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Hinton in 2014 is a thriving, growing community that offers residents and visitors up-to-the-minute,… [more]
Open For Business
Lots of people say they’re open for business but in Hinton, its business community, economy and municipality… [more]
In the news
Resource Municipalities Coalition at BC Natural Gas Symposium The Mayors of Fort St John, Dawson Creek… [more]
Energy Expo strives to connect
No matter how well planned, the results of the 2014 Energy Services event depended on the participants.… [more]
Hinton in 2014 is a thriving, growing community that offers residents and visitors up-to-the-minute,… [more]
Open For Business
Lots of people say they’re open for business but in Hinton, its business community, economy and municipality… [more]
In the news
Resource Municipalities Coalition at BC Natural Gas Symposium The Mayors of Fort St John, Dawson Creek… [more]
Energy Expo strives to connect
No matter how well planned, the results of the 2014 Energy Services event depended on the participants.… [more]
In the news
Resource Municipalities Coalition at BC Natural Gas Symposium The Mayors of Fort St John, Dawson Creek… [more]
It’s a seed and, like all seeds, it carries the promise of something to come. Alberta’s High Level is small with a population of only about 5,000 but there is enough passion and pride to feed that promise for many years to come.
Margaret Carroll of M & M Real Estate has ample reason to smile in the morning. She is often in contact with people just coming into her community and has had many opportunities to act as the Town of High Level’s unofficial ambassador, taking newcomers or people just checking things out on the grand tour of her community. If her feelings about where she lives are the criteria, she is the perfect person to promote High Level.
“I believe in High Level,” said Carroll. “It’s easy to sell something when you believe in it.” And whether resident or business, High Level welcomes new additions with open arms. It’s been described as a great place to do business and wonderful for kids to grow up in.
“That’s what High Level is all about,” said Carroll. “We’re one big family.” The town is safe and small enough that people really do look out for their neighbours, said Carroll. It has strong and clear values, the right environment and the amenities that are highly attractive to people.
High Level residents have everything they need, she added, but not necessarily everything they want. In real terms, that means things like having three restaurants instead of 23. You can’t go out to eat somewhere new every night but you can go out to eat. And really, said Carroll, people don’t seem to mind the options being more limited than they would be in a less remote place. High Level has the typical northern spirit – the one for all and all for one kind of thinking. And they take the shop local to a new level.
“I’ve been buying my gifts locally for years and years,” said Carroll. “We are all about shopping local. High Level is very much, ‘if something is lacking there is always someone who will welcome a great idea to make this a better place’…all of us have a pride in shopping local.”
High Level is definitely open for business in other ways as well. “If you would have told me years and years ago I would have owned an office, I wouldn’t have bought that for a second but you can grow here,” said Carroll. “You can grow and people accept and you don’t have to be worried about stumbling because there’s lots of help here.”
It is a good opportunity for someone wanting to strike out on his or her own. If a person can’t make it in High Level, they can’t make it anywhere, said Carroll. It’s a perfect place to learn and build up confidence. People are understanding and will support entrepreneurial endeavours as long as they know the owner is investing in High Level – that they are living there, said Carroll. “People will support you if you’re not here just for the money – if you’re here for the long-haul.”
Being invested in High Level has had its challenges as well. Like so many other communities in Alberta, labour is a hot potato. Carroll points out that it’s not always an issue of money. Resource dependency means there will be ups and downs and perhaps more importantly said Carroll, people come up to work for a couple of years and then are transferred or leave for another position in a less remote location. If the spouse is working, something that is not a certainly, then his or her position becomes empty and where there was a great manager for a couple of years, there is only another job posting and employers are on the hunt again.
Many people make enough money. Coupled with High Level’s relatively low cost of living, often the spouse who would have to work in Calgary, for example, doesn’t have to work at all in High Level. That factor alone cuts down the labour pool choices even further.
From her experience, Carroll has seen the market fluctuate but remain steady overall. “We saw lots of people families and single people either buy for investment or…who couldn’t otherwise afford to buy a home – buy a home.
“There are times there is not a lot of selection but there is a big variety of prices for homes. We have lots of distressed properties and you can get a really good deal anywhere from $50,000-$800,000. Lots of times, that’s a big drawing factor when people come here from a bigger centre where they’d be paying $500,000 or $600,000 for a home. Here they can get a nice home for half the price.” She added that the rental market is almost zero per cent vacancy, to a large degree because workers who are only in the community temporarily are renting, not buying.
The 2007 OSB (oriented strand board) plant shut down could have really hurt the small town but High Level, at a time where the entire global economy took a big hit, was able to ride out the storm relatively well.
“I think we notice this more and more, that although the economy isn’t the greatest, the loyalty is here,” said Carroll. Not everybody “up and ran” because they were scared. High level is usually six months ahead and we never ever felt the crunch. The 2007 closure did have an impact however but things are now picking up.
The area’s oil and gas activity is still taking place. “I don’t know that it’s increased but I don‘t know that it has decreased,” said Carroll. Rainbow Lake is still very active and La Crete is still very active. Both impact High Level and help to mitigate occurrences such as the OSB plant closure. In fact, there are new people coming in because of the industrial activity.
“High level has always been, ‘yes you loose five people, but you gain seven’,” said Carroll. It’s a place of opportunity and camaraderie where the line between neighbour and family is very pale. It’s a place that is friendly and where the people are passionate about where they live and more importantly, about how they live. It’s a place people like Margaret Carroll are proud to call home.
Recently graduated from Royal Roads University with a B.Sc., Environmental Science and Environmental Engineering Technician certification from Georgian College, Akaash Khokhar has a unique point of view on environmentalism that he was willing to share with NWB readers and here is what he had to say.
NWB: What triggered your interest in going into an environmental field?
AK: Honestly it was being in Victoria and being around the beautiful landscape that was there. I wanted to protect that, and I didn’t want to see it all developed or cutting down one of the most natural rain forests we have in Canada. That’s what really sparked my interest – seeing the biodiversity around British Columbia…I wanted to do my best to influence protection for that.
NWB: You are relatively new to the field. What one thing would you change in the common practices right now?
AK: Overdevelopment. It could just be dealt with by better community planning rather than just sprawling out everywhere. Even though development, including industrial sites, needs to be done, there’s a huge risk, especially with industrial development. The damages may not be significant right now if you’re only drilling in one small area and even if you’re only using a small part of the land, things like emissions could spread out further and ecological damages are cumulative. I’d like to see responsible development. It doesn’t always happen.
NWB: How would you ignite enthusiasm and passion for environmentally sustainable practices with people who are perhaps a bit jaded about it?
