mission to Philippines and Singapore
Saskatchewan’s mission to the Philippines and Singapore has concluded with outcomes that exceed expectations. The employer-driven labour recruitment mission to Manila included 26 Saskatchewan employers and resulted in over 1,000 anticipated nominations for permanent residency through the Saskatchewan Immigrant Nominee Program (SINP) in occupations in demand in the province.
“The number one labour market challenge that employers have been having in the past 18 months is a critical shortage of labour across all sectors,” Trade and Export Development and Immigration and Career Training Minister Jeremy Harrison said. “The first priority is always to make sure Saskatchewan residents have the first opportunity, but that has just not been enough lately with over 15,000 jobs posted on the SaskJobs website today and the second lowest unemployment rate in Canada speaking to that fact. The government has responded by partnering with businesses and organizations to engage internationally. The first mission to Poland in September largely focused on Ukrainian refugees. This was the second.
“The success of this mission reinforces Saskatchewan’s position as a top destination for talented individuals all across the world. Saskatchewan’s commitment to attracting talent while strengthening its presence on a global scale ensures a path forward filled with more jobs, opportunities and economic growth.”
The government will be releasing a comprehensive jobs plan to address the labour market shortage this year.
“Working with the Government of Saskatchewan allowed us to focus on talking with welders and painters who are ready to come to Saskatchewan,” Doepker Industries HR Manager Jeff Arthur said. “We were able to interview a lot of candidates thanks to the mission’s organization and structure. Adding core people to our workforce and to our rural communities is a wonderful thing. We’re very proud of our highly skilled and dedicated team members here in Saskatchewan; when given the opportunity to expand on that strong base with skilled tradespeople from outside the province, it makes a world of difference.”
Immigration officials from the Ministry of Immigration and Career Training held 10 information sessions about SINP and living in Saskatchewan that attracted over 500 people. Throughout the four-day event, immigration officials conducted 314 immigration interviews with SINP and Expression of Interest applicants. Attendees also had the opportunity to interview for employment positions from 26 different Saskatchewan employers who were present at the event, representing various sectors, including agriculture, community services, manufacturing and construction trades.
Recruitment missions like this one and the one that took place earlier this year to Poland are aligned with Saskatchewan’s Growth Plan objectives of developing Saskatchewan’s labour force and engaging internationally to support the growth of the province. Saskatchewan will continue to advance international engagements to recruit more people and move forward toward reaching a population of 1.4 million people by 2030.
Saskatchewan adopts 2020 national construction codes
The Government of Saskatchewan recently adopted the 2020 editions of the national construction codes – National Building Code of Canada (NBC), National Energy Code of Canada for Buildings (NECB), and the National Plumbing Code of Canada (NPC) – which were published by the National Research Council in March 2022. The 2020 codes came into effect in Saskatchewan on Jan. 1, 2024.
The 2020 codes, adopted by regulation under the province’s Construction Codes Act, allow the construction industry, architects, engineers, building officials, municipalities and other stakeholders time to review and plan before the busy summer construction season begins. This date also allows the province to fulfill its commitment under the Canadian Free Trade Agreement to adopt national construction codes within 24 months of publication to support the harmonization and timely adoption of codes across Canada. Adoption of the codes will fulfill Saskatchewan’s commitment to Prairie Resilience and Saskatchewan’s Growth Plan.
“Our timely adoption of the national construction codes supports Saskatchewan communities by promoting safe and innovative buildings that will allow for consistency across the industry,” Government Relations Minister Don McMorris said. “These codes will improve new home builds with additional efficiency and safety measures to ensure adequate future proofing of homes for Saskatchewan families.”
Amendments to the Building Code Regulations, Energy Code Regulations and Plumbing Code Regulations came into effect Jan. 1, 2024, as a result of adopting the 2020 national construction codes.
These amendments include:
Consolidating Saskatchewan’s four climate zones into a single climate zone to simplify requirements for the construction industry and individuals when applying energy-efficiency provisions under the NBC and NECB.
