Human Resources in Canada's Built Heritage Sector: Mapping the ...

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MAPPING THE WORK FORCE AND SETTING STRATEGIC PRIORITIESThe human resource issues are fundamentally different for specialized and non-specialized occupations.For specialized occupations, the key issues are:• recognition,• the adequacy or appropriateness of occupational regulation,• the adequacy of supply,• the adequacy of training,• the adequacy of professional development opportunities.“There is a built heritage industry, but it is a loose affiliation of individuals who mostly know each other’s work.”Heritage Consultant, OntarioFor non-specialized occupations, the key human resource issue is the degree to which persons in theseoccupations understand the built heritage sector and adjust their professional practices appropriately. Insome instances, it may be appropriate to consider the qualification requirements to work in the builtheritage sector, although the practicality of this will vary by occupation and, in some instances, by region.The community of persons in specialized built heritage occupations is comparatively small. Figure No. 3sets out our estimates of the number of persons in specialized occupations working wholly or preponderantly inthe built heritage sector. These estimates are best described as guesses that are informed by the commentsof participants in our interviews and workshops. We have no basis on which to estimate the number ofpersons in non-specialized occupations who occasionally work in the built heritage sector or whose workimpinges on the sector.Figure No. 3ESTIMATE OF PERSONS IN SPECIALIZEDOCCUPATIONS IN THE BUILT HERITAGE SECTORHeritage Institutions (Public and Non-Profit) 9 2,500 to 3,000Governments (Policy and Programme Administration) and Heritage Organizations 300 to 500Professionals (private sector) 300 to 500Heritage Crafts 200 to 300Heritage Trades 500 to 1,000Total 3,800 to 5,300With respect to construction related work, we can offer some rough estimates. Statistics Canada reports thatin 2004, heritage institutions 10 incurred approximately $254 million in capital expenditures. Constructionemployment related to these capital expenditures was probably around 2,200 persons. 11 Perhaps another200-300 persons were employed in a professional capacity related to these capital expenditures. If fullyutilized, the Commercial Heritage Properties Incentive Fund (CHPIF) could generate approximately1,000-1,200 additional construction and other jobs. We have no means of estimating either the magnitudeor the number of persons who worked on privately financed undertakings, whether residential ornon-residential, outside of the purview of CHPIF. While there are data on renovation and repair expenditures,we have no basis for estimating the share of those expenditures that pertained to heritage structures. Indeed,data are lacking even for designated sites that are privately owned, let alone non-designated sites.9 There are approximately 25,000 persons employed by heritage institutions of all types. Based on interviews we estimate thatperhaps 10-15% of these persons have significant responsibilities in the built heritage sector.10 Note that heritage “institutions” is broader than heritage buildings.11 This is based on very approximate guesses that (1) 60% of capital expenditures were for construction labour, (2) the labour co-efficientsare around 25,000 hours per $1 million of expenditure, and (3) for persons in the construction industry, employment averages 1700hours per year. These are higher labour ratios and labour co-efficients than would be applied to new construction. This reflects the greaterlabour intensiveness of built heritage work.©CULTURAL HUMAN RESOURCES COUNCIL19
HUMAN RESOURCES IN CANADA’S BUILT HERITAGE SECTORHuman Resource IssuesFormal Professional Training:“There are few full-time openings in Canada for our graduates. About 35% of our students are from outsideCanada. Our program would not be sustainable on Canadian enrolments alone.”Professor – Specialized University Program“In some disciplines, there are problems retaining people owing to the lack of work.”Workshop Participant, HalifaxIn light of the comparatively small number of persons who are engaged full-time in the built heritagesector, it is not surprising that many universities and colleges have difficulty in attracting a sufficientnumber of students to sustain specialized programmes dealing with the built heritage sector. Employmentprospects in the sector will not support any significant increase in full-time enrolments. This is likely tomean that many practitioners will obtain their advanced qualifications outside Canada. Obtaining foreignqualifications has been a common pattern in the past. It is likely to remain so.Professional Development:In the built heritage sector, professional development for the incumbent work force is at least as important, if notmore important, than training new entrants. Not surprisingly, therefore, many professionals, especiallythose employed in the public and non-profit sector, identified professional development training as animportant concern.Professional development training is currently available through the University of Victoria and theUniversity of Montreal, as well as through professional associations. Organizations such as the Associationfor Preservation Technology and the Canadian Conservation Institute also provide multi-disciplinary training.Parks Canada offers a number of specialized courses, although its resources are limited. We were toldthat “every course [offered by Parks Canada] is a sell-out and many have waiting lists.” The federalgovernment’s Historic Places Initiative was cited as having had an important effect in increasing thedemand for professional development training.Resources for professional development have not always been sufficient. More importantly, there may nothave been a sufficient recognition of the importance of professional development training in the publicand non-profit sector. While there is evidence that this is changing, support for professional developmenttraining still falls short of the sector’s needs. The sector needs a general review of its professional developmentrequirements and the institutional and financial resources that are available to meet those requirements. Sucha review will significantly strengthen the sector’s understanding of its human resource needs.20©CULTURAL HUMAN RESOURCES COUNCIL
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Human Resources in Canada's Built Heritage Sector: Mapping the ...

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