AK: I would ask them whether they like camping outdoors, if they spend a lot of time on activities outside, and ask them, ‘Would you rather have a beautiful city or beautiful landscapes?’ Depending on their answers, I would go from there. It’s more about protecting our beautiful scenery and fresh air.
I would start off by saying ‘You have improved over the past years and, right now to the rest of Canada, your reputation might be that you’re all about development or overdevelopment instead of safe development or responsible development. And the research shows you really have been putting in the time and the effort to make sure you have sustainable development. So, do you want to continue that responsibility and influence the rest of Canada to see that you’re more than just a polluting industry?’
NWB: How would you describe what the remediation process is to someone who isn’t familiar with it?
AK: First, it is to investigate if the land is safe for human use – if it’s safe for ecological purposes, not only meeting provincial and federal regulations. It involves cleaning up the land. That might be through natural extenuation, which is letting the natural process clean it out, or it may be in situ practices or it may be actually removing the contaminated area – like removing the soil and replacing it and disposing of the contaminated soil in a responsible manor.
NWB: Are there any particular technology or processes that appeal to you when it comes to remediation?
AK: I wouldn’t say appeal but I know two of the most common ones are excavation and dumping it and, if there is no plan to have development then containment – having barriers so that there is no spread and then letting the natural processes take care of it. If you contain it (contamination) then it can’t impact other areas.
NWB: How do you see your generation approaching issues of sustainable development and the use of environmentally sound practices differently than previous generations?
AK: I think there is a big awareness now that we need to plan a lot more thoroughly before we actually undertake things. Instead of doing an environmental assessment after the damage is done, now we’re actually doing environmental assessments and a full risk analysis before we develop. I think this generation is getting better.
NWB: What would you tell the current decision makers about where you see things going into the future?
AK: I would say just continue improving. Maybe not change any regulations but more improvement of the processes behind it. So, making environmental assessments more stringent, not in regard to pollution per say, because those regulations have been analyzed and have been taken care of, but improved planning through environmental reports like phase analysis and things of that nature.
NWB: Do you think there is an endpoint where there are no more improvements that can be made?
AK: I believe eventually yes, there will be a point where everything that can be done will be, but it’s going to need a big industrial shift to renewable energies and such. Right now we can do what we can with the current resources we have. There’s a lot of improvement we can still do before we get to that point.
NWB: Do you believe that industry is doing a good job of sustainable development?
AK: Yes, I say, from the best that they can do because other than that. Lets say the oil industry – they are in compliance and are doing the best they can with oil but when you’re burning oil you’re burning oil.
NWB: It costs a lot of money to deal with abandoned well sites for example. Do you think it’s worth the cost of going in and remediating them and whom do you think should pay for that?
AK: I do think it’s worth it depending on what the results from the environmental assessment is. Lets say the well site is going to contaminate drinking water or something important like that then I believe it should be the provincial government should pay for the safety of residents. But if there are no immediate effects then it could just remain abandoned.
NWB: How do you see the relationship between First Nations and industry developing in order to create a sustainable future?
AK: When I was working with the First Nations I wasn’t in an area where there was heavy industry but I found that First Nations had their own environmental problems just through their community such as improper waste disposal, burning of waste, their own littering and it ended up contaminating their own land and water and then they fished in those waters for their food. I think it’s a big thing of education so, it’s about educating the First Nations about what their own potential damages are and then collaborating with them on general issues of land management. In an industry heavy area, I would say that industry needs to reach out more to First Nations. And not just First Nations – getting everybody’s input to make better decisions
NWB: Do you think our educational institutions are doing a good job of providing an industry perspective on their environmentally sound practices?
AK: No, I don’t think that’s happening enough. Frontline input, in particular, is very useful and encouraged. They have the frontline knowledge of what is really happening in the field and their opinions would be nice to share with people. People really need to know what’s happening on the frontline. My education was really biased on the sustainability side and the bad things the industry is doing rather than how they’ve improved and what they are doing well. The programmers in the educational facilities do need to get their perspective.
It’s an industry region – and make no mistake – in this ‘man’s world’ there are some strong, competent and engaged women involved, not just with industry, but with business in general, and the Women In The North Conference is just for them.
“We’re a small town and…it started because if there’s anything like this going on, it’s either in Edmonton or Calgary and most women up here can’t take advantage of that,” said organizer Agnes Knudsen. “So we kind of started our own.”
It’s that kind of spirit that permeates the one-day event, which hosts speakers that motivate, inspire and educate women. While the conference is targeted toward businesswomen, others attend and are certainly welcomed.
This year’s two speakers will be Alberta Venture Publisher Ruth Kelly and Michelle Cederberg, certified professional speaker, author, health and productivity expert and a woman with just a little bit extra to offer.
One of those extras was to provide NWB with a sneak peak at what she will be saying once she gets to Peace River.
“I am a speaker that specializes in health and productivity for busy people. The two talks that I’m doing when I come up to Peace River are around life balance and personal energy,” said Cederberg.
“My big thing is kind of guilt-free ideas and guilt-free motivation to put yourself back on your priority list.”
She doesn’t think it’s right for people to come into a group and say, “you’re not doing it right”. Her approach is to recognize that people are doing the best that they can and to provide them with some insight and some small, realistic steps to better self-care, and all with a liberal dose of humour.
“I’m doing a talk about exposing the myths of life balance, which is really about figuring out how to put yourself back on your own priority list – where our time goes and what we can do to take care of ourselves – and energy now (that) is a talk that’s based on my book that I released last year on finding better energy in small steps everyday – body mind and spirit, said Cederberg.
Cederberg has a background as a kinesiologist and a personal trainer but said she got inspired to get into speaking because she “wanted to help more people find a better path to health and productivity”.
“I love being able to give audiences those awarenesses or a different way of looking at things that inspires them into action on stuff that they’ve been putting off. I like to teach through laughter, if you will, and get people excited about the possibility of self-care and betterment,” she explained.
A strong proponent of physical health for personal and professional development, Cederberg understands that it is the body that carries people through life and that how that body makes the journey affects the decisions people make.
“If we’re travelling in a tired, low energy, overweight, unfulfilled body, the choices that we make moving forward are different. If we’re feeling physically healthy and energetic and we’ve got some semblance of energy in our life then it means we’re doing fulfilling work or else taking care of ourselves; then it means we’ll make different choices again. We’ll reach for higher aspirations, we’ll treat people around us better and differently, then it all just kind of falls into place I think,” she said. And that’s exactly what she’ll be trying to do at the conference.
In its sixth year, Women In The North is growing each year with over 100 in attendance last year and more still expected for the April 24 event. Women will get an exceptional experience from the speakers but also from each other. It’s a great chance to network, share stories, concerns and perhaps most importantly, solutions.
