Cowlitz County is seeing a rise in homeless, unaccompanied youth—children who are not in the custody of a parent or guardian.
To address this growing issue, Community House in Longview, WA built a new youth shelter called Beth’s Place. Beth’s Place is named in memory of Mariah Beth Morrison, daughter of Community House Executive Director Frank Morrison, who tragically passed away in 2023 from an overdose. Though she was not homeless, Morrison said her struggles with addiction inspired him to help others facing similar challenges—many of whom are homeless.
The name “Beth” comes from the Hebrew word for home or house, symbolizing warmth, comfort, and a sense of belonging.
Beth’s Place will provide a safe space for Cowlitz County teens aged 13 to 17 who agree to engage in substance use treatment and work toward sobriety. The focus will be on helping residents stay on track to graduate from school and find employment.
In this feature, we speak with Andy Busack, President and Co-Owner of Busack Electric, about his company’s valuable contribution to this important project.
How did Busack Electric become involved in this project?
This isn’t the first project we’ve done for Community House. We started working with them a few years ago when they acquired a commercial building in downtown Longview and converted it into a youth resource center. After that, they decided to renovate the first floor of their homeless shelter, turning it into a resource center where residents can access job rehabilitation counseling, veterans’ services, and other support to help them get back on their feet.
So, when this new project came up, it made sense for us to stay involved. Since we’ve already worked with Community House on Broadway and completed other projects for them, continuing the partnership was an obvious choice. This new shelter will be the first—and only—homeless shelter in Washington state dedicated solely to youth.
When did the project start, and what was Busack Electric’s role?
The project kicked off in the fall of 2023 and was wrapped up and handed over to Community House in October 2024. This was a big deal for our company, as it gave us the chance to keep some of our core team members busy. Being a family-owned business with just five electricians, projects like this are key to keeping everyone on the payroll.
We handled everything electrical from start to finish—fire alarms, lighting, power, new electrical service, voice and data cabling, and the security system. We took care of it all.
Did you face any challenges or need to think outside the box during the project?
While it wasn’t exactly a challenge, towards the end of the project, the state made a change during their final review before granting occupancy. They reclassified the building as a hotel/dormitory, which required us to go back and add extra exit signs and emergency lighting to meet new code requirements. It was an unexpected change, but we were able to quickly adjust and keep the project moving forward.
Can you share any stories or experiences from working on this project, particularly in terms of collaboration with the team or communication with the community?
One of the most rewarding aspects of this project was working closely with the residents of Community House. Frank Morrison, the CEO, involved some of the residents in the project by giving them opportunities for general labor work like cleanup and garbage removal. This was a great experience for them, as many are working hard to get their lives back on track. It felt good to know they were gaining work experience while contributing to a meaningful project.
It was especially fulfilling to be part of something that directly impacts the community. As a contractor, I’ve always taken pride in the work we do. It’s great to be able to drive around town with my kids and point out buildings we’ve worked on and say, “Dad wired that.” In the future, I hope the residents of Community House, once they’re back on their feet, will be able to do the same. They might one day point to this youth shelter and say, “I helped build that when I was down and out.”
What are your thoughts on homelessness and the community’s role in supporting those in need?
I’ve always thought—it’s not a crime to be homeless. It’s not a crime to be poor. A lot of times, it’s not a choice. It’s a life disaster. A lot of times a family member gets hurt, and so all the money goes to medical bills and you go bankrupt. Maybe someone goes through a divorce or maybe has a substance abuse problem. We all know substance abuse is a powerful thing. No matter how hard people want to be clean and sober, sometimes it’s impossible to do without getting professional help.
The way I look at it is, that I don’t consider homeless people any less of a citizen in the community than I am. They just need a little bit of help because we could all be there someday.
Literally, I could be there myself, so I don’t ever think it’s a crime to be homeless or poor. I look at all of those people and think, “There was a day when they weren’t in that position. It just kind of happened to them, so they gotta do what they can to get on their feet.” Any help the community of Longview can give them will be beneficial.
About Busack Electric
Started by Kelli and Andy Busack; this family owned and operated business provides expert electrical knowledge and skill to Cowlitz County and surrounding areas. You can connect with Andy on LinkedIn or visit Busack Electric’s Facebook page to learn more about the company and their recent projects.
