What falls under the category of heavy construction?
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Highways, roads and parking lots are just a portion of the list of infrastructure being built by the heavy construction industry, which means there is a significant opportunity for the SHCA to grow its membership.
The SHCA is over 200-members strong, but there are more businesses out there that the association would like to reach and welcome. Broadening the scope of members to represent businesses in all aspects of the industry will help build more connections in heavy construction, which is necessary to ensure the continued vitality of the association.
The board of the SHCA as well as its president, Shantel Lipp, are discussing the opportunity that exists to grow the membership. They are interested in hearing from businesses about the value of their SHCA membership, and are determining how to broaden and promote the appeal of being a SHCA member.
When a new commercial or industrial site needs to be prepared and excavated, that falls within heavy construction. So does the construction of sidewalks, curbs and gutters. Being clear about the types of work being done by those in the industry will be important to be able to attract and represent a broader membership.
To identify what types of businesses form the heavy construction industry, the association looks to Statistics Canada information as well as the road construction and earthwork rate code used by the Saskatchewan Workers’ Compensation Board.
Dirt, gravel, concrete and asphalt often come to mind with heavy construction, but what about water, trees, air and more? There is work around water infrastructure, such as dams, irrigation structures, hydro-electric and water diversion tunnels, water and sewer lines, water drainage and irrigation ditches, minor bridges and ice harvesting, all of which is considered heavy construction.
Logging and silviculture operations as well as businesses in landscaping, tree trimming, park development, tree thinning, compost, land reclaiming and lawn sprinkler installation are all within the WCB R code that classifies heavy construction. Land clearing, brush cutting and stumping are in there too, as are peat moss production and hauling.
Airports and airfields are another type of project done by heavy construction companies. There are those using cats and bobcats to do dirt work as well as backhoes to excavate cellars, basements and foundations. Those who work in gravel – crushing, hauling and stockpiling it – as well as claypits would qualify as well.
Then there are wires, pipes, cables tanks and more that is underground to think about. Trenching for wire conduits, plowing and directional drilling to install cable line falls into this code. Horizontal or augering services and boring services do too, as does septic tank installation. Pipeline construction, including gas lines and maintenance, repair, testing and stringing is heavy construction. Powerline and telephone line construction, maintenance and removal (other than the provincial government and SaskPower) qualify too.
Painting roads and parking lots falls in the WCB’s R code, as does maintaining, sanding and scarifying parking lots and roads. Equipment rental and incidental maintenance with operators, including cranes, as well as pneumatic concrete pumping and mudjacking are in the code too.
Moving buildings and shredding tires might not be obvious, but they are a part of heavy construction. Corral and feed lot cleaning as a business, as well as manure spreading, mowing of the right of way and custom rock picking are there too. So is railway construction and removal.
The SHCA is member-driven, so even before these future members have joined, their interests are being considered so the association can provide the best representation, advocacy and services to the industry as a whole. These future members can be located anywhere in Saskatchewan and can be large or small companies.
Those who are looking for an association to join to find someone to represent their interests, advocate for them and offer services that benefit their business are invited to contact the SHCA to learn more about how the association can benefit them and to share what they would like to gain from being part of an industry association.
McDougall Auctioneers: successful auctions, liquidations and consignment sales across North America
Photo: McDougall Auctioneers
The hamlet of Langbank was the backdrop of what would eventually become one of the largest auction houses in the country. In 1982, brothers Terry and Loren McDougall began holding farm auctions in their hometown in southeastern Saskatchewan, and before long, they were doing 30 farm auctions a year. In 1985, Loren decided to move to Regina to pursue commercial auctions as well as farm auctions.
Today, McDougall Auctioneers has upwards of 90 employees with facilities in Regina, Saskatoon, Brandon, Winnipeg, Edmonton, Toronto and Montreal. It is one of the leading auctioneering and appraisal companies in Saskatchewan and has developed a solid reputation for reliable appraisals and for successful auctions, liquidations and consignment sales.
Chad Guay, vice president of sales, says the company stems from humble origins, with consignment sales in various industries and has grown and developed into a broad spectrum of categories ranging from commercial equipment, business inventory and liquidations to real estate and industrial equipment.
“Regina is still our headquarters, and I would say that a lot of our sales still come from the Regina office. We just started Alberta about two years ago. Does Alberta have the potential to surpass Regina? It might someday because there’s much more equipment. That being said, Toronto has a lot of equipment, so that could become more important. But as of right now, Regina is still the predominant leader in our locations,” said Guay.