“If you just give us a chance to get together, we’ll work it out,” said Knudsen.
For more information or to register, please contact Peace River Community Futures at 780.624.1161 or by emailing email@example.com. For more information on Michelle Cederberg, visit her websites at worklifeenergy.com and michellecederberg.com.
There are a myriad of ways to ensure worker safety but suicide prevention strategies are rarely numbered among them.
Gone are the days of ‘suck it up’. The work hard, play hard lifestyle comes at a cost and more often than people might realize, it leads to anxiety, depression, addiction and worse.
“People are dying from this, “ said a safety resource that we will call Shaun. He now acts as a facilitator, attending presentations to other men in industry, trades and agriculture, where he openly talks about his experiences with anxiety, depression and eventually, addiction.
He is one of the volunteers of the Men at Risk Program. It’s primary goals are to increase awareness of the effects of unmanaged stress and/or depression, to identify what to say and do with people at risk for mental health problems, to address the stigma of getting help by hearing about real life experiences, to promote realistic stress management strategies and to provide co-workers and supervisors with information on supports and resources to assist someone in getting help.
After someone he knew committed suicide, a long term oilfield technician we will call Dwane found himself suffering from guilt and depression. Even though he didn’t think of himself as having a problem, a company-organized workshop on stress and depression let him identify the symptoms of depression in himself, opening the door to the getting the help he needed.
He describes an internal struggle to get past ideas like ‘I’m weak’ and ‘men don’t need help’ before he was able to make his first appointment. “It was a huge step for me, oilpatch guy, to say ‘ya I needed help’.” Once he got that help, he was able to use his experience to help others.
“My counselor suggested that I should work with the Men at Risk Program, that I had a good message to deliver to others that a lot of people could relate to,” said Dwane, and that began his involvement as a facilitator.
The presentations offer a down to earth look at what many people experience told through the words of men that understand how industry works and know first hand what the working environment of their listeners is really like.
“There are six volunteers actively involved with the Men at Risk Program in Grande Prairie area, two in the Lloydminster area and two in the Camrose area,” said program coordinator Barbara Campbell. Men at Risk volunteers include a truck driver, an oilfield technician, a safety team leader, an industrial arts teacher, and media/events coordinator.
“Years ago when people talked about mental illness, they thought it would be a reflection on themselves if they said, ‘Hey my brother suffers from depression’,” said Shaun. There was a stigma attached to mental illness that was especially strong for men. A large part of what the program volunteers are able to do is let people know that these issues are more common than people think. In Shaun’s experience, he said the most common response he gets after a presentation is, ‘It’s good to hear from someone that’s been there’.
Dwane reports hearing much the same. Campbell explained that the message “really resounds with middle aged (men) and older”. The younger men, she said, “don’t know who to emulate”, the men who still live a high-risk, old-school lifestyle or men like Dwane, who have learned from experience that there might be another way to go.
“The younger guys are feeling the stress but I think as we get older, our bodies and our minds can take less,” said Campbell. Dwane also added that because the “oilfield culture” is changing the younger men have a different mindset and are more likely to be willing to seek help.
In a presentation to 200 people, Dwane said he has had as many as four or five come up to him and talk about their own experiences. He opens that door by talking about the workplace and the kinds of stressors that the audience can recognize and relate to.
Campbell said that the program statistics show that 75 per cent of people responding to their post-presentation questionnaire said they had more awareness and more willingness to reach out to someone that they know who may be struggling and are more likely to get help for themselves.
And if it all sounds a little airyfairy, touchy-feely, it isn’t. This hazard may not be as obvious as a wire that someone can trip over or unmarked danger areas but it nonetheless carries the potential for serious consequences. In 2010, said Shaun, 500 people in the province of Alberta died by their own hands – “more than died on the highways”.
Lack of attention, taking unnecessary risks or volatile outbursts can all potentially cause damage to workers and equipment and are all indications that someone could be having difficulty managing their stress, explained Shaun.
“What most companies focus on is the physical hazards and because mental illness is invisible, it takes training in order to see the symptoms and train coworkers to look out for one another for more than just the physical surroundings you’re working in,” said Shaun.
“Include this in your hazard assessment. If your coworker is acting very aggressive or agitated, you can refuse to work just as you would with an unsafe piece of equipment.” That is what he is trying to do in his job as a safety leader, he said – joining the environmental hazards with the less obvious hazards posed by a ‘man at risk’.
“Mental illness is the leading cost of disability right now in our country,” said Shaun. Billions of dollars a year in disability claims and WCB claims go toward treating mental illness in Canada. It’s a staggering amount suggesting that the problems of mental illness are more pervasive than might be realized.
The cost to train personnel to respond appropriately to this particular hazard is less than it would cost in down time, injury claims, the costs of retraining someone new, the cost of damaged equipment – the same list as any other component of a good safety program. And having a plan in place before something happens can save life and limb.
“It’s an injury prevention strategy we’re talking about,” said Campbell.
Safety personnel, recommended Shaun, first need to learn what to look for as symptoms of unmanaged stress, anxiety and depression. The Internet, he added, is a good source of information but people need to go to the right sites he cautioned. The resources listed to the right should be able to direct people to credible sites that can offer good information. It’s also the kind of information that the Men At Risk presentations bring to their audiences.
It doesn’t have to be huge or inappropriate behaviour to indicate a cause for concern. It can be small changes in behaviour such as someone who usually participates in meetings and then “backs off”, isolating themselves away from others. Those kinds of changes can be the red flag that something is wrong, said Shaun.
“Those subtle changes over time can really be the trigger to getting the help you need instead of waiting until it’s a real serious problem. It’s not unlike a cancer where if you wait until the cancer is huge, you have very little chance of fixing it.”
In this age of employers paying close attention to retention strategies, providing mental health assistance when it’s needed, can go a long way toward employee loyalty suggested Shaun.
“There are companies out there that say: ‘We don’t have these issues so we don’t need this’,” said Shaun, but he added that he didn’t know if that was just a head in the sand attitude since “one in five of us is dealing with it”. “It’s time to realize that the ratio is in every workplace.” In his opinion, people in trades and industry are experiencing an even higher ratio.
The Suicide Prevention Resource Centre originated the Men at Risk program in 1999 and holds the copyright on it. Since 1999 it has expanded, has been evaluated, and in 2006 was replicated in two additional areas of AB – Camrose and Lloydminster.
Men at Risk is one of the programs addressing priority at-risk groups in A Call To Action – The Alberta Suicide Prevention Strategy (Alberta Mental Health Board 2005).
Men at Risk reaches their target group through associations such as the AB Construction Safety Association, the Alberta Motor Transport Association and through career and employment counselors and Occupational Health Nurses. The program is also delivered to people in addictions recovery programs in some areas.