The NECA/IBEW Local 48 Partnership
NECA-IBEW Local 48 is more than just a leader in electrical expertise—they are dedicated community partners who actively support local development and engagement. From sponsoring local events to participating in initiatives that promote community well-being, their commitment extends beyond building infrastructure. Local involvement is a key part of their mission, reflecting a deep dedication to strengthening the region both professionally and personally.
At Mill Plain Electric, safety isn’t just a priority—it’s a core value that drives everything they do. Leading the charge in safety is Steve Huson, the company’s Safety Coordinator. A true servant leader, Steve’s approach to safety is simple but powerful: take it “the last 18 inches”—from the head to the heart. His goal is clear: to get everyone home safe, healthy, and happy every day.
With over 22 years of experience in the military, including as a maintenance test pilot, along with expertise in heavy equipment operation, engineering, construction, and machining, Steve brings a well-rounded and disciplined perspective to his role. He is committed to continuous improvement, striving every day to make today better than yesterday for his family, his co-workers, and his friends.
Join us as we dive into Steve’s journey, where his military experience and electrical expertise seamlessly intersect. His ability to navigate complex situations, lead teams, and ensure the safety of everyone on the job site is deeply rooted in his time in the military, where attention to detail and quick decision-making were paramount. Steve’s transition from military service to the electrical trades showcases how these two worlds complement each other, shaping his approach to leadership and safety in the workplace.
How long have you been a member of IBEW Local 48?
I’ve been a member for about 19 years now. I’ve been an electrician for 24, but I joined the IBEW when I decided to make the switch. Before that, I was working as a machinist at Columbia Engineering Works. I remember watching the electricians on the job, thinking, ‘Those guys are making a lot more money than I am and they don’t seem to be working as hard!’ One of the machinists I worked with ended up applying to the union, and when he came back and told me about it, I thought, ‘Okay, it’s my turn!’ So, I went ahead and applied myself.
Can you tell us about your role in the military? What was your MOS?
I served for 22 years in the Oregon Army National Guard, beginning at the age of 23. My military experience shaped who I am today and played a big role in preparing me for leadership roles in the civilian workforce.
I started my career with the Corps of Engineers, where I spent the first 10 years working as an Electrician (21R). This role involved maintaining electrical systems and providing support for various construction projects. After a few years, I transitioned into a position as a Construction Supervisor (21H), overseeing construction operations and ensuring that everything ran smoothly. I gained a lot of hands-on experience during these years, learning the ins and outs of project management and the importance of teamwork and precision in everything we did.
After my time in the Corps of Engineers, I spent the last 12 years of my military career with the C 7-158th Medical Evacuation (MEDEVA) unit out of Salem, Oregon. As a MEDEVAC pilot in command and maintenance test pilot (153MG), my primary role was to support medical evacuations, ensuring that the unit’s aircraft were operational and safe for use. It was a high-pressure environment, and my job required quick thinking and precise decision-making, especially in critical situations. I loved the challenge, and the responsibility of knowing lives could depend on the work I was doing.
“General Dwight D. Eisenhower, who led the Allied Forces in Europe during World War II, famously said, “In preparing for battle I have always found that plans are useless, but planning is indispensable.”
Looking back, I can see how my military experiences helped me develop the skills that would later make me a better leader in the civilian workforce. Whether managing complex projects, working with diverse teams, or making tough decisions under pressure, the leadership lessons I learned in the Oregon Army National Guard were invaluable in preparing me for the challenges I faced in the civilian world.
Could you share your deployment timeline and how it overlapped with your time as an IBEW member?
My first deployment was from 2003 to 2004, when I spent 14 months in Iraq with the engineers. At that time, I was an electrician. My second deployment was from 2013 to 2014 in Kosovo. And my third was from 2017 to 2018 in Syria.
How does IBEW accommodate members who are deployed?
When you get deployed, you go on leave, but you still accrue points for retirement. So, when you come back, you pick up right where you left off—you get all your pay, raises, and everything that happened while you were gone. It’s a great system that makes the transition back pretty seamless.