He says that McDougall is pleased to be an SHCA member and has managed numerous auctions of heavy equipment in the province. Most construction auctions are usually in the $6 million to $7 million range, but the company has had sales of up to $20 million. However, that large of a sale is rare, as a company with that value of equipment would likely be merged or acquired into an existing company rather than sold piecemeal.
Online auctions provide the company with the option to sell equipment where it sits. This enables McDougall to serve customers in remote locations as well as urban centres, regardless of whether or not McDougall has a physical location there.
The biggest change in the industry has been the development of online auctions. Guay says McDougall was a pioneer in this development and introduced its own software in 2011. At that time there was no commercially-available online auction software, so the company had to develop its own, which McDougall maintains.
“Loren was the first one in Canada to use online bidding,” said Guay. “He always jokes around that he should have patented it, as he ended up paying for the software, which made quite a big difference. There are lots of other auction houses out there that use software that is not their own and there will be thousands of companies using that software. We use our own bidding software on our own website.”
Online bidding has continued to increase in popularity since its inception and the COVID-19 pandemic accelerated this approach. As each generation becomes increasingly attached to virtual events, the demand of in-person auctions has diminished. In fact, Guay says McDougall has not held an in-person auction since 2018.
“It’s hard to get people to commit to an entire day for a sale, let alone a five-day sale,” said Guay. “Right now, we are prepping for a five-day sale and it’s almost impossible to get people to commit to attending a sale that is that long. People just don’t have the time or attention to attend that long of an event.”
Online auctions provide the company with the option to sell equipment where it sits. This enables McDougall to serve customers in remote locations as well as urban centres, regardless of whether or not McDougall has a physical location there. In the case of heavy construction equipment, which can come with a steep price tag, Guay says the company makes every effort to ensure that buyers have every tool at their disposal before making a decision. That means providing photos, pertinent information and, if necessary, buyers can still come in-person to see the equipment first-hand.
Photo: McDougall Auctioneers
“We take about 75 pictures per asset, and we also have video. Obviously, our video of a backhoe is the backhoe driving forwards, backwards and lifting, but it doesn’t show it digging a hole or a ditch, but you can see if it works or not,” he said.
The other recent significant issue for the heavy construction industry has been high prices due to supply chain issues. As new equipment was difficult to obtain, the demand for used equipment has grown considerably, leading to increased prices at auction sales. Although this appears to be levelling off, Guay says that the numbers will likely remain strong for the coming months. With oil and gas prices remaining high, and U.S. shale oil production on the rise, the demand for equipment should continue.
With online bidding now the norm, the number of international buyers has also been increasing. Even with shipping costs, Guay says the company is selling equipment to buyers from as far away as Pakistan and the United Arab Emirates. McDougall will help facilitate the shipping, but the buyer is ultimately responsible for making their own arrangements. Although there are a number of auction houses in the province, Guay says that McDougall stands apart because of its transparency.
“Anyone can be an appraiser, or sales broker or an auctioneer,” he said. “However, not everyone is transparent, or they won’t back up their appraisals with proposals. We pride ourselves on doing that. When we jot a number down, we’ll back it up.”
Guay says that the company also provides plenty of advice and counselling to customers, especially those who have not gone through an auction process before. There are also various issues and circumstances that can come up and customers often turn to McDougall for their suggestions. “We pride ourselves on providing an answer. A lot of people don’t know what to do in certain situations, so we like to consult as best as we can with the skill sets we have available,” he said. Over the years, the company has been involved in several unique auctions. For example, it auctioned vehicles from the popular television series, Corner Gas, and it sold the giant Saskatchewan Roughriders sign that was removed from the old Mosaic Stadium in Regina.
As for the future, Guay says the company intends to concentrate on expanding its Alberta operations, increasing its presence in Ontario and Quebec, strengthening its market share of the agricultural sector on the Prairies and potentially expanding into the U.S.
Building the Workforce for a Growing Economy: The Saskatchewan Labour Market Strategy lays out the province’s response to its ongoing labour shortage
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More people are working and living in Saskatchewan than ever before, and the province has experienced significant growth in sectors including agriculture, mining, energy, construction and manufacturing.
However, this growth has also led to workforce shortages and skill mismatches, which are obstacles to the province’s sustained economic development. A recent report calculates that the cost of 4,000 unfilled jobs in Regina alone represents close to $500 million in lost GDP each year.