Establishing energy efficiency tiers for the construction of buildings which will help to support Saskatchewan’s Growth Plan to build strong communities and support our province.
Under the NECB, Tier 1 will apply for larger buildings.
Under the NBC, Tier 2 will apply for smaller buildings, including houses.
Existing buildings constructed before Jan. 1, 2019, are exempt from these energy efficiency provisions when being renovated.
Clarifying requirements around carbon monoxide and smoke alarms to ensure a consistent approach to enforcement.
Clarifying where backwater valves are required in buildings to prevent sewer backups.
Jack Brodsky named CTV Saskatoon’s 2023 Citizen of the Year
An SHCA board member was named CTV Saskatoon’s 2023 Citizen of the Year for his decades of work as a community builder who has made a difference in the lives of countless youths.
Jack Brodsky, who has lived in Saskatoon since he was four years old, is a graduate of Aden Bowman Collegiate Institute. In 1978, he became a certified engineering technologist though Saskatchewan Polytechnic.
In the following years, Brodsky learned the family construction business while also learning the importance of giving back to the community. He was a co-owner of the Saskatoon Blades from 1976 to 2013, and was instrumental in developing a scholarship program for graduating Western Hockey League players. He’s also volunteered for many organizations and has served on multiple boards.
Read the next issue of Think BIG magazine this spring to learn more about Brodsky’s commitment to the construction industry and his community.
WCB approves 2024 premium rates
The Saskatchewan Workers’ Compensation Board (WCB) has approved the 2024 average employer premium rate to remain unchanged from the 2023 rate of $1.28 per hundred dollars of payroll.
“The primary drivers of the 2024 premium rate are claim costs and payroll,” said Gord Dobrowolsky, the WCB’s chair. “The average premium rate this year will not increase, however we are expecting total costs to continue to rise in the future. This could place upward pressure on premium rates. The WCB’s rate model ensures a balance between stable rates and a fully funded compensation system.”
In 2022, 90 per cent of employers achieved zero injuries and zero fatalities. The WCB is working to support workers and employers across the province to prioritize and effectively manage workplace safety. Currently, serious injuries account for the majority of claim costs within the workers’ compensation system. Approximately 10 to 13 per cent of claims result in more than 80 per cent of costs.
The WCB has a legislative obligation to remain fully funded. In response to changing accounting standards, the WCB has finalized a comprehensive review of the funding policy. The funding policy has been superseded by the sufficiency policy, which measures funding adequacy in a different way. The sufficiency policy reconfirms the WCB’s commitment to hold sufficient funds to balance long-term obligations to workers and employers.
“To help reduce volatility in premium rates under the new accounting standards, the WCB’s sufficiency policy targets a range of between 100 and 140 per cent funded to cover the costs of current and future claims,” said Phillip Germain, the WCB’s CEO. “The 2024 rate ensures we will be able to maintain our funded position.”
Employers can help prevent work-related injuries through effective safety management systems. By working together, all stakeholders can prevent disability through effective rehabilitation and return-to-work plans can help employers reduce claim costs and manage work-related injuries. By reducing the number and severity of injuries in the workplace, industry premium rates will be positively impacted. Employers and the WCB can work collaboratively to develop safety management systems and return-to-work programs to help prevent and manage work-related injuries.
To further support workers and employers, WorkSafe Saskatchewan, the partnership between the WCB and the Ministry of Labour Relations and Workplace Safety, launched the 2023-2028 Fatalities and Serious Injuries Strategy in March 2023. The updated strategy, built on the success of the 2019-2021 strategy, focuses on two key streams of work that will be undertaken to reduce injuries and fatalities – a regulatory and enforcement stream, and a prevention and learning stream. The strategy lays out a direction for working together with stakeholders, including non-profit safety associations, to address high-risk industries and occupations that are resulting in workplace fatalities and injuries.