The volunteer facilitators donate hundreds of hours per year in networking and promotion, travel to and delivering presentations, attending Advisory Committee meetings, displays and videoconferences, and mentoring other Facilitators. Representatives from Alberta Health Services and the Suicide Prevention Resource Centre Executive Director are also active on the Advisory Committee.
To book a presentation for your employees – call (780) 539-0210 or email firstname.lastname@example.org.
* Mental Health Services
* Support Groups
* Health Link (24/7) 1-866-408-5465
* Mental Health Help Line (24/7) 1-877-303-2642
* Addictions Help Line (24/7) 1-866-332-2322
Men At Risk Contacts:
Barbara Campbell – Peace Country
Suicide Prevention Resource Centre
Sandra Loades – Camrose and Area
Addiction and Mental Health – Alberta
Neil Harris – Lloydminster and Area
Addiction and Mental Health – Alberta
* Crisis Centre for Northern British Columbia 250-563-1214 or 1-888-562-1214
* The BC Distress Line Network (province-wide) 1-800-SUICIDE (1-800-784-2433)
* Other Crisis Line numbers by community: http://www.northernbccrisissuicide.ca/crisis-lines.html
As the industry grows, so does the equipment and finding the best way to coordinate its use is as important as the equipment itself.
RyTy knows how to do it big and do it with confidence. It’s no small undertaking to move an 84-wheel trailer – 98 if you count the push truck – that is able to haul 150 tonnes and with 1,100 hp pushing this thing. It’s payload potential is 320,000 lbs and there is nothing this big north of Edmonton, and in BC it’s like is nowhere to be found says RyTy Manager Shaun Lawrence.
“With oil and gas being the primary way of living in this area, so many companies have compressors which is the main thing we haul with it,” says Lawrence. There is a definite need for something this big. It is a monster all right, but RyTy thinks it’s worth all the effort to make the equipment work for them and their clients. One of the biggest benefits it that loads don’t have to be broken down for transport.
However planning is paramount when it comes to putting all the pieces together to make that happen and the logistics could make you dizzy. It’s not only coordination that’s needed, but cooperation as well. Permits, dealing with traffic, power companies, crews, and routing are all part of the puzzle where routing alone can take days.
“It takes weeks to get permits,” says Lawrence. Permits from the province, the county, lining things up with the power companies and it all gets more complicated when dealing with Calgary. “I don’t call them and say I’m coming in with this load on this date. I call them and they tell me when I can go into the city…you’re at their mercy,” says Lawrence. It takes at least two weeks to dot the Is and cross the Ts.
And then comes the start of the journey. It takes days to bring together everyone needed to get that monster loaded and on the road. Where the load is placed is a critical factor and there is really “only one shot to get it right”. It is ultimately an issue of time is money. And when it finally is ready to move, other considerations come into play and not all of them serious.
“Just about all the drivers here grew up and our toys and sandboxes got bigger,” says Lawrence. “Who wouldn’t want to come to work and haul 300,000 lbs down the road and then go to the bar and puff your chest out about it?”
Despite that tongue-in cheek observation, Lawrence does stress that safety is always a primary consideration. While any experienced driver can move this trailer, it has a few features to make that a little bit easier. “It has state-of-the-art hydraulic steering which no one else has out there – nobody,” says Lawrence. Accusteel designed it especially for this piece of equipment.
There are three failsafe mechanisms on the trailer to prevent any wandering on the road and if one hydraulic line breaks, there are contingencies. “It would have to be a complete disaster for it to do some damage,” says Lawrence.
“When you get into tight spaces, there are motors on the back that run hydraulics and you can steer it with the remote control,” says Lawrence. A supervisor always goes with this trailer and can see from a rear vantage point if anything goes wrong and can also steer the back when needed but on the highways that’s not needed – it steers itself.
“They cruise at an average of 60 kmph empty or loaded. Without the push truck in the back, that speed drops to 40 kmph because of the sheer weight of it. Unloaded, it weighs 75 tonnes. There is no doubt that this piece of equipment is one-of-a-kind but RyTy has other equipment that isn’t found just anywhere including two of three FN900 Nodwells that exist in the world.
“We have the largest fleet of offroad equipment in Alberta,” says Lawrence. Specializing in heavy hauling, RyTy is intimately acquainted with the petroleum industry and their ‘new toy’ is just one more addition to a busy and successful company.
Do you know someone that has something to say? Do you know of an achievement that we can tell people about? Do you have a technology you want people to know about? Send the information to email@example.com
Business Services & Stakeholder Relations
We have not announced our capital investment plan for 2012, but given the low prices for natural gas, we are taking a conservative approach towards investment in dry natural gas development next year.
We plan to direct a greater portion of our investment towards exploration and potential development of oil and liquids-rich natural gas opportunities. One of our most promising new plays is the Duvernay Shale. We have also reached a series of agreements with midstream companies that will see expansions of the natural gas liquids extraction capacity at three processing plants in northwest Alberta.
As we look to 2012, Encana has established natural gas price hedges on about half of its expected production at about $5.80 per thousand cubic feet. That price is well above current market prices and we put these risk management programs in place to help bring a strong measure of stability to our activity levels in the communities where we operate.
Acting Public Affairs Officer
The outlook for mining coal and metallic and industrial minerals remains promising in Alberta in 2012.
The province is currently experiencing its most diverse period of mineral exploration activity with prospects for opening of several modern era metallic mineral mines in the future. Alberta is also attracting investment in its export coal potential and in its in-situ coal gasification potential.
In the area of metallic and industrial minerals mining, the interest in developing diamond mines in the province has somewhat declined. However, there has been no let up in interest in mining aggregate or salt.
There is new interest in the potential for potash production, with two companies starting exploration along the Alberta-Saskatchewan border. The extent to which potash extends into Alberta is not fully known so there is potential for new finds.
DNI Metals Ltd is exploring the use of a bio-heap leach technology at its Alberta Polymetallic Black Shale deposit near Fort McMurray. This process involves extracting metals from the low grade, high tonnage deposit.
There also remains substantial interest and investment in “reverse mining”, or storage and sequestration, within the province.
Canadian Association of Petroleum Producers
Canadian crude oil production is expected to continue rising in 2012, following a trend that will take total Canadian crude oil production from a forecast 2.9 million barrels per day in 2011 to 3.5 million barrels per day by 2015. In the longer term, CAPP forecasts total production to rise to 4.7 million barrels per day by 2025.
Growth in the oil sands is expected to account for most of this growth, rising from 1.6 million barrels per day in 2011 to 2.2 million barrels per day in 2015, and to 3.7 million barrels by 2025.