Building the Workforce for a Growing Economy: The Saskatchewan Labour Market Strategy, announced by Premier Scott Moe this past March, was developed by the Government of Saskatchewan to set out a framework for addressing these labour market challenges in the province’s rapidly expanding economy, outlining how the province is addressing these challenges.
Premier Moe introduced the strategy with his own one-page summary and message:
With record capital investment and one of the most sustainable and highly competitive business environments in the world, Saskatchewan is growing at its fastest rate in the last century…. This remarkable growth, fuelled by tens of billions of dollars in new investment and explosive growth in the value of Saskatchewan exports, has led to the creation of tens of thousands of new jobs and one of the lowest unemployment rates in the country. As the provincial economy continues to thrive, it is important to have a workforce that aligns with the needs of Saskatchewan’s labour market. The number one challenge employers are facing as a barrier to the continued rate of growth in our province is developing a labour force that maintains pace with the opportunities our economic success is creating…. To address the immediate and critical workforce shortages, the labour market strategy provides a blueprint to ensure we capitalize on the existing and emerging opportunities.
The 32-page document describes strategic investments, partnerships and broad policy interventions, and lists dozens of specifically targeted programs and the money being spent to implement them, recognizing the need for a skilled workforce across diverse industries to meet the province’s evolving economy. It focuses on the need for collaboration among government, industry, educational institutions and other stakeholders to enhance workforce skills, promote inclusive economic participation and align labour supply with demand to foster economic growth and prosperity.
Tailoring programs to equip workers with the skills they need
The strategy begins by summarizing current labour market trends, including demographic shifts, technological advancements and industry-specific demands, noting that by understanding these trends, the province’s policymakers are better able to tailor programs that will equip workers with the skills they’ll need for emerging industries. Programs include vocational training initiatives, apprenticeship support and lifelong learning opportunities.
The strategy emphasizes that collaboration with industry stakeholders is essential, and that fostering partnerships between education providers and industry to identify current skill gaps, inform curriculum development and facilitate work-integrated learning opportunities will ensure that graduates are equipped with the skills the labour market needs.
It recognizes the need to attract and retain skilled talent both from other parts of Canada and internationally, and acknowledges the need for advancing credential-recognition services, so that newcomers to Saskatchewan can work in their chosen professions and in the jobs they’ve been trained to do.
Another priority of the strategy is to remove systemic barriers to employment for underrepresented groups in the workforce. By emphasizing training initiatives, upskilling opportunities for in-demand jobs and other supports for First Nation and Métis communities, women, newcomers, persons with disabilities and the unemployed and underemployed, the strategy aims not just to promote inclusivity and diversity, but also to tap into a broader talent pool to alleviate the labour shortage.
“When you read through the report, it sounds very optimistic, but when you go and talk with employers, I don’t see it connecting as much as it should be.”
– Rosalie Hughes, Hughes Recruitment
Recognizing that programs and policies that create a supportive ecosystem for innovation and entrepreneurship will help to diversify and grow the province’s economy, it also includes initiatives to support startups, attract investment and commercialize research and development. The strategy, emphasizing the importance of regional development, includes targeted initiatives to support economic growth in rural and remote communities, as well as some that specifically address the challenges faced by particular regions.
It notes the importance of establishing key performance indicators that track the effectiveness of its various programs to assess outcomes related to skills development, employment and economic growth, and make informed decisions and adjust its approach as needed.
Too many talented people are unemployed or underemployed
Although targeted supports are available to help Saskatchewan employers recruit, train and retain their employees, including the Saskjobs.ca job board, “there still needs to be a better bridge between the programs and employers for them to feel the effects of them,” said Rosalie Hughes, founder and CEO of Hughes Recruitment, a Saskatoon-based executive search, trades, labour and high-volume project recruitment and consulting firm. “When you read through the report, it sounds very optimistic, but when you go and talk with employers, I don’t see it connecting as much as it should be.”
There are provincial supports for various demographic segments of the population, but too many talented people are still unemployed or underemployed, she says. “Saskatchewan is not as progressive as some other provinces” in terms of flex-work, for example, adding that “a significant proportion of the province’s labour shortage is due to its aging population.”
About 700,000 of the four million Canadians who work in trades are set to retire by the end of the decade, according to Employment and Social Development Canada. However, people who have retired or are nearing retirement might want to work part-time, she says, and parents of young children may have “half-time availability” if they could find suitable daycare arrangements.
