Wednesday, March 15, 2017

Change at the Top

CLAC has a new executive director. What does this mean for you and your fellow members?

On March 1, 2017, Wayne Prins officially became CLAC’s seventh executive director in the union’s 65-year history. Wayne takes over from Dick Heinen, who retired after 48 years of involvement with the union. We sat down with Wayne and Dick to talk about what attracted them to CLAC, the challenges workers face, and what CLAC can do to help.

Dick, you’ve been involved with CLAC first as a member then as part of CLAC staff for over 48 years. What’s inspired your interest over such a long time?

Dick: I got involved because CLAC’s model of labour relations not only made sense but spoke to my deepest convictions. CLAC approaches the workplace from the standpoint that all people in the workplace deserve respect, dignity, and fairness—whether you’re the CEO or a labourer.

Wayne, you came on board with CLAC as a representative in 2003. What attracted you to CLAC?

Wayne: I had some experience with CLAC as a member when I worked as an equipment operator at Diavik’s diamond mine in the Northwest Territories during a summer job while attending university. I played on the university volleyball team with Dick’s son Jon. Before I graduated, I started looking for work, and it was through contact with Dick that I learned CLAC was looking for reps because the organization was growing. It sounded interesting.

The night Dick asked me to interview for the rep position, my mind was somewhere else—I was planning to propose to my girlfriend. I had the ring in my pocket, and I was completely distracted because I was nervous. I said, “Sure, sounds great.” When I went through the interview process, I realized that the job of a CLAC rep would be a really great fit for me and the organization.

A year later, you were off to Fort McMurray to open a CLAC office. That’s an interesting destination for someone with a degree in environmental studies.

Wayne: When I was a university student, I was quick to adopt all kinds of overly negative views of the oilsands and heavy industry. But the more I learned about how the industry actually works, the more I realized many of my major challenges were being addressed by the industry. That’s not to say that there isn’t room for improvement. I’m always conscious of the environmental impact that the industry and the work that our members are doing has on the environment, both locally and the bigger global picture.

What can CLAC do as a union representing thousands of workers in the industry to address economic and environmental concerns of oilsands development?

Wayne: We seek to balance the short term needs of our members and their families without losing sight of the long term health of the environment. The things that are going to drive the economy 10, 20, 30 years from now will also have a huge impact. We’re positioning ourselves to secure as much work as possible for our members. But we use the voice that we have on behalf of a very large constituency to try to influence government to make responsible decisions about the pace and overall scale of development.

Dick: The oil and gas industry has a black eye as the punching bag of the environmental movement. Some of it is deserved, but good things are happening. The footprint of the oil and gas industry keeps getting smaller.

We’re in for a 40-year transition moving away from oil and gas toward renewables. In the last 10 years or so, CLAC has been heavily involved in training our membership and preparing them for this transition. And that’s going to continue into the future.

Training is one area where the union is helping members out of work. What else can CLAC do to help?

Wayne: One of the best things that we can do for our members is stay true to who we are, because our willingness to work with our partner contractors through the rough times is going to allow them to access more of the work that’s left. Our aim is to provide as much opportunity for employment for our members as possible.

Wellness programs and EFAPs [employee and family assistance programs] also play a key role for workers who are negatively impacted by the downturn. We need to ensure we have supports in place for members and their families who come on hard times. The longer term objective is to provide as many opportunities as possible and equip our members to take advantage of those opportunities when they arise.

Dick: Overall, many of our members are doing very well, with good, productive jobs. They’re not feeling the same pain that their fellow members in the oilsands are experiencing. CLAC is one of the leading healthcare unions in Ontario and also represents healthcare workers in other provinces, particularly in long term care. There, the challenge is not so much employment opportunities but a lack of funding and chronic short staffing, which puts enormous strain on caregivers.

What can we do to address their concerns?

Dick: We need more money in the system, both for home and institutional care. There’s no way that we can provide quality seniors care with the same amount of money when the number of people in the system doubles. So CLAC has been doubling up its advocacy to governments. We need to speak up not only for our members, but for all who are involved in caring for our aging population.

Wayne: Our partnership model is just as effective with governments as it is with employees and employers. Governments are under incredible pressure to cut costs. Debates about funding can become very polarized if you don’t come to the table with a partnership mentality. We need to work with government, our members, and others in the industry to find creative solutions. Our model positions us perfectly to bring really good ideas to government that address the problems we face, and not simply continue a polarized debate about funding.

