This new labour-management model has proven success- ful in mobilizing large labour force requirements for places such as the Ft. McMurray oil sands, numerous large infra- structure projects, and more recently, the mammoth Site C BC Hydro project. “We’ve had projects where we can crew up 2,000 or 2,500 workers for a single project,” he said. Here the interdiscipli- nary systems combined with collective bargaining ensure ef- fective mobilization. Transferrable CLAC negotiated benefits coupled with responsible wage packages ensure that trades- people receive incomes comparable to their craft union coun- terparts. Yet with greater interdisciplinary work flexibility, coupled with a higher apprentice to journeyperson ratio, em- ployers can be competitive on costs. “We believe in a multi-skilled wall to wall approach where people are doing whatever needs to be done to get the proj- ects done,” said CLAC’s Heinen. “We’re going to have up- skilled sites, with multi-skilling – and there is evidence this doesn’t affect safety. Our jobs are as safe or safer than any other jobs out there.” CLAC has training centres throughout the country “which focus on safety, a core part of the training curriculum.” PCA and CLAC, meanwhile, co-operate on apprenticeships to resolve the challenges of an aging labour force. “Our mem- ber contractors deliberately invest in apprentices,” de Jong says. “The traditional union apprentice to journeyman ratio is 15 to 25 per cent; our ratios are as high as 30 to 40 per cent.” As well, PCA contractors have been creating jobs for Aborig- inal community members as well as providing opportunities for women in construction. PCA’s biggest challenges are in jurisdictions where labour laws create a closed door environment, requiring municipali- ties and other agencies to work only with contractors associ- ated with the traditional building trades. This monopoly type structure, of course, raises costs and discourages innovation and competitiveness. “Although there have been some improvements in how construction has been done, in most ways construction as it is done today hasn’t changed from decades ago,” de Jong says. “We need to find ways to bring increased productivity and innovation to the industry.” 46 – March 2016 — The Canadian Design and Construction Report “How can we facilitate a smarter dialogue, in which con- struction project owners more effectively engage their stake- holders?” he asked. In the ideal environment, the engineering company should meet with the contractor before work starts, reviewing con- structability concepts, seeking higher productivity, and reduc- ing costs through effective collaboration, he said. This co-ordinated business model is enhanced when contractors can negotiate flexible working arrangements with their labour union partner. “You can’t take one element out by itself,” de Jong says. “You need to collaborate all across the value chain to compete and to have stronger investment in the projects.” Of course, no one either in PCA or CLAC is immune from broader economic cycle challenges. There have been layoffs in the Ft. McMurray area, although the collaborative and in- terdisciplinary attitude to workforce mobilization has advan- tages in harder times as well as when the economy is booming. In the oil sands, for example, CLAC members can adapt to maintenance roles and contractors may share geo- graphical mobility options with their co-operatively unionized employees. “Some workers may be willing to be mobile and work in different provinces,” de Jong said. “Employers create tremen- dous loyalty when they continue their workers’ employment through tough times. They want to keep their work force. When the lights eventually come back on in Ft. McMurray, those guys are willing and able to work.” Meanwhile, Heinen says as he prepares to retire – he has been associated with CLAC since 1968 – the union has “be- come more self-consciously member focused and we have been self-consciously doing a better job in servicing and work- ing with our members.” “We’ve also increased our profiles with the employers,” he said. “We have ramped up the education program for staff and representatives. We’ve become more professional.” He says CLAC’s success indicates a continuing member- ship growth in the range of 10 per cent a year. There may be some bumps along the way, but “infrastructure money will spur the business,” and the future is bright for the union, Heinen says.