“There’s still a huge gap,” Hughes says, to be bridged between provincial accreditation and newcomers with out-of-province or international education, credentials and experience. “There’s a lot of great talent out there,” said Hughes, “and companies in the province are becoming more understanding of the backgrounds of people coming into the workforce – international, Indigenous, women.”
She says she is starting to see employers offering part-time work as well as paid parental leave for both women and men in formerly male-dominated industries like construction, “which wasn’t as much a consideration in the past,” and training and encouragement for previously underrepresented groups much earlier in the school system for trades, construction and mining.
“People in Saskatchewan are very passionate about mentoring in these areas,” she said. “There has also been a lot of headway made in the province on what reconciliation means as a commitment, even in employment practices.” Many of Hughes’ own clients have participated in the Saskatchewan Indian Institute of Technology’s work-shadowing program.
Headway made on what reconciliation means in employment practices
The labour shortage is impacting all businesses, but especially smaller contractors, who don’t have as much flexibility,” said Hughes. “Ideally, we look locally first [when recruiting], but now talent comes from all across the country. It’s creating a lot more travel to execute the projects on time, which has a huge impact on the budgets. Companies now may have a strategic relationship or joint venture with someone who might have been a competitor before, just to be able to staff a project.
“Candidates are looking for something out of the experience, as well. People don’t just want to work for a company anymore, they truly want to work for more purpose. Compensation is important, but it’s pretty standard across industries, so it’s the little perks and little pieces of flexibility that go a long way. Companies that are doing well have a clearly defined employer value proposition, speaking about their values and drawing people into their values.
Small businesses that can create that culture and genuinely care for their employees don’t have as much trouble attracting real talent because they treat people well and their employees tell everyone about that.”
Making changes to ill-fitting PPE and workplace culture benefits both men and women in construction careers
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There has been much dialogue regarding women in construction and advocating for changes in the industry, especially when it comes to personal protective equipment (PPE) and workplace culture.
What if improvements in both these areas were long overdue regardless of gender?
PPE
Updated 2023 legislation in Ontario states, “Personal protective clothing and equipment that is provided, worn or used shall be a proper fit, having regard to all relevant factors, including body types.” This legislation was introduced with women in mind, but wearing proper fitting PPE is in everyone’s best interest. Think about this regarding safety glasses, fall protection harnesses, gloves, ear plugs and more.
It is common to find “one-size-fits-all” PPE on a project site, but all men are not six feet tall and 200 pounds, either. It isn’t just about donning the safety equipment, but protecting the worker from the hazard of the task at hand.
Safety protection is not one-size-fits-all, yet often the gear on site is one size only.
Have you ever spotted someone with safety glasses sliding down their nose, harness shoulder straps falling off, gloves that are too big or ear plugs falling out while they work? Each one of these scenarios creates its own safety hazard. Safety protection is not one-size-fits-all, yet often the gear on site in one size only.
How do employers end up with ill-fitting PPE on site? Most often, the culprit is lack of education. In many situations, the person who is tasked with ordering the company’s PPE may be doing this as “another duty as assigned” and has never been properly trained in its requirements. If this sounds familiar, don’t hesitate to reach out to a health and safety firm to wade through this unknown (and often confusing) territory.
Workplace culture
Construction culture has come a long way since the days of catcalling, hand gestures and politically incorrect comments directed at co-workers, but there is still some work to do. The construction environment has not always been kind or healthy to all men on site. Often, the people who are carrying out any “teasing” at work believe that it’s part of a “tough love” approach.
However, it’s 2024, and this “tough love” approach does not have a positive impact. For men who are on the receiving end of workplace teasing, ask them if they enjoy coming to work every day. Most often, their response is, “No, I [expletive] hate it.” When it’s projected that the Canadian construction industry will be short by almost 300,000 workers by the year 2032, does it really make sense to drive away the good talent it does have? The same applies to women on site.
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When a male worker makes remarks to female workers such as, “Hey, get back in the kitchen,” or, “We’re the muscle, she’s just the eye candy,” please speak up. Become the ally who is needed to make this sector more inclusive. Men who notice that when sitting at the boardroom table, every time a female co-worker starts to speak, someone cuts her off, please be the ally who says, “Hold on, I’d like to finish hearing what Rose has to say and then we can move on to you.” As a man or woman who witnesses a man receiving unwelcomed comments, be the ally that they need.
People need to come together collectively to speak up about negative behaviour. Only then will the changes needed throughout this industry start to be seen. This can be difficult or uncomfortable to address, but what is accepted becomes the culture.
