COVID-19 client service update

Safety critical assessments and incident investigations are continuing, as per our mandate. More information here.

 

Message from the chair of the board

In 2016, I saw a steady increase in momentum towards realizing the goals of our 10-Year Strategy. This strategy has BCSA affecting safe practices across its seven technologies, working to reduce the number of preventable incidents

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in BC and modifying behaviour of those who affect safety. Ultimately, this is something from which we all benefit.

Specifically, we are making progress towards building stronger connections with clients. Clients can now complete their business with BCSA using mobile devices and other efficient work tools. BCSA and industry are working closer together to find common safety management solutions as a shared benefit. Improvements were also made to provide clients with easier access to safety information, and their increased understanding of BCSA should prove fruitful in shaping tomorrow’s safety landscape.

BCSA continues to make advancements in how we collect and utilize data to enhance our ability to identify significant safety hazards and to allocate our resources accordingly. Better data enables us to identify active contractors and licensees and ensure that their technical knowledge remains current with evolving changes in standards and regulations. I am heartened by the efforts of BCSA’s leaders and employees as the organization continues to manage safety oversight across the province. The commitment of each employee to affect better safety practices is evident in the progress made last year.

BCSA experienced significant financial growth in 2016, primarily due to the strong housing market in BC. The strength of BCSA’s balance sheet allowed the organization to bolster its infrastructure and contribute to the operating reserve as a safeguard for the future. BCSA is financially positioned to continue to provide meaningful safety resources and offerings to our clients.

I encourage readers who are curious about safety oversight in BC to thumb through this report. Other resources to note include the 2016 State of Safety Report and BCSA’s website at www.safetyauthority.ca.

Finally, as I conclude my time as Board Chair, I wish to thank and acknowledge the many clients and employees I have met who demonstrate their ongoing passion for a strong safety system. It is through the efforts of many that we can be confident that BC is safer than ever before.

Richard Ballantyne | Chair of the Board

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Message from the President and CEO

As we pass the halfway mark of our 10-Year Strategy, we remain focused on our mission: to build confidence in safety systems for life, through a focus on risk and support for innovation.

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Today, technical systems safety and hazard prevention is a shared responsibility with our stakeholders, clients, and homeowners across British Columbia. The growth in the number of participants is evidence that they too appreciate the value and significance of being a part of our safety system. To that end, I’m pleased to report that 2016 was a productive year towards sharing the message of safety responsibility within our communities.

In 2016, we provided our clients – certified workers, licensed contractors and owners of technical equipment requiring operating permits – with more ways to connect with us, from performing a simple transaction to collecting safety data to inform their business decisions. In particular, because we focus on where the safety risk is in BC, more resources in the form of data sheets, compliance records, and emergent hazard information were delivered directly to equipment owners. We are right there to support them, so they can more readily manage the responsibility of keeping safety a priority.

Internally, we made great strides to improve technological systems, building innovations that enable us to serve clients more efficiently.

We also sent a message to those operating illegally outside the safety system by enforcing against them. We found 2,500 cases of unpermitted work, and brought these folks into the safety system. This not only levels the playing field for everyone, but we can also measure the direct effect in behavioural change.

Over the last year, we have made headway to provide more value to clients who are doing their part to uphold BC’s safety system every day. Going forward, we will continue to work diligently to provide quality connections, putting tools and information into the hands of clients and the public so they can better protect themselves and their property.

Catherine Roome | President and Chief Executive Officer

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State of Safety Report

The State of Safety Report is a companion document to the Annual Report, published each year in accordance with the restated Administrative Agreement between BCSA and the Province of BC. The report represents a comprehensive overview of BCSA safety data and analysis, compiled from incident findings, assessments, research and enforcement activities, as well as interactions with clients and consultations with stakeholders. The full 2016 State of Safety Report is available on our website at www.safetyauthority.ca/about/publications.

The 2016 State of Safety Report is structured to align with BCSA’s strategic safety goal: to advance the understanding and management of risk. By sharing the safety information and insights gained in 2016, we are providing industry and the public with safety knowledge to help them reach risk-informed decisions and safety solutions.