Crude oil production growth is being driven by robust commodity prices and increasing global energy demand that is expected to grow by 47 per cent by 2035 (International Energy Agency).
In the near term, Canadian natural gas producers continue to be challenged by sustained low commodity prices as a result of vast new supplies of gas brought on though advanced drilling and stimulation technologies applied to shale rock geology across North America. However, increasing use of cleaner burning natural gas for domestic electricity production, as well as several projects to export liquefied natural gas (LNG) to Asia from terminals on the West Coast may help reduce supply in the longer term.
BC Council of Forest Industries
BC’s forest industry competes globally and staying competitive is a major challenge for the industry. BC’s most important product is lumber, but the big global forest industry players are pulp and paper producers.
And despite the relatively small size of BC’s companies and the negative impacts of the softwood lumber dispute, BC interior lumber companies have worked hard to maintain or improve their relative competitiveness. Marked increases in the lumber recovery factor – a 16 per cent improvement over 10 years – have increased BC interior productivity relative to other parts of Canada.
Energy Services BC
We in Northeast BC are positioned in one of the best regions in the world when it comes to global economics, surrounded as we are by the energy industry. First off, with the oil and gas industry, the mining industry making a comeback, and the talk of the new dam on the Peace River, all attributes are looking very good for the service sector.
Gas prices are at yearly lows, hovering around the $3.30 mark, yet oil prices are $100 a barrel. In many cases dry gas means cutbacks but with the liquid rich gas, producers are moving forward and many companies are diversified in oil and gas.
The service sector for Q1 of 2012 will remain busy. We may see a slight slowdown in the second quarter of 2012, and the Q3 and Q4 of 2012 activity should pick up again. There are a number of large projects taking place at the present time, as well several large projects up and coming.
President & CEO
Trans Canada Pipelines remains focused on five key priorities. The first is to maximise the value of our $48-billion asset base. The second is continuing to optimise performance of $10 billion of assets we recently brought on line in ramping up to full operating capacity. Third, we’ll complete the $12 billion of projects currently in our portfolio and fourth, we will meet all of those priorities with a strong focus on financial performance and maintaining our financial strength and flexibility so that we can continue to re-invest in our core businesses. Finally, we’ll continue to develop future growth opportunities.
Over the last year TransCanada brought online and placed into service approximately $10 billion of projects They include the first two phases of the Keystone Project; the North Central Corridor Project, which is a gas pipeline in Northern Alberta; and the Groundbirch pipeline, which connects the growing Montney BC supply to our Alberta system.
We expect Alberta power prices to remain strong. And we expect improvement in capacity prices at Ravenswood. Together that should add another $200 million-$300 million to our future results, about 45 per cent of that coming from our historic gas pipeline businesses, 30 per cent from energy and 25 per cent from oil pipelines.
Investment of over $6 trillion in energy infrastructure is needed in North America between 2010-35. North America will need power infrastructure of about $3 trillion, natural gas infrastructure of about $2 trillion and oil infrastructure of about $1.5 trillion.
Natural gas in terms of demand in North America is expected to grow by about 20bcf a day over the next 15 years, and it’s interesting to note that 13bcf a day or about 65 per cent of that growth is expected to be in power generation. Turning over to the power side, over the past 10 years power demand has grown at a rate of about 1.3 per cent and we expect that to continue.
There is growing global demand for crude oil, primarily driven by growth in China and other non OECD countries. Surprising to some is that the US demand is also expected to grow between now and 2035 – from about 19 million barrels a day to about 22 million barrels a day.
President and CEO
Canadian Energy Research Institute
It was not that many years ago that conventional gas drilling in Western Canada was considered the big brother to conventional oil and oil sands developments. If 2010 was viewed as the ‘game changing year’ then 2011 should be viewed as the ‘changed game year’ and 2012 as a ‘new game year’.
Oil sands developments, with capital expenditures poised to exceed oil and gas investments, was on track to becoming the ‘big big’ brother of the industry, but now must sit on the side lines and wait for the great debate on pipelines to be sorted out – ‘the new game’.
If conventional gas drilling which was considered the big brother, it has now been regulated to small brother status, at least in the case of Alberta. In Alberta, in 2007 conventional gas drilling accounted for four out of every five wells drilled. In 2011 it will be closer to one out of every five and for the year 2012 that number could be one out of every 10 – ‘the new game’.
The gas industry has changed toward exploring and developing liquids rich gas plays in order to enhance the economics but the bigger story is the resurgence of oil developments. The advent of horizontal well drilling technology is now permitting oil producers to re-enter depleted pools and recover additional oil. The decline in production of conventional oil, which has existed for the past 30 years, should start showing signs of leveling off and starting a growth path – ‘the new game’.
In British Columbia, gas is the only game in town, but the makeup of that game has changed significantly. Drilling expensive vertical gas wells in remote, winter drilling, Northeast BC has virtually been replaced by drilling very, very expensive wells in two separate areas, the Montney and Horn River shale gas plays.
The term ‘go big or go home’ is being played out in these two shale gas areas. The game is one of driving down supply costs through economies of scale, and at the same time evaluating moving energy to Asia instead of traditional Canadian and US markets. The ‘new game’ in BC is shale gas and 2012 is the door-opening phase to a potential five billion cubic feet per day.
Vice-President Strategic Development & External Affairs
Spectra Energy Transmission West
Spectra Energy continues to look forward with optimism – with good reason. Over the next five years the company expects to invest at least $1 billion a year in North America, and its growth strategy is clearly focused on British Columbia.
We have no doubt that gas from the Horn River and Montney, combined with new sources of demand, will provide us with decades of sustainable production, new opportunities to invest, and jobs associated with new economic opportunities for the province.
By the end of 2012, Spectra Energy will have invested about $1.5 billion in an expansive Western Canadian capital program. In the Fort St. John and Peace River Arch areas, the construction of the new Dawson processing plant is progressing well and is expected to come into service early in 2012, with Phase II to follow in early 2013.
With approximately 1.5 Bcf a day of processing capacity in the Montney, and a highly developed gathering network in place, it will be the largest infrastructure network serving the Montney area. Agreements announced recently with Progress Energy Resources Corp. will further bolster its position in the Montney, and see additional capital deployed.
In the Fort Nelson region, a largescale expansion continues within the prolific Horn River Basin and the company is on track to complete the Fort Nelson North processing facility during the first half of 2012. Once complete, the company will have two plant footprints from which it can continue to grow – Fort Nelson North on the east side of the Horn River Basin and in Fort Nelson on the west side.
The company is also very well positioned to support the growth of unconventional gas supplies. In fact, it is currently working on two new expansion projects. The first, which will add 170 million a day in capacity to the T-North Pipeline system, will come into service in early 2012. The second, a response to an additional 550 million a day in long-term commitments from shippers, is currently in development for execution in the 2012-2013 timeframe.