As an employer or supervisor, if this sounds familiar, it may be time to get the house in order. It’s expected that Canadian provinces will be ramping up legislation to address workplace harassment in the near future. There are many benefits to an inclusive workplace. How is better talent attraction and retention, higher employee engagement, increased innovation and creativity, and enhanced decision-making not good for business?
While addressing certain problems in the construction workplace may be framed as accommodating women in the industry, the fact is that these safety and cultural changes are what’s safe and healthy for everyone on a work site, regardless of gender.
Spotlighting current and potential issues in the industry
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With an ongoing national housing crisis, the government’s prioritization of a low-carbon economy and the mounting workforce shortage, Canada’s construction industry is in the spotlight.
Representing more than 18,000 member firms, the Canadian Construction Association (CCA) is capitalizing on the political attention to advocate for strategic investment and policies that will support rather than hinder efforts to build a stronger Canada.
Next steps for the National Infrastructure Assessment
Investment in corresponding infrastructure for every new home built
A long-term plan to fill the gap in trade-enabling infrastructure
Modernization of procurement strategies to support shared risk
Meaningful collaboration with provinces, municipalities and industry
Estimates by the Federation of Canadian Municipalities indicate that each new housing unit requires $107,000 in public infrastructure investment, which means an additional $128 billion is needed to build, support and connect these homes to essential housing-enabling infrastructure. This represents a major shortfall in investment. The focus on measures to ease lending for homebuying and rezoning may only serve to exacerbate demand in the long-term with no real vision on how to increase supply.
Rodrigue Gilbert
CCA voiced these concerns at its Meech Lake meeting in May. This meeting is a chance for industry experts from across Canada to connect with senior federal government officials to discuss critical issues affecting the industry. By working together with the Government of Canada, the construction industry can continue building resilient and sustainable infrastructure for the benefit of all Canadians.
The second of these biannual meetings is scheduled for the fall to provide another touchpoint ahead of CCA’s annual Hill Day in November. Last year’s Hill Day was CCA’s most successful yet, with close to 100 industry experts meeting with parliamentarians from all parties and regions to champion construction, and reaffirm the value of the industry to Canada’s economic growth.
Awareness to action: construction’s progress on net zero objectives
CCA released an update to its 2021 Strength, resilience, sustainability white paper in June. This broader report highlights the progress made by industry, explores the links between climate risk and infrastructure decisions and discusses the path forward in confronting the climate crisis. It also serves as a springboard for discussions with government on the need for greater investment and supportive policies to not only achieve net zero objectives, but also protect Canadians and the infrastructure they depend on daily from the escalating threats of extreme climate events.
CCA’s recently published ICIC Construction Sector Quarterly Insights Report observed that the industry is making significant gains in sustainability practices. Despite its history as a contributor to greenhouse gas emissions, the sector is swiftly embracing measures to curb its environmental impact. There has been a notable decrease in emissions intensity across various infrastructure assets, and investments in clean technologies and materials are rising.
Continued work on trade-enabling infrastructure
The industry is gaining traction in its pursuit of a trade-enabling infrastructure investment strategy. Canada’s premiers called on the federal government to convene a First Ministers’ meeting dedicated to discussing the priorities of a strategic trade corridor infrastructure federal program, and its link to Canada’s economic growth and competitiveness.
With an estimated 300,000 workers set to retire in the next decade and increasing construction demands, there is a real need to partner with the federal government on workforce development strategies. While progress has been made, there’s still much work to be done.
CCA achieved some headway with the federal government on rebuilding Canada’s workforce through immigration reform. Immigration targets were increased, and a new process was announced under the Express Entry program to welcome skilled newcomers with work experience in occupations considered a priority in Canada, including construction.
However, ongoing dialogue will continue as the government needs to create a more supportive environment to alleviate the labour choke points. This includes changing an outdated immigration point system and working with provinces to ensure better skills matching.
Stay in touch!
Count on CCA to be a collaborative partner to the SHCA, providing helpful tools, sharing best practices across the country and being a voice with the federal government.
In the bustling world of construction, where physical labour and stringent deadlines dominate the landscape, psychological health often takes a backseat. However, recognizing and addressing psychological health issues in the construction industry is not only crucial for the well-being of the workforce, but also for the overall productivity and safety of the industry.
Construction work is inherently demanding, involving long hours, physically strenuous tasks and often dangerous working conditions. Workers face constant pressure to meet tight deadlines, which can lead to high levels of stress. The nature of the job often requires employees to work in harsh environments, endure extreme weather conditions and operate heavy machinery, all of which contributes to physical and mental fatigue.