The report shares comprehensive safety data pertaining to seven regulated technologies, accompanied by management summaries that provide context and analysis. Examples of major and severe “as-found” hazards identified by BCSA safety officers during physical assessments are also included as well as a listing of enforcement action activities.

We encourage our clients and stakeholders to use this knowledge to advance their own understanding and management of safety risks and hazards, in support of BCSA’s vision of Safe technical systems. Everywhere.

 

safety

What is BCSA doing to find and attach participants to the safety system

BCSA’s assessments are driven by policy, performed at random, or most often, prioritized by our understanding of safety risks. As a part of our Resource Allocation Program (RAP), we created two new algorithms in 2016 that more systematically prioritize our resources in the electrical and gas technologies. Informed by our learnings from the past, these two algorithms are becoming more predictive of safety hazards and will serve as a foundation on which even more powerful tools can be built.

What strides has BCSA taken to ensure safety is top of mind?

The safety pyramid consists of infrastructure, processes and people that attach more participants to the safety system. Through better connections, participants gain more knowledge, influencing better behaviours that ultimately affect safety. Our success in being a safer BC hinges on creating value in every level of the pyramid. In 2016, we delivered safety information through technical newsletters, consultation, training, advertisements, and social media. We also sought out unpermitted and unlicensed work to increase the integrity of the safety pyramid. We audited contractors, and increased our overall compliance presence, including producing extensive public awareness campaigns about why enforcement matters.

How does BCSA measure the reach of compliance and enforcement initiatives?

The goal of BCSA’s compliance and enforcement program is to modify behaviour so that those ignoring responsibilities within the safety system will change. To gauge the return on our initiatives, we used statistical methods to compare the effectiveness of our compliance and enforcement activities. Our findings indicated that those who were directly enforced against showed positive behaviour change measured in terms of the permit growth when compared to the control group, who did not receive enforcement in similar circumstances. Further, our findings suggest the existence of a residual impact through a “neighbourhood” effect, where the growth of permits for the contractors in close proximity to enforcement activities may be correlated with the permit growth of contractors directly experiencing enforcement in the same region.

clients

How is BCSA expanding its presence and safety services?

In 2016, we broadened our reach in a number of areas. For asset owners, we increased the number of operating equipment inspections by 35% over 2015. We also launched education specifically designed for asset owners, and worked with larger clients to identify unpermitted work and equipment that might present safety hazards. We worked with propane companies to bring their pressure vessels into the safety system, and performed our first audit of a large propane company. Our audit findings and recommendations, coupled with further audits in 2017, will give valuable insight to propane companies on their safety management practices and industry best practices. These connections enabled us to further develop the safety dialogue with those who directly influence safety in BC.

How is BCSA improving the client experience?

We took a collaborative, proactive approach to delivering better client service in 2016. We improved our on-site assessment consistency and productivity by giving immediate safety feedback to clients using standard hazard ratings, captured by safety officers on a tabletbased application. We grew the reach of our client care organization and improved service levels in our contact centre and turnaround times for other transactions such as operating permit renewals. We launched a web portal to allow real-time, self-service transactions for asset owners and we continued to distribute safety knowledge through our client safety e-newsletters.

In what ways does BCSA drive client engagement?

The biggest value BCSA can provide to clients is accessibility to safety knowledge in all of its forms. Clients are encouraged to contact us. In particular, our safety officers and client service representatives supported clients with technical safety issues, and we continued to grow the number of online transactions available so that clients can interact with us anywhere, including their office or job site. Newly licensed electrical and gas contractors, electrical field safety representatives (FSRs) and gas fitters are often unsure of their role in the safety system, so we launched targeted education to explain roles and responsibilities to these important contributors. For more experienced clients, we offered electrical and gas code update courses in the classroom and online to keep their safety knowledge current. Our clients tell us that initiatives like these encourage their participation and reinforce safety as a priority

people

How is BCSA supporting employees in assessing safety risks?