Spectra Energy is thinking well beyond 2012. It foresees a second round of development to come in the Horn River and Montney Basins, not just in their gathering and processing business but also in their pipeline business. There is also a great window of opportunity for infrastructure supporting LNG exports.
Most businesses claim to have great service but out on the streets, consumers gripe about what is, in their perception, a very real lack of service in the North. So when someone raves about the service of a local business, NWB wants to know more.
We all know it when we get it, but what makes good service? We sent our secret shopper (who we will call Anne) into that Grande Prairie business with a list of things to assess including things such as: promptness of service, how well informed staff was, how well they lived up to their promises, how effective follow-through was, how attentive and polite staff members were, how customer-centred staff was, and to note her overall impression at all stages of her experience with the business.
While she returned with a list of high ratings in each area, it was something less measurable that made the strongest impression on Anne. And perhaps that is fitting in this case as business owner Michele Lefebvre of Shade All said he thought mostly good service comes down to “common sense”.
“They’ve already walked in that door. They’ve already made the effort to look you up and come and see you. You might as well treat them well,” said Lefebvre. “‘Once they’re in the door and you’ve treated them well, they’re a customer for life’ is the motto I’ve always followed.”
Anne was sent in with a relatively small job to be done. She noted that from the moment she walked in she was treated well. “They treated me like I was their best customer and that I spent millions there – that’s how I really felt even though I was spending very minimal,” said Anne.
She added that staff was both welcoming and professional from start to finish. One of the more telling comments she made was that she “got the feeling that everybody loved their job and loved being there”.
Lefebvre said he does have a policy of treating his staff very well. He cited one example: to celebrate one employee’s fifth anniversary of working for Lefebvre, he gave that individual a bonus cheque to let him know he was appreciated.
He admitted that it can be hard to motivate the same level of commitment to service in staff, he also said that his staff members were genuinely “awesome”.
Anne agreed. They were prompt, efficient, knowledgeable and pleasant. They went beyond what they promised and went even further. When attempting to book her appointment, Anne reported that they took her schedule into consideration as well as their own – they, in her words, “put the customer first”. “They juggled a few things around to get me in.”
And throughout the process she said she was kept informed and was an active participant in what was happening. Having a good product also helps.
“It’s always better when you’re selling something you believe in,” said Lefebvre. “The 3M stuff we’re selling – in my opinion it just doesn’t make sense not to put it on. Every single person has windows in their house or their car so pretty much everyone needs us.”
And that little extra? The product they work with is the same as the protective coating on cell phones – and Lefebvre will cover phones at no cost to his customers.
Lefebvre said he thinks a great deal of his success comes from his experiences with the Choices Seminars in Calgary. When he returned from his initial seminar, he said his closure rate was 100 per cent for several weeks.
“Every single customer that called Shade All came into my store and spent money, every single walk in but one older gentleman spent money – and he came back in February,” said Lefebvre.
He admits that he has a genial nature that is outgoing and friendly and that it helps him even if the “hustle and bustle sometimes makes me less than chipper”.
Perhaps the strongest recommendation that came from Anne was that she really enjoyed being there, got quality work done and had a great experience from start to finish. “I actually didn’t want to leave. I could have sat and had coffee with there all day,” she added.
Mayors and regional district chairs from around Northern BC recently met in Prince George to discuss a broad spectrum of transportation issues affecting their communities and regions. The two-day meeting was called by Fort St. John Mayor Bruce Lantz and co-hosted by Prince George Mayor Dan Rogers.
NWB: Why did you feel a meeting about transportation issues was necessary?
BL: For as long as I’ve lived in the North, I have had personal experience with some of the transportation challenges residents and businesspeople experience here. Whether you talk about rail, air travel, our roads, even the ferry system on the West Coast, it’s apparent that there are serious deficiencies that we all endure.
Two years ago I attended an ‘Opportunities North’ conference in Prince George and during that meeting, then-
Premier Gordon Campbell said this would be “the decade of the North” and that the North would drive the BC economy. I wondered how that could happen with all the deficiencies we had in our transportation networks. To be an economic driver, as he suggested, you need the infrastructure to make business happen: the ability to move goods to market, to travel for business, and even to provide a geographic area where people were willing to live and work because they know travel within the region (and also outside for business and pleasure purposes) is easy and affordable. There is, of course, nothing easy or affordable about travel in or to the North. Over time, that coalesced into a determination to bring some people together to see what could be done about it.
NWB: Why did you choose to invite mayors and chairs to the meeting?
BL: For one thing, after I started thinking about this, I wound up attending various conferences that included other political leaders from the North. Discussions with them seemed to indicate they shared my concerns and frustrations. It seemed to me that bringing these political leaders together, people who make it their business
to be connected with issues in their communities and their regions, would more likely enable us to get to the root of the problems and identify potential solutions. These are action-oriented people and that’s who I thought should best be at the table.
NWB: What was the objective of the meeting?
BL: We wanted to identify transportation problems in Northern BC, include discussions with experts in those fields, and then roll up our sleeves and try to come up with practical, implementable solutions to those problems. We didn’t want this to be yet another session of complaining and bitching with no solutions offered. Neither government nor the transportation industry needs more of that. We wanted to approach the issues
from the perspective that we all have a stake in the problems and in finding practical solutions to them.
NWB: What type of specific issues did you want to examine?
BL: We looked at the key sectors of rail, roads, air and ports. Problems in these areas seemed to be the most likely impediments to business, and indeed, just living in the North. We figured some other issues might come forward and they did, but those broad areas were seen as the most problematic. Specifically, people were most concerned about highways that cannot handle the increased volume of activity brought about by our economic activity, the complexity and cost of flying around Northern BC since most travel is routed
through Vancouver first, the perception that CN Rail is no longer committed to addressing the freighting needs of the North, and the inability of the Prince Rupert port to handle the increased volume of freight coming its way.
NWB: What were the outcomes of the meeting?
BL: There were several. On the air travel issue we are calling for an ‘Airport Forum’ that will bring together politicians, industry and its regulators to tackle some of the pressing issues. And also, we are calling for more training in the north for airport personnel. Rail is such a complex issue that we want a ‘Rail Service Forum’ held as soon as possible, and we want CN Rail to restore and start building on existing rail infrastructure such as the line between Hythe, AB and Daw son Creek, BC. We want to see improved road maintenance and a recognition of the impact large loads have on our roadways, and we are calling for immediate steps to be taken to improve the major northern highway corridors such as Highways 97, 16, 37 and 5 through four-laning or, in
some areas, just adding more passing lanes. In addition, we’d like to see the Northern Port Strategy developed by government and industry working together, with senior governments providing money for needed infrastructure improvements to ensure that we can move products to the lucrative Asian markets. Finally, we think the BC ferry system needs to be linked with our road system with consultation with local governments and First nations at least twice annually on routes and fees.