Moreover, the transient nature of construction projects can disrupt workers’ personal lives, leading to instability and a lack of consistent social support. Frequent relocations and time spent away from family can exacerbate feelings of isolation and loneliness, further impacting psychological health.
Global statistics paint a concerning picture of psychological health in the construction sector. The latest U.S. Bureau of Labor Statistics annual report on occupational injuries revealed a 7.7 per cent increase in construction fatalities and a 13.1 per cent increase in suicides in 2022 over 2021.
In Saskatchewan, from 2014 to 2023, the Workers’ Compensation Board (WCB) accepted 1,848 workplace psychological injury claims. In 2023, 235 workplace psychological injury claims were accepted, with 181 of those claims being time loss claims. Sadly, there was one fatality in the province, as a result of a psychological injury claim. These alarming trends underscore the urgent need for psychological health and safety awareness and support within the industry.
The implications of poor psychological health extend beyond the individual, affecting the overall efficiency, productivity and safety of construction projects. Psychological health issues can impair concentration, decision-making abilities and overall cognitive function. This can lead to increased errors, safety incidents and injuries on the job site, posing risks not only to the affected worker, but also to their colleagues.
Productivity also suffers when workers are grappling with psychological health challenges. Absenteeism and presenteeism (when employees are physically present, but mentally disengaged) can lead to project delays and increased costs. In an industry where deadlines and budgets are critical, the economic impact of untreated mental health issues can be substantial. One Prince Albert-based general contracting company has been focusing on building their psychological health and safety program.
“We see mental health in the workplace as the next logical step in our health and safety program,” said Keith Bird, internal operations manager at RNF Ventures. “We see this as an important part of the evolution of workplace safety. We just want to be part of it, if not out in front.” Bird says there are challenges to overcome in order to build an effective mental health program in this industry.
One of the biggest barriers to addressing mental health in construction is the stigma associated with it. The industry has long been characterized by a “tough guy” culture, where showing vulnerability is often seen as a sign of weakness. This cultural norm discourages workers from seeking help or even acknowledging their struggles.
“We see this as an important part of the evolution of workplace safety. We just want to be part of it, if not out in front.”
– Keith Bird, RNF Ventures
“I think there’s still a stigma out there. I compare a job crew to a sports team. The days of coaches ruling through fear and intimidation [have come] to an end,” said Bird. “We’re seeing the same thing in our industry. Workers aren’t afraid any longer to ask questions and challenge decisions. That helps eliminate the stigma.”
To combat this stigma, it is essential to foster an environment where mental health is openly discussed and prioritized. Employers and industry leaders must take proactive steps to create a supportive culture that encourages workers to speak up about their mental health without fear of judgment or repercussions.
“[Our] end goal would be that we’d have a situation in our workplace where we would have our guys feel comfortable with the people that they’re working with, or feel that it’s a safe enough space that if they’re having some difficulty, they could say, ‘Hey, you know guys this needs to change,’ or, ‘I need to do something different here.’”
Three years ago, WorkSafe Saskatchewan launched the psychological health and safety program on its website, worksafesask.ca. This program supports employer awareness and development of psychological health and safety knowledge.
In 2023, WorkSafe Saskatchewan launched its first community of practice for the construction industry in collaboration with Dr. Joti Samra of My Workplace Health and Merit Contractor Association. The group met every month in 2023 and used resources available through WorkSafe Saskatchewan to support RNF Ventures and another Saskatchewan construction company in developing an action plan to address key psychological health and safety issues in their organizations.
The WCB’s prevention team supported a research study in partnership with Ian Lewis, an occupational therapist and employee well-being practitioner based in Regina. The research published in Frontiers in Rehabilitation Sciences (frontiersin.org/journals/rehabilitation-sciences) in March 2024 identified powerlessness in a subtheme, “I’m not the same as I was, but I really don’t have a choice but to work.” One participant expressed this powerlessness as “my opinion and experience didn’t really factor in when I was on my road to wellness.” Study participants indicated that co-worker, supervisor and employer-level characteristics play an important role in helping workers return to work. Worker input into a return-to-work plan is critical to psychological well-being.
Bird says that the psychological health and safety program gives RNF Ventures a competitive advantage in the industry. “Our hope is that it makes our company better and … makes it a better place to work and … maybe that’s one of the reasons that we get a new hire,” he said.