“The WCB will continue to work closely with employers, workers and health-care providers to support the prevention of work disability through collaborative planning,” said Dobrowolsky. “As we head into 2024, we continue our commitment to eliminate workplace fatalities and injuries in the workplace. It is only together that we will achieve this vision.”
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On March 13, 2024, Sunterra Horticulture (Canada) Inc. pleaded guilty in Yorkton Provincial Court to one violation of The Occupational Health and Safety Regulations, 2020.
The company was fined for contravening clause 3-1 (a) of the regulations (being an employer at a place of employment, fail to provide and maintain plant, systems of work and working environments that ensure, as far as is reasonably practicable, the health, safety and welfare at work of the employer’s workers, resulting in the serious injury of a worker). As a result, the Court imposed a fine of $50,000 with a surcharge of $20,000, for a total amount of $70,000.
One additional charge was withdrawn.
The charges stemmed from an incident that occurred on September 16, 2021, near Hyas, Sask., where a worker was seriously injured while attempting to dislodge a pallet and bale of peat moss.
The Saskatchewan Association of Rural Municipalities (SARM), alongside their member RMs, emphasizes both highlights and concerns regarding rural communities across the province in this year’s provincial budget.
“Today’s budget includes many priorities that our members have been asking for, although not perfect, we feel items in this budget go a long way to support our RMs and the people who live in rural Saskatchewan,” said Ray Orb, SARM president.
SARM is pleased with the increase, recognizing that RMs are a key component in driving Saskatchewan’s economy.
“More funding is always welcome, RMs have a major responsibility to provide a level of service and infrastructure expected by the major sectors driving Saskatchewan’s economy,” said Orb.
The municipal revenue sharing model is unique to Saskatchewan and SARM is pleased with the increased dollars being invested by the province. This funding goes a long way to supporting RMs in the future.
Agriculture is the backbone of rural Saskatchewan and SARM is pleased with the record investment in the Ministry of Agriculture this year. Key asks from SARM, such as increased Business Risk Management program funding, increased investment in weather stations for data collection and the commitment to irrigation are all being addressed. SARM supports the direction the province is taking in these critical areas.
As stated in the lead up to SARM’s annual convention, SARM has been advocating for the launch of the water management infrastructure known as the Lake Diefenbaker Irrigation Project. This project has been in the making for a long time and will positively impact RMs into the future, increasing crop diversity and farm profitability through irrigation.
SARM is appreciative of the province’s investment of $20 million and commends their commitment to this transformational project.
“We appreciate the government’s recognition of the importance of this project,” said Orb. “Irrigation is a key component to economic growth in rural Saskatchewan and this project will go far in supporting that.”
The competition to attract and retain qualified medical professionals is particularly fierce. As the pressure on urban health care facilities increases, there is an equally dire need to support, maintain, and grow rural health care programs.
It will take a collaborative partnership with the government, along with health care partners, to create a wholesome, informed and triaged approach to ensure the people living in rural Saskatchewan receive the health service and care they deserve.
The funding towards rural recruitment and nurse practitioners is something that SARM members have been asking for. These steps in the budget are encouraging in the path towards proper rural health care.
Funding for rural road and bridge infrastructure is imperative for RMs to continue to provide key economic sectors with a strategic transportation network that is effective and well maintained.
While there is a modest increase in Rural Integrated Roads for Growth funding, the challenges and expenses of maintaining critical rural infrastructure continue to rise and there are concerns regarding the level of investment in vital services such as roads and infrastructure. With the current inflation and the vast inventory of rural infrastructure, RMs will require stronger support going forward. SARM will continue to ask for more funding to allow RMs to renew and maintain rural roads.
“While we recognize the challenges in balancing various priorities within budget constraints, we urge the government to ensure RMs have sufficient funding to maintain critical rural infrastructure across the province,” Orb said.
Moreover, SARM emphasizes the need for continued collaboration between the provincial government and RMs to address ongoing issues such as agricultural sustainability, health care, rural policing and rural infrastructure investments.