NWB: Were any of the issues a surprise?
BL: Two things surprised me. The suggestion that our road systems need to be better linked with the ferry system was something I really hadn’t considered before, and I had no idea there was a shortage of qualified staff at our airports and our airlines.
NWB: What was the single most critical issue?
BL: That’s pretty subjective. I’m sure everyone at the meeting would have their own view on which is most important. For me, it was a tie between the deteriorating condition of rail lines and connections, and the problems with air travel.
NWB: Did the conference meet your expectations?
BL: In most ways it did. Obviously we couldn’t solve all these problems in one session, and more will likely be needed. But I was pleased with the level and quality of participation from communities and regions right across Northern BC.
NWB: Do you think senior levels of government and industry will listen?
BL: I think they have to listen. When this kind of political might gathers in one room then it just makes sense to pay attention. And it’s a great opportunity for senior government and industry to show that they are responsive to the needs and concerns of the people they serve, the people who use these transportation infrastructures.
NWB: What do you think will be the biggest challenge in getting concrete results?
BL: Well, as always when dealing with issues as complex as this, the challenges will be to engage industry and senior government and then keep the pressure on so they know we’re serious about getting results.
NWB: What will be your next steps?
BL: Staff are busy preparing the reports going out to conference participants. Then this material and our recommendations will be going to the spring meeting of the North Central Local Government Association. From that meeting I expect that some or all of these recommendations will go to senior levels of government. Then we hope government will partner with us in ensuring that action is taken. But really, I see this as a start, not an end, to the process. We will continue to meet on these types of issues and to speak with one strong voice.
Surerus Pipeline Inc. is a Fort St. John based pipeline construction company, founded in 1969 by Brian Surerus. He has expanded over the past 41 years from a small contractor, to a large pipeline contractor and last fall Surerus achieved a significant and impressive safety milestone. NWB editor Joei Warm asked him about that accomplishment and what it took to get there.
NWB: Can you tell us about your achievement?
SS: On Oct. 16, 2010 we achieved 2-million man-hours without a lost time incident. That includes all people directly under our supervision – that would be our own employees and subcontractors and our permanent administrative personnel and shop people, but the vast majority of our man-hours come from our projects.
In that time we did have a number of large projects (anywhere from 200,000 to 300,000 man-hours per project) which creates more man-hours in a shorter amount of time…and they were all completed successfully without lost time incidents.
The stats that we have are for the last three years. In that time we’ve had over 1,200 different people work for us on different projects, since we’re a project based organization. At our peak, the highest point of time during that period, we had just under 500 people working at one time. That’s where the numbers come from.
NWB: What do you attribute that success to?
SS: Well, there is a great deal of buy-in to health and safety from our leadership and we’ve had some strong supervisors in the field of course because that’s where the man-hours are. We have good connection between our programs and the way that they’re administered in the field. And then we have good leaders on the projects who actually ensure that we do what we say we’re going to do. That’s the biggest key to our success. We have a strong health and safety manager, his name is John Steward, who has really helped guide us in an appropriate and professional direction since his arrival in 2004.
NWB: While most companies have similar goals, not everyone is able to achieve what Surerus has. What do you think sets your company apart?
SS: The key is that the management of the organization has truly bought into this as being something that is an advantage for us and we also have the systems that are set up that really do preclude people from putting themselves into more high-risk positions, high-risk opportunities for injury.
So because we’re organized, and because we’ve had some pretty much consistent work, we’ve been able to use the same supervisors and that’s allowed us to provide more training over the past three years for each of these people. They’re more familiar with the way we work and the way that the projects are delivered and that continuity and consistency is one of the keys for sure in why we’ve had success.
Quite honestly, we still have incidents it’s just the level of severity of the incidents are diminishing and that’s largely through mitigating the potential hazards, being aware of the hazards, and sharing those hazard opportunities with our people.
NWB: Can you comment on the trend toward a greater emphasis on safety?
SS: We’ve started just like everyone else with an industry standard level and we took the reins on our own to make this a core value. In general, in the entire industry the level of safety has definitely improved and it hasn’t always been the contractor recognizing that, that’s important.
It’s been from the owner companies mandating it and of course when they raise the minimum standard, everyone’s standard increases. There’s no question that the contractors have been cajoled essentially into bringing up our standards, but it’s been for the benefit of all the contractors.
The people who work for us work for other contractors or other energy companies all around western Canada so, from our perspective, there’s a benefit to the industry when we are able to have a person come work for us and leave here with a few different skills that they may not acquire on other projects, and we provide them a few tools on the project where they are actively participating. It’s not just top down there’s actually a lot of grassroots involvement in our program.
NWB: Has there been any opposition?
SS: Internally we’ve always had a battle with people who say they’ve done it one way for a long time but I think that with the amount of leadership we’ve had, being able to have the grassroots buy-in – we have a program which is a behavior based opportunity card program that we call the BBOs and we allow our people to participate in a rewards based program based on their activity using these cards and so it’s kind of negated a lot of the pushback.
And of course the majority of the weight goes onto the foreman and the direct supervisors for the guys but I think that when they see that the collective of having success they feel part of it and there’s far less pushback than one would imagine with the amount of paperwork that we have our guys provide us because they see the benefits.
They’re not having to deal with incident reports when their people are making mistakes because they’re making less of them at the end of the day they’re seeing the benefit of having an organized and safe workplace and that’s allowing them to focus on their tasks.
NWB: Does Surerus have a new safety goal and if so, how will you achieve it?
SS: I think that right now we know that we’re fortunate to have achieved 2-million man-hours without lost time incidents and we’re hoping to make it to 3 million. But, I think bigger than that is that we’re hoping to decrease the amount of incidents we have – period – and that’s through better organization.
That’s probably a bigger short-term goal because it does take a lot of time to get to 3-million hours. In the short term it’s actually reducing the number of incidents that we do have. We’re always kind of adding a bit to our program because you can’t just raise the bar so much that people don’t understand.
Right now we’re going through quite a bit more training for our people and that’s not just the foreman side, it’s also key individuals on different crews so that’s one thing that’s definitely occurring with respect to improvements in the organization.
The newest thing we’re adding is a quality management system. We’re developing that right now. We’ve been working on it for about eight months and we have another year to go on it and it ties into safety and organization and scheduling and efficiency and all of those things we think provide a better product to the owner but also will give us an advantage when we’re more productive.