The construction industry, with its unique set of challenges, cannot afford to overlook the importance of mental health. By breaking the stigma, implementing effective mental health initiatives and fostering a supportive work environment, the industry can not only improve the well-being of its workforce, but also enhance productivity and safety. It is time for the construction sector to build a foundation of mental health awareness and support, ensuring a healthier and more resilient future for all its workers.
“The communication alone that’s going on around mental health within the industry … it’s top of mind with lots of industry organizations,” Bird said. “You see people talking about it [and] that’s a big first step and I think I think we’re moving in the right direction.”
WorkSafe Saskatchewan is developing a mental health awareness campaign for the province, with a focus on supporting leadership to work toward reducing the stigma of mental health in the workplace. To learn more about the psychological health and safety supports that WorkSafe Saskatchewan offers, go to worksafesask.ca/resources/psych-health-safety-resource-centre.
Six common misbeliefs that can (but shouldn’t) prevent people from running
If you live in rural Saskatchewan, chances are you’ve met or chatted with a local member of council. That’s probably because you know them as the cattle rancher who lives down the road, the teacher who taught you in high school or as one of the hockey moms you see at the arena on Saturday mornings.
Have you ever thought of being that councillor yourself? We’re hoping the answer is “yes.” Before you likely follow that “yes” with a “but,” consider this: most of the hesitations people have about running for council have to do with outdated stereotypes and flat-out myths.
To help dispel those, here are the facts behind six common misbeliefs that can (but shouldn’t) prevent people from running for council.
1. “I’m not an expert on municipal government.”
You don’t have to be. In fact, what’s more important than any expertise is that you care about your community and are willing to learn. After all, a municipality is the “frontline” level of government, which means it’s as much about people and advocacy as it is about policies.
Care can’t be taught, but the ins and outs of municipal council certainly can.
2. “I don’t have any political experience.”
That’s okay. Chances are you already have a lot of skills and abilities that are transferable to the elected official’s role. For example, think about your volunteer experience, community involvement, family life and any other practical experiences that have taught you how to work as part of a team, make decisions, look at both sides of an issue, prioritize, advocate and lead.
3. “I’m more of a listener than a talker.”
Being a good listener is actually one of the most important traits that a councillor can have. Council members are entrusted with making decisions that directly affect the daily lives of residents, families, local business owners and many others in the community. That trust begins with listening and learning.
Other important personality traits are honesty, patience, empathy, trustworthiness, curiosity, objectivity, respectfulness and optimism.
4. “It seems like a big time commitment.”
Being a councillor is a four-year commitment. It’s important not to underestimate the amount of time and dedication required to be an effective member of council, especially if you’re also managing a full-time job.
The good news is that you’re probably already meeting with your community and spending a lot of time thinking about the issues and changes that affect you and your neighbours. When you’re a councillor, that time simply becomes more structured. For example, if elected, you should plan to attend:
Regular and special council meetings and
Committee meetings and
Conferences and conventions and
Seminars and workshops and
Special events that promote your municipality
5. “I’m more community-minded than political.”
Guess what? That sounds like a councillor. Do you love that sense of community and the neighbours-help-neighbours philosophy that’s entrenched in rural Saskatchewan? Do you want to see our farmers, ranchers and entire agriculture sector prosper?
If the answer is “yes,” we hope you can also see that Saskatchewan needs community-minded citizens like you to represent your municipality and provide insights that will lead to better services and quality of life for the communities you champion.
6. “It doesn’t seem like I’d fit in.”
We’re pretty sure that’s code for: “I don’t see myself represented when I look at local councillors.”
Well, that’s something we want to change. Representation absolutely matters. As a councillor, your lived experience and unique background are strengths, not weaknesses. So, if you don’t see councillors that are your age, or gender, or that have your disability or unique point of view, don’t let that stop you from seeking election. Saskatchewan needs citizens like you to assume leadership roles and to shine light on the blind spots and opportunities that you see so sharply.
To answer more of your questions, including how and when to file your nomination, head to saskatchewan.ca to read “Running for Municipal Council.”
Make the difference only you can make. Run for municipal government!
Municipal Government 101
Rural municipalities are governed by a council, consisting of a reeve and councillors who represent a numbered division within the rural municipality.
A councillor’s main role is to make decisions and establish policies about the services that a municipality provides to its citizens, including how those services will be delivered.
SARM Will Be There to Help
Once elected to council, SARM will always be there to help councillors with their duties. SARM has resources such as training programs, webinars and mentor groups, to name a few. So, remember: your wins are our wins, and together we’ll make rural Saskatchewan stronger.