What are some of the challenges that CLAC and other unions face today?

Dick: One of the biggest challenges is the idea that unions are not as necessary as they used to be. We have to remind people that unions provide the structure necessary for good work communities. Everybody wants to go to a workplace where they feel affirmed and valuable, where they can be creative and participate in something bigger than themselves. And they want to do that in a way that is fulfilling. A union provides structure to the entire enterprise for common interests, sharing, and understanding.

Wayne: Ultimately, unions will only survive if their members choose to keep them alive, and members will only keep them alive if they see value in being a member. So, yes, we have to remind people about the value of unions, but I think an equal or greater part of it is reinventing where that value comes from, because it’s changing. CLAC has to be at the forefront of innovation in figuring out new ways to add value to union membership.

What opportunities do you see for CLAC?

Wayne: We have the opportunity to bring our brand of labour relations into sectors where we currently have a limited presence. This is not just about diversifying our organization. It’s about making a difference in a broader swath of the economy. When we bring our model into a sector, it influences others. We’re trying to change some of the norms that exist in labour relations.

What are workers struggling with, and what challenges will they face down the road?

Dick: The trend toward precarious work presents enormous challenges for workers and unions. We’re losing more full-time jobs and gaining part-time jobs. Many people work multiple jobs just to earn a living. Many of them don’t have benefits or retirement provisions, because for companies, it’s about cost cutting to be globally competitive. That’s an alarming trend. As a union, we need to figure out how we can help.

Wayne: Tied into precarious work, the issue of long term financial security is a big one. We see it in the oil and gas industry, for example, which is going through a difficult dip. We’ve seen how quickly so many people who’ve done very well for quite a few years suddenly run into financial trouble because of the downturn in the industry. There are a lot of different factors to that, but unions need to play a bigger role in financial education, literacy, and wellness. As the next generation goes through their careers and approaches retirement, what we do now to promote financial wellness will pay dividends 20 to 30 years from now.

Dick, what’s been the toughest challenge you’ve faced as executive director?

Dick: CLAC’s been tremendously blessed during these past 10 years. That created challenges in terms of how to deal with growth and how to develop a better service model for our members. The challenge for me personally was leading a bunch of highly talented people who have all these great ideas and want to implement them, and getting everyone on the same page. You don’t want to get in people’s way but at the same time you’re leading the organization to a better place.

What’s been the highlight of your career?

Dick: The time that I’ve led the organization has been a tremendous high because we had the ability to do some fantastic things. We became more professional, more solidly service based, and more member oriented. And what’s really exciting is that people are listening to us. Government and industry leaders come to us and ask for our opinions and ideas.

Wayne, what can CLAC members look forward to from their union in the coming years?

Wayne: We’re going to stay true to our convictions and keep on living out a tradition of getting better every year. Under Dick’s leadership, we have improved almost every area of the organization. Sometimes, I ask what’s left to do here? But there’s a lot left to do. We’re going to keep investing in services, especially in the digital realm. We’re going to keep our focus on our members and how we can make their experience with CLAC better. We’re going to keep looking for ways to help them navigate the changing world of work. We’re going to keep on being there beside them to help make their work-life better.

Justice, Not Just Us

CLAC’s first representative, Gerald Vandezande, hired in 1961 at the age of 27, went on to become CLAC’s second executive director in 1966. Gerald’s involvement dates back to CLAC’s founding, when he served as secretary for a group of Ontario locals. He soon became a National Board member and served as editor of The Guide from 1959 to 1972. His sacrifice, energy, and passion were instrumental to CLAC’s success during its early years. The young firebrand helped put CLAC on the map, meeting with premiers and ministers of labour across Canada.

Gerald didn’t back down from any challenge, including, in 1972, the challenge to head up the charity Citizens for Public Justice (CPJ). “True justice occurs when we practice mutual respect and mutual responsibility, engage in mutual acceptance, and practice mutual accommodation. Then the meaning of justice for all goes beyond just us,” wrote Gerald in his book Justice, Not Just Us.

A pioneer for social justice in Canada, he was named to the Order of Canada in recognition of his life-long service to Canadians. He passed away on July 16, 2011, at the age of 77.

Change at the Top

Justice, Not Just Us

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