NWB: You celebrated with a unique event. Can you tell people about that and why you chose to celebrate that way?
SS: When we reached 1-million man-hours, it was a bit of a surprise. Someone added up the man-hours one day and we realized how close we were to 1 million so we were pretty much on top of it. When we reached 1 million we placed some ads in the papers thanking our people and subcontractors for their hard work, and then when 2 million showed up, we thought that we would save that money from the advertising world and actually put it into something the community could participate in. We brought in a speaker from northern New York named Eric Giguere who had been buried alive.
It’s an appropriate kind of speaker for what we do because we deal with trenches and people in our industry at times feel that they should be in ditches when they shouldn’t be. This individual made it through an incident where he was buried and was pulled out dead essentially and was revived, and he spoke about how it affected his life.
We hosted an event for the other contractors in town and the energy producers and we invited as many people as we could think of and we ended up with about 80 people attending the session. This is the kind of person who speaks generally for foremen and managers at conferences and we thought this was far more appropriate for the regular guy who is actually the guy doing the work.
It was a great success for us in that we did get to go and deliver that we’ve achieved a significant milestone, but we’re doing something a little different. We’re not just patting ourselves on the back; we’re giving something back to the community.
NWB: Do you have any final comments for our readers?
SS: I always thank our people for choosing to work with Surerus because they have a lot of options in the world of construction. We feel that when someone comes to work for us and they leave us, they are able to go home safely and they are going to be able to take with them something to their next place of work that’s going to keep them aware of what’s going on and be able to potentially improve another organization’s concept of safety.
After several months of political unrest in British Columbia, including the resignation of the premier, as well as the loss of two energy ministers in six months, the announcement of government restructuring plans and, of course, the HST hot potato, BC is looking less and less like a place to invest.
Northwest Business checked in with South Peace MLA Blair Lekstrom to get his thoughts on how the current situation is perceived and what he thinks needs to be done to rectify the situation.
NWB: Do you see the current political instability in BC as a problem for businesses?
BL: You know I think there’s some uncertainty now. I think business is looking to the government and saying whatever’s going to happen, let’s get on with it. Let’s find some certainty with this HST issue. The vote, whichever way it goes, at least we’ll know where we’re going to be. That’s why I believe we should expedite that vote.
I do think businesses are looking right now at British Columbia and saying for heaven’s sake let’s get things worked out one way or the other. All business looks for certainty. When they’re going to invest their money they want to know there’s a pretty stable environment to do that and right now, they’re probably thinking that isn’t the case at this point.
NWB: We’ve lost two energy ministers in the last six months. How do you think that’s affecting people?
BL: Probably very similarly. I think the uncertainty is a concern for them. Although I left the ministry, I have stayed in close contact with the industry doing what I can to ensure that we’ve got a good environment to invest and at the same time, staying in contact with the people that live there to ensure we look after what we have.
Does it create some challenges and a bit of uncertainty in the industry? I think it would. I think they’re looking for something to say let’s get a leader in British Columbia, let’s get a minister of energy in there and I’m not sure what their thinking about the government reorganization but I certainly would have to believe they’re wondering what that’s all about because I certainly don’t see that as a positive move for the resource sector.
NWB: What can you say to help alleviate people’s fears?
BL: If anything, I guess I would say we have to rebuild the government and rebuild the trust of the public in government.
At the end of the day we can create a great environment for industry and business to invest and operate in BC, but if the public is always dissatisfied with what’s going on that’s not positive for anybody.
If I had to say something I would say we’ve got the greatest province in the country and we’re going through a bit of a ripple here right now but I tell you what – we’re going to get it together here one way or another.
NWB: What do you think is causing this instability?
BL: I think it’s broader than just British Columbia. I think when you look around not only North America but around the world right now I think people, and I’ve thought this for quite some time, people are finally tired of the old way of politics, are tired of the Government and opposition always fighting. I’ve always believed that as a government you bring a piece of legislation forward and you put it on the floor of the Legislature and if the opposition has a better idea, why wouldn’t you embrace it? I’ve never seen that yet but ..
People are just looking for some common sense and to be honest with you, probably a little more maturity. It’s embarrassing to watch the way question period operates not only in British Columbia but across the country.
If there’s anything, I think there’s a real kind of inner feeling, I’ll speak to British Columbia but this transcends us, that they want a change in how things operate, they want this extreme partisanship to come to an end. They’re going to elect the government that most closely aligns with what they believe will build a stronger province, but they also expect that government then to listen and engage the public in discussion and right now that’s not happening.
NWB: A lot of the comments from the public recently seem to focus on supporting the more ‘maverick’ approach, a more independent and less party based style of politics….
BL: I know exactly what you mean. When people run for a party, they try to align themselves closely to a group of issues that you think will build the province and that doesn’t mean you will agree with them all. What people do expect from their elected official is that they will represent their constituency first and then their party, and right now we don’t have that in our political system.
We have people that are elected by the people that for some reason or another may very well go against the wishes of the people that elected them in order to stay in line with the political party they represent and that is just completely backward in my mind. So what I think the public is saying, and what I’m certainly experiencing is, “Thank you, you put the people that elected you first and then the party,” and I’ve had a great deal of support over that one.
NWB: Is there a solution that will change something that is that entrenched?
BL: Definitely and I think it has to go back to what I just said; that as a political party that there are a few key issues that you do want the support on and that would be the budget and the throne speech. Everything else is wide open to a free vote and this will sound crazy but the Premier gave us that ability to do that. I exercised that. Many didn’t – for whatever reason.
We have to have our elected officials feel comfortable enough in the system that they can speak for their constituents first and if that means voting against a government bill that they’re part of, then so be it.
I don’t think you’d see a piece of legislation hit the floor of the Legislature if the majority of the MLAs in that party didn’t support it but, there’s absolutely nothing wrong with, if there’s 50 people on one side and you need 40 votes, there’s nothing wrong with a good number of people speaking out and disagreeing with it and knowing the government is going to bring it in but recognizing that the people that elected them don’t stand behind it and voting against it.
Do I think it can be saved? Yeah and that’s the way I think we’ve got to get it done.
NWB: While the upheaval is happening politically, is the mechanics that underlie that still solid?
BL: I think it’s still solid. I think that right now in British Columbia there’s a lot of internal questions among the staff with this new government reorganization that the premier announced just recently. I think it’s raised a lot of eyebrows and concern to be honest, with people wondering why.
Different people experience staff in different ways but our public servants; we have some of the best public servants in the world. It’s their job and they take it very seriously and the vast majority of our people are very proud of what they do.
So, they’re concerned. When they see what’s going on right now, the government reorganization that is very hard to explain what the benefits are, I think they share concerns as do most British Columbians.
Now available online!