JOURNAL: ISSUE 3 - 2014

LOCAL UNION SPOTLIGHT

Perhaps the most critical function of a Local’s Joint Apprenticeship and Training Committee is to stay ahead of the curve in meeting workforce demand, which often requires recruiting and training apprentices in advance of an upturn. As we all know, that’s a lot easier said than done, but few programs have a more successful track record at navigating the cyclical nature of our industry’s labor needs than Local 3 Massachusetts/Maine/New Hampshire/Rhode Island. BAC President James Boland invited guest contributor, Local 3 President and Secretary/Treasurer Chuck Raso to share his thoughts on this core Union function.

By Chuck Raso, President and Secretary/Treasurer, Local 3 Massachusetts/Maine/New Hampshire/Rhode Island

The Great Recession beginning in 2008 left many BAC Locals economically devastated and created an erosion of the Local Union’s membership in all facets of the craft. Many excellent journeymen retired during the years of the recession and many more are now approaching normal or early retirement age. Unfortunately, the failed governmental and financial policies produced an economic vice grip on our Local Unions and a construction depression ensued.

Understandably so, many Local Unions were forced to curtail ongoing pre-apprenticeship programs throughout the recession, since the lack of work prevented the existing apprentice workforce from being gainfully employed. In short, it would have been a futile attempt to bring in new apprentices when there was very little work available for existing apprentices as well as journeymen.

But as slow as the work has been, many apprentices who were participants in the system prior to or during the recession, slowly worked their way out of their time and became journeymen. This in turn left many Locals with a dwindling supply of apprentices and slowed the steady stream of training new apprentices that were necessary to replenish the journeymen who were retiring or close to retirement.

Because of the economic uncertainties which remain prevalent in many areas, the priority of apprentice training has taken a back seat since so much apprehension still exists with the Local’s leadership relative to ramping up the training programs.

However, whether or not a geographical area has regained full economic strength which it enjoyed during the pre-recession days, the tools necessary for rebuilding the erosion of a Local’s active membership rolls rests not only in organizing new journeymen craftsmen, but predominately by bringing new members into all branches of the masonry trade through apprenticeship.

Throughout BAC’s long history, apprenticeship has proven to be the best source of building skilled manpower. It produces not only good craftsworkers, but also good union members which become the backbone of our future. It’s a fact, that areas which have weak apprenticeship programs most likely have weak Local Unions.

We are all aware that highly skilled craftsmen cannot be produced overnight. So it is important that the makeup of our Local Union be analyzed according to age and years of service, bearing in mind that it takes an average of 4-5 years to systemically train apprentices to the journeyman ranks. And even after an apprenticeship has been completed, it will also require several more years of working as a journeyman to fully develop one’s skill levels to their fullest. With the recession in our rear view mirror in many areas and other areas seeing light at the end of the tunnel, the time to begin boosting up apprentice training should be now.

It is also very important that in addition to bricklaying that the allied crafts be assessed for potential apprenticeship opportunities, such as PCC and ceramic tile. In many areas, the branches of the allied crafts have blossomed into high growth industries and as such will need training which is essential to assure that adequate pools of skilled craftsmen will be available to meet the demand.

As we begin ramping up our training efforts, we must insist on full cooperation from our contractors to employ the maximum number of apprentices provided for in each respective collective bargaining agreement and refrain from the temptation of using apprentices as a source of cheap labor. When apprentices are taken advantage of on a continual basis, the future of the masonry industry suffers and the journeymen of tomorrow will find themselves ill equipped to perform the work. We cannot afford failure in our training efforts and must be vigilant in assuring that apprentices are given adequate trowel time.

With many active members within our ranks getting older and the recession having taken its toll, the lack of a good, healthy compliment of younger members in our Local will no doubt begin to have a marked effect on the Local’s Pension Fund. Pension Fund actuaries closely examine the Local’s demographics on an annual basis and get very concerned about decreases in the younger age brackets. Actuaries want to see a multitude of new workers continuously coming into the system and their concerns center around the basic long term premise of, who’s going to be doing the work and putting in the hours in the future as older members retire.

Apprenticeship has always been the lifeblood of our industry and the bedrock of our union. We have all experienced the toughest economic times of our lives, but we have to recognize that even at its best, the construction industry will always be cyclical in nature and the fluctuation of employment levels is inherent in the industry for journeymen and apprentices alike. Our forefathers referred to it as “feast or famine.”

BAC’s survival as a building trades union is predicated on our ability to perform quality work and complete projects, on time and within budget. Apprenticeship draws on our already successful experiences and is the only proven way to accomplish these goals. Every BAC Local needs to assure that a good supply of skilled manpower exists and stands ready and able to tackle the challenges that await us in the future. If we are unable to meet this demand, it opens the door further for the use of substitute materials and the non-union element.

Apprenticeship is essential for the health of the masonry industry and a means to achieve growth. It is the envy of the open shop and a powerful marketing tool that enhances the union’s social value in our communities. It can enrich the lives of young adults and provide a lifetime career opportunity for many of the underprivileged. Moreover, it exemplifies the quality, productivity and excellence of our craft and our union.

We need to rejuvenate our apprenticeship programs and begin to replenish our losses in active membership. Time is of the essence and IMI’s Training component is in place and ready to assist. It’s a viable approach that will secure the BAC’s future.