Grants totalling more than $1.3 million have been awarded to 55 projects that will improve traffic safety in 49 communities across Saskatchewan.
The grants are coming from the Provincial Traffic Safety Fund, helping to fund projects that focus on different aspects of traffic and pedestrian safety, including:
Installation of artwork by youth on Cote First Nation as an effort to prevent impaired driving;
Addition of speed display signs, speed bumps and signage to improve traffic safety around intersections in Arcola; and
Installation of pedestrian crossing signs in Moose Jaw to improve safety for vulnerable road users.
“I am thrilled to see communities benefit from the Traffic Safety Fund with projects that will make Saskatchewan streets safer,” Minister responsible for SGI Dustin Duncan said. “I would like to thank those who submitted applications and encourage all municipalities to consider applying for traffic safety projects in their communities.”
Provincial Traffic Safety Fund grants range from $1,148 to $100,000. The maximum amount of funding municipalities and Indigenous lands or territories can apply for is $100,000. Provincial Traffic Safety Fund grants are awarded to communities twice a year, using proceeds from Photo Speed Enforcement. With this latest round of grants, $11.5 million has been provided through the Provincial Traffic Safety Fund since its establishment in 2019.
Applications are currently being accepted for the next round of funding. The application deadline is Sept. 30, 2024. Eligible traffic safety initiatives must focus on one of the following priority areas: speeding, impaired driving, distracted driving, aggressive driving, vulnerable road users, medically-at-risk drivers, occupant protection and intersection safety.
Applications are reviewed by a committee made up of representatives from the Saskatchewan Urban Municipalities Association, the Saskatchewan Association of Rural Municipalities, the Prince Albert Grand Council, the Saskatchewan Association of Chiefs of Police, the Ministry of Justice, the Ministry of Highways and SGI.
SaskWater finished the 2023-24 fiscal year with solid financial results, including $8.7 million in net income, up from $8.6 million the previous year.
Of the Crown corporation’s $87 million investment in capital projects, the most significant initiative was the Regina regional non-potable water supply system. SaskWater and its local contractor completed installation of 65 kilometres of pipeline between Regina and Belle Plaine in 2023, joining the new transmission system to existing water supply infrastructure.
“Our government is committed to growing Saskatchewan’s economy, and SaskWater has furthered this goal by significantly expanding the type of infrastructure that fuels investment,” Minister responsible for SaskWater Dustin Duncan said. “Supporting industry will help us grow our population, create more jobs and establish a better quality of life for all Saskatchewan people.”
The pipeline is positioned to serve several value-added agriculture projects announced for the Regina area. The system’s phased construction design allows additional capacity to be added as customer demand grows, helping SaskWater provide timely and competitive services.
SaskWater also contributed to the province’s goal to expand irrigation in Saskatchewan. SaskWater collaborated with the Water Security Agency to expand irrigation service along its Saskatoon southeast water supply system. The canal system currently serves three potash mines and provides irrigation to 20,000 acres of land. In 2023-24, SaskWater expanded its irrigated acres by 3,000 and gained approval to grow that number to 7,700, with a total of 15,000 acres identified for irrigation expansion by 2026-27. SaskWater also looks forward to providing service to SaskPower’s new Aspen gas-fired power plant, set to come online in 2027.
In partnership with a start-up Saskatchewan tech company, SaskWater implemented a new service offering for communities that require occasional or temporary assistance with troubleshooting or staffing of their water and wastewater facilities. Through this partnership, SaskWater is well positioned to help smaller communities that could benefit from its experience and expertise.
“We look forward to building relationships and trust with municipalities across Saskatchewan,” SaskWater President and CEO Doug Matthies said. “In doing so, we hope that these new partners will look to SaskWater should they need broader solutions down the road, particularly in terms of potential regional benefits.”
SaskWater recorded its highest ever customer satisfaction rating in 2023-24, with a score of 8.5 out of ten. A total of 92.5 per cent of customers surveyed reported satisfaction with SaskWater services with several significant customer water supply agreements being renewed and extended over the long-term.
In order to maintain and improve these standards of service delivery, SaskWater implemented innovations in technology in the areas of customer sales and service, GIS mapping and safety. An added emphasis on operator training with tools such as drones and remotely operated vehicles also expands the services SaskWater can provide to its customers.
SaskWater owns nine water treatment plants, three wastewater facilities, 136.94 kilometres of canal and 1,055 kilometres of pipeline currently in service.
