Building a Better Construction Workforce in British Columbia: A Case Study of BC Infrastructure Benefits (BCIB)

Introduction

British Columbia (B.C.) has grappled with a persistent shortage of skilled construction workers, an issue compounded by high apprentice dropout rates and challenging working conditions that often discourage workers from remaining in the field. Recognizing the critical need for reform, British Columbia Infrastructure Benefits (BCIB) was established in 2018 as a public-sector employer to tackle these challenges head-on. Through the establishment of a Community Benefits Agreement (CBA) with construction unions, BCIB aims to create a more diverse, skilled, and stable construction workforce.

Understanding the Problem

B.C.’s construction labour market has faced numerous challenges, including:

• A dropout rate of over 50% among apprentices.
• High turnover rates, particularly affecting Indigenous workers, women, and racialized individuals.
• A toxic work culture that deters participation in the industry.

The establishment of BCIB was a response to these systemic issues, aiming to prioritize training, local employment, and social equity.

BCIB’s Approach and Achievements

From 2019 to the end of 2024, BCIB has employed nearly 5,000 workers who have collectively logged over 7.5 million paid hours, positioning it as the second-largest provincial construction employer. Key aspects of BCIB’s approach include:

1. Focus on Training and Apprenticeship:

   • 20% of the workforce are trainees or apprentices.
   • Innovative training and mentorship programs have been developed, allowing both traditional and non-traditional workers to gain valuable skills.

2. Diversity and Inclusivity:

   • 14% of employees have identified as Indigenous, which is more than twice the provincial average for construction.
   • Women make up 9% of the workforce, a figure 1.5 times higher than the provincial average.

3. Local Employment Priority:

   • 92% of employees are B.C. residents, with 76% hailing from communities where projects are situated.
4. Unionized Workforce:
   • All workers on BCIB payroll are unionized, which establishes wage equity and ensures all workers receive fair compensation.

Addressing Workplace Culture

Recognizing the toxic work environment often prevalent on construction sites, BCIB has implemented a Respectful Onsite Initiative (ROI) designed to enhance workplace culture. This two-day program covers:

• Cultural competency training for all workers, focusing on Indigenous history and rights.
• Justice, Equity, Diversity, and Inclusion (JEDI) modules aimed at addressing racism and sexism.

Collaboration with Contractors

While BCIB serves as the employer for workers dispatched to specific construction sites, contractors still oversee daily operations. This collaborative model has its complexities, including:

• Contractors can request specific workers under the CBA, fostering a level of trust and ensuring they have a core group they can count on.
• BCIB manages all payroll and HR functions, relieving contractors of these burdens and allowing them to focus on project management.

Overcoming Criticism and Opposition

Despite its successes, BCIB has faced criticism from non-union contractors and business groups, claiming it has led to increased costs and reduced competition. However, studies have shown that project labour agreements (PLAs) like BCIB’s can yield higher productivity and better skilled labour, ultimately benefiting the construction industry.

The Role of Data in Evaluating Performance

A distinguishing feature of BCIB is its sophisticated payroll-based employment data system, which provides real-time monitoring of workforce diversity, training progress, and apprenticeship completion rates. This data is crucial for:

• Assessing the impact of its initiatives on various equity groups.
• Allowing for timely interventions to improve workforce participation and retention.

Conclusion: A Model for Canada?

BCIB’s innovative approach to rebuilding B.C.’s construction workforce provides a potential framework for addressing similar challenges across Canada. By prioritizing training, diversity, and positive workplace culture, BCIB demonstrates that a collective commitment between government, unions, and the community can lead to substantial improvements in the construction industry.

In an era where diversity and inclusion are paramount, BCIB serves as a compelling case study in demonstrating how collaborative structures can foster a more equitable workforce, turning the tide in a historically male-dominated industry. Further exploration and adaptation of such models may well shape the future of construction in Canada, paving the way for a robust, skilled, and inclusive workforce.