Continuing from the groundwork laid in the previous year, 2016 saw the delivery of better technology tools for safety officers to gather consistent information during site assessments. As a result, BCSA can now produce thorough reports that integrate as-found hazard conditions, compliance, and equipment data. Higher data integrity and more complete data sets have enabled better analyses, resulting in improved understanding of the risks associated with unpermitted work

How is BCSA improving the client experience?

We took a collaborative, proactive approach to delivering better client service in 2016. We improved our on-site assessment consistency and productivity by giving immediate safety feedback to clients using standard hazard ratings, captured by safety officers on a tabletbased application. We grew the reach of our client care organization and improved service levels in our contact centre and turnaround times for other transactions such as operating permit renewals. We launched a web portal to allow real-time, self-service transactions for asset owners and we continued to distribute safety knowledge through our client safety e-newsletters.

How is BCSA promoting a connective culture internally and externally?

Fostering a connected organizational culture is integral to our work as it takes an entire team to deliver on our vision of Safe technical systems. Everywhere. Internally, we invited employee input into a number of decisions, such as business planning, fleet vehicle purchases, training, and the development of online services. We created and filled a number of new positions, bringing on board technical experts, statisticians, analysts, and additional safety officers to help us put more information into the hands of clients, stakeholders and employees so they can, in turn, better address and prevent hazardous conditions. Externally, we sought purposeful connections to the stakeholder community by meeting with our partners and industry peers throughout the year and gathering input into BCSA’s programs and decisions.

sustainability

How is BCSA ensuring “smart spending”?

We have always been mindful of how we invest our resources to deliver quality service. There are two important factors that affect spending at BCSA: our revenues, which are impacted largely by economic factors in the construction industry and our service delivery costs in the form of wages. We carefully monitor activity levels throughout the province to ensure our expenditures stay in line with economic activity while continuing to invest in systems and programs that will allow us to deliver services more efficiently in the future. Overall, we continue to challenge ourselves to stay lean in spending objectives, regardless of the economic conditions around us.

What is BCSA doing to make it easier for clients to transact?

In 2016, we developed mobile-responsive online services for clients to conveniently and efficiently transact with us from their job site or anywhere they choose. To support this development initiative and to ensure that the features introduced were of value to clients, we utilized a method of scoring client satisfaction called Net Promoter Score (NPS). NPS measures the likelihood that a client is to recommend our online services to a colleague on a scale of one to ten and provides opportunity for comments to support the rating. The ratings and comments feed directly into the development process and allow us to continually improve our online services.

How is BCSA reinvesting into the safety system?

In service to our clients, we continue to invest in technological improvements to support safety officers’ productivity in the field and client service representatives’ ability to efficiently answer client inquiries in the contact centre. We’ve developed better tools to analyze data, allowing us to share more relevant information with stakeholders in the safety system. Aligned with our value of accountability, our fees ensure appropriate funding for operations within the safety system while recognizing the impact our fees may have on our clients. In 2016, we chose to reduce 2017 fee increases for electrical; gas; elevating devices; and boiler, pressure vessel, and refrigeration systems by 1%, due in part to higher than anticipated permit levels and the overall increase in provincial construction activity in the past years.

Goal Targets and Measures Result

Expand the online channel to increase client participation and connections to safety products and services.

Deploy a new BCSA-developed and supported client portal that offers new online transaction types and that processes more transactions than our existing portal processed on average in 2015.

Developed and deployed a new client portal offering improved online services for clients. Over 1,800 clients have registered for this online service. We have also performed close to 100 unregistered user transactions.

Implement a Net Promoter Score (NPS)1 survey to benchmark client satisfaction with the new BCSA-developed client portal, and drive measurable increases to the NPS throughout the year as updates and new features are introduced.

Implemented a Net Promoter Score (NPS)1 survey and received a score of 33. We also gathered qualitative feedback, and these comments enabled us to focus on providing tools and functionalities informed by clients.

1 NPS is an index that measures the willingness of clients to recommend a product or service to others
Goal Targets and Measures Result

Dedicate more collective resources – people, processes, and technology – to improve connections with our asset owner clients, better educate them on the safety system, and collect more data on the state of operating equipment safety.

Accumulate 25% more data on operating equipment versus 2015 by strategically deploying BCSA assessment resources toward potentially higher hazard asset owner sites.

Achieved 35.5% more operating permit assessments in 2016 over 2015.

Improve asset owner awareness of their technical system safety responsibilities, as measured by client survey, examination and assessment results, through a safety awareness education program with at least two educational offerings tailored for asset owners.

Developed a web resource dedicated to asset owners, outlining their roles and responsibilities within the safety system through the lifecycle of their equipment. A quiz was developed to gauge client comprehension of the information presented. Additionally, we developed two videos providing asset owners with information about their responsibilities and about our Resource Allocation Program (RAP).

Review our current products and services for asset owners, and create a strategy to deliver improved operating equipment safety and value for asset owners.

Create a holistic strategy for operating equipment oversight that includes: client segmentation and outreach to identify specific safety needs for different client groups, and products and services to meet those needs; applying the Accident Prevention Model2 to asset owners; connecting with those responsible for technical systems safety decisions within asset owner organizations, and contractors who service operating equipment.

Established a strategy and action plan for operating equipment oversight based on input from 15 leadership team participants, including those working in assessment, education, enforcement, and research, plus other contributors. Further supplementary research on operating permit service models was undertaken and completed.

Goal Targets and Measures Result

Deliver enhancements to the safety officer iPad application that improve productivity and connection to other BCSA systems.

In Q4-2016, leaders ensure that an average of 80% of safety officers use the iPad application the majority of the time to record physical assessment data in the following technologies: electrical; gas; boilers, pressure vessels and refrigeration; elevating devices; passenger ropeways; and amusement devices.

Safety officers captured 89.7% of physical assessment data in their iPad application for the following technologies: electrical; gas; boilers, pressure vessels and refrigeration; elevating devices; passenger ropeways; and amusement devices.

Develop an interface for our client service representatives (CSRs) that increases productivity with the enterprise system.

Functionality developed for the new CSR interface reduces transaction times compared to the existing enterprise system interface.

Based on feedback from CSRs, we identified and delivered improved solutions in the CSR interface. We employed a number of features, including: global search, electrical and gas installation permitting, centralization of relevant documents, inspection requests, and payments.

Goal Targets and Measures Result

Build new resource allocation algorithms for electrical and gas operating permits, and optimize existing algorithms.

Safety officers’ higher risk (as indicated by RAP algorithms) assessment rates are at least three times higher than their non-RAP prioritized assessment rates.

Achieved RAP prioritized assessment rates that were 7.6 times higher than non-RAP prioritized rates.

Measure the efficacy of the RAP algorithms’ ongoing “learning,” whereby prioritized assessments lead to higher found hazards than non-prioritized assessments, resulting in a minimum 5% increase in the RAP validation factor

RAP algorithms for electrical and gas installations were redesigned and tested. The algorithm for gas was implemented, with electrical being implemented in early 2017. Measurement of the increase in RAP validation factor was not possible due to insufficient time and data for measurement.

 

Implement new RAP algorithms for electrical and gas operating permits.

New RAP algorithms have been implemented for electrical and gas operating permits across the province. Training was provided to safety officers.

Goal Targets and Measures Result

Educate and engage with duty holders on their roles and responsibilities.

Advance standardization of certification programs across technologies by developing specific duty holder education content for new certificate holders and licensees. Pilot the developed education with newly certified individuals to assess the effectiveness.

Completed development of four modules of online content for newly certified individuals. 82 gas and electrical clients have completed these courses, showing an 14% increase in knowledge assessed by testing pre-and post-course participation.

Identify and define the multi-faceted elements of a robust certification strategy.

Complete stakeholder consultations and regulatory analysis in order to shape and support the implementation of the certification strategy

Consultations and regulatory analysis completed. Request for Amendment (RFA) delivered to the Province regarding power engineering renewals, internationally trained worker recognition, and plant registration.

Goal Targets and Measures Result

Increase client participation in the safety system through identification of unsafe activities including unpermitted work and equipment.

Increase by 50% the volume of identified unpermitted work and equipment as compared to 2015.

Volume of identified unpermitted work and equipment increased over 100% compared to 2015.

Quantify the relative unsafe nature of unpermitted versus permitted work and equipment, as measured by hazards found during assessments.

The compliance & enforcement team in conjunction with operations was able to document hazards found during assessments, measuring the unsafe nature of unpermitted work and equipment to be between two to four times more hazardous than work completed and equipment operated with permits.

Include in our client satisfaction survey questions about the perceived value of our compliance and enforcement activities.

A client satisfaction survey was developed and implemented. Results indicate that clients have high awareness and perception of value regarding our compliance & enforcement efforts.

Enhance safety by increasing our regulatory presence among those who do not meet existing safety thresholds. Develop a repeatable report creation process to segment duty holders by safety performance to allow for targeted oversight and education based on safety performance. Accurate and segment-able reporting of as-found conditions, including for unpermitted work, has been established. Reports are used by the compliance & enforcement team.
Governance

The Safety Authority Act created BCSA and contains the basic rules by which BCSA is governed. The Act is supplemented by a Board Governance Manual, Administrative Agreements with the Province of BC, and Protocol Agreements.

The Role of the Board

The members of the Board of Directors are the stewards of BCSA. They have the fiduciary responsibility of overseeing the conduct of the business and ensuring that all major issues affecting the business and affairs of the organization are given proper consideration. In performing its functions, the Board also considers the legitimate interests of industry, communities, and government.

Basic Qualifications

Members of BCSA’s Board must meet the basic requirements established in the Safety Authority Act. As well, all appointments to BCSA’s Board must comply with the provisions related to qualifications for directors and conflicts contained in both the Safety Authority Act and in BCSA’s Code of Ethical Conduct.

Director Selection

The Safety Authority Act provides that the Board will consist of at least nine, but not more than 15, members. The Minister may appoint up to three directors. The remaining directors are appointed by the sitting directors. Non-government candidates for the Board are screened and shortlisted by a nominating committee based on the knowledge, skills, and abilities of the candidates. The directors make final selections from a list of suitable candidates provided by the nominating committee.

Presently, the Board consists of 11 members, three of whom were appointed by the Minister.

Committees of the Board

The 2016 committee structure included the:

Each committee operates according to a Board-approved mandate outlining its duties and responsibilities. When required, these committees make recommendations to the Board for approval.

1The Governance and Human Resources Committee also serves as the Nominating Committee.

Advisory Panel of Stakeholders

In addition to the committees of the Board, BCSA has established an Advisory Panel of Stakeholders. The Panel consists of 12-15 members who provide advice or recommendations to BCSA’s Board and the Chief Executive Officer on topical strategic issues and proposed policies and strategies. In 2016, the Panel met to engage in a focused discussion of BCSA’s existing 10-Year Strategy in the context of our economy, our sector risk, technology innovation, societal expectations, and reflections on our progress in relation to our external environment.

Directors Board Meetings Finance & Audit Governance & Human Resources Strategic Advisory Committee Total
  (7 meetings) (4 Meetings) (6 Meetings) (4 Meetings)  
Richard Ballantyne 7/7 4/4 6/6 4/4 21/21
George Abbott 7/7 - 5/6 - 12/13
Ian Banks 7/7 3/4 - 4/4 14/15
Karen Bazylewski 5/7 2/2 - 4/4 11/13
Hoss Budde1 1/1 1/1 - 1/1 3/3
Neil Cumming2 6/6 - 4/4 - 10/10
Brenda Eaton 7/7 - - 3/4 10/11
Hugh Gordon 7/7 4/4 - - 11/11
Geordie Henderson 6/7 - 6/6 4/4 16/17
Steve Lornie1 1/1 1/1 2/2 - 4/4
Alison Narod 7/7 - 6/6 4/4 17/17
Jo-Ann Panneton 7/7 4/4 6/6 - 17/17
Douglas Scott2 5/6 3/3 - - 8/9

1Retired from the Board on March 31, 2016
2Appointed to the Board on March 31, 2016

Fee 2015 2016
  $ $
Annual Retainer - Chair 42,200 42,200
Annual Retainer – Committee Chair 17,900 17,900
Annual Retainer – Directors 12,700 12,700
Board/Committee Meetings fee 790 790
Maximum Daily Meeting Fee 1,185 1,185
Teleconference of less than one hour 395 395

Directors' Retainer and Meeting Fees for 2016

Directors Retainer Meeting
Fees
Total Retainer/
Fees 2016
Total Retainer/
Fees 2016
  $ $ $ $
Richard Ballantyne (Board Chair) 1 42,200 17,380 59,580 61,180
George Abbott (Committee Chair) 17,900 9,480 27,380 30,000
Ian Banks 12,700 11,060 23,760 25,630
Karen Bazylewski 12,700 8,690 21,390 19,400
Hoss Budde2 3,175 2,370 5,545 5,545
Neil Cumming3 9,525 9,480 19,005 n/a
Brenda Eaton (Committee Chair) 17,900 7,900 25,800 28,075
Hugh Gordon (Committee Chair) 17,900 8,690 26,590 26,495
Geordie Henderson 12,700 12,640 25,340 26,005
Steve Lornie2 3,175 3,160 6,335 25,630
Alison Narod 12,700 13,430 26,130 27,955
Jo-Ann Panneton 12,700 13,430 26,130 28,345
Doug Scott 3 9,525 7,900 17,425 n/a
Totals 184,800 125,610 310,410 327,560

1The meeting fees amount includes compensation for attending a one-day new director orientation session.
2 Retired from the Board on March 31, 2016
3 Appointed to the Board on March 31, 2016. The meeting fees amount includes compensation for attending two days of new director orientation sessions.

Name and
Principal Position
Salary1 Compensation
Paid
Pension Wellness
Benefits
Compensation
Paid
Total Previous Two Years Totals
  $ $ $ $ $ $ $
  (A) (B) (C) (D) (E)    
Catherine Roome
President and CEO
271,871.20 89,367.44 28,892.03 11,067.00 12,500.00 413,697.67 2014 = 378,665.81
2015 = 402,527.61
Sue Gagné
Vice President, Human Resources & Engagement
158,918.40 34,280.98 16,546.32 9,419.16 8,400.00 227,564.86 2014 = 204,293.07
2015 = 219,398.69
Phil Gothe
Vice President, Technical Programs
183,208.80 38,097.02 19,201.24 8,197.20 9,702.08 258,406.34 2014 = 228,501.96
2015 = 241,506.82
Shelley Milne2
Vice President, Legal & Policy and Corporate Secretary
n/a 18,205.31 n/a n/a n/a 18,205.31 2014 = 185,035.01
2015 = 131,607.69
Derek Patterson3
Vice President, Legal & Policy and Corporate Secretary
208,048.19 9,981.11 21,337.87 10,489.56 8,400.00 258,256.73 2014 = n/a
2015 = 74,126.72
Brian Rowland
Vice President, Operations & Service Excellence
194,741.60 39,151.49 20,461.81 9,092.64 8,400.00 271,847.54 2014 = 224,793.43
2015 = 243,761.44
Brian Simmers4
Vice President, Corporate Services and CFO
205,247.20 42,415.71 21,295.23 10,510.92 8,400.00 287,869.06 2014 = 42,300.95
2015 = 238,187.28

(A) Salary earned (B) Variable Incentive Pay (C) Pension (D) MSP Premiums, Extended Healthcare, Dental, Group Life, Long Term Disability, Short Term Disability, Accidental Death and Dismemberment (E) Car Allowance, Vacation Leave Payout

1 Based on 27 pay periods in 2015 and 26 pay periods in 2016 and includes a range salary increase in November 2016 for executives with the exception of the CEO.
2 Based on a 4-day work week; retired from BCSA on June 25, 2015.
3 Commenced employment with BCSA on October 7, 2015.
4 Commenced employment with BCSA on October 6, 2014.

Committees, Working Groups, and Advisory Panels Glossary