Did being an IBEW member influence your service or vice versa?
It really worked both ways. I went into the military as an electrician, which made it easier to get into the apprenticeship when I came back. I think the IBEW looks at the military and sees that we already have the discipline to show up on time and we know what hard work looks like.
In the military, I was able to do a lot of electrical work. I did electrical work in Germany for a few weeks, then in Kosovo, I handled electrical needs for our unit. Even in Iraq, I was involved with electrical projects. In my last, I even had the chance to volunteer some of my off time to help an orphanage with their electrical work. That was a pretty cool experience.
I also want to highlight how supportive IBEW was while I was deployed. They reached out and made the transition in and out super easy. They were really flexible with the demands that the military places on service members, and that made all the difference.
“I would say the biggest lesson that I learned in the military that has helped me in the IBEW is trusting other people to do what they’re supposed to do and being open to other ideas that may be very different than anything I ever thought – but often times, even better.”
What are your responsibilities as a Safety Coordinator?
As a Safety Coordinator, my job is to assess the jobs we’re doing, the locations, and the hazards associated with each task. My first goal is always to eliminate the hazard if possible. If I can’t eliminate it, then I look at ways to substitute the methods or equipment we’re using. We put policies in place to help mitigate risks, and if the policies alone aren’t enough, we implement additional safety measures, like PPE.
My focus is on taking safety the last 18 inches—because most people in the industry already know the right thing to do. That last 18 inches is the difference between knowing and doing. If safety isn’t a core value or priority, it’s easy to cut corners, and that’s when accidents happen. My role is to make sure safety isn’t just a rule but a mindset, a core value.
Another part of my role is training. I handle all of our new hire training and situational awareness training. I pull a lot from my military experience because, to me, a construction site is somewhat like a combat zone—just without the guns. There are things on the job that can kill you quickly, and being aware of your surroundings is paramount.
“The military taught me to make that awareness second nature, and I’m here to pass that on to the crew. I want to help everyone who comes in and out of the site understand what they need to do to stay safe and be successful.”
What mindset or values from your military experience do you bring to your work in the electrical field?
One story that really stands out for me was when I was a very young soldier, only a couple of years into the service. I was heading to annual training when my platoon sergeant—an E6—called me up and said, ‘Hey, by the way, I’m not going to be there. You’re in charge.’ I was both irritated and humbled at the same time. When I arrived, I met with the commander and the first sergeant, and they just said, ‘Yep, this is all you.’
At first, I was confused because I wasn’t the highest-ranking person there, and I definitely hadn’t been in the longest. But over the course of the week, they kept adding more and more responsibility. They handed me a set of plans for a big project—a wooden bridge through the wetlands in Seaside, with an observation deck on the dunes. It was a cool project, but they also gave me a material list and said, ‘We need this, we need that.’ And I thought, ‘Okay, I’ve got this.’
I stayed up until 3 a.m. every night trying to get everything figured out, knowing first formation was at 5:30 a.m. The next day, they’d add more to my plate, and I kept pushing through, thinking I could handle it. After four days, I finally walked into the commander’s office, threw my Kevlar down on the desk, and said, ‘This is BS—there’s no way anyone can do all of this.’
The commander and the first sergeant just smiled at each other. Then the commander said, ‘Well, it took you a little longer than we expected, but we were waiting for you to figure that out.’ He went on to say, ‘You have to learn to delegate. You can’t do it all yourself. You need to trust your team to take some of the tasks off your plate.”
That moment was a turning point for me. I realized that leadership wasn’t about doing it all yourself—it was about trusting your team, understanding the bigger picture, and knowing how to communicate that vision clearly. I learned that to be an effective leader, you need to delegate, share responsibility, and help your team see how their individual contributions fit into the larger mission. A good leader encourages and empowers others and tries to leave those they interact with better equipped for life’s challenges. This was a lesson I carried with me through the rest of my military career and into my civilian life.
During his time with the Oregon Air National Guard in 2018, Steve Huson participated in a rescue operation to save Sarah Rask, who had fallen and injured herself on Broken Top Mountain in central Oregon. The Blackhawk helicopter crew lifted her to safety.
Want to share any times you had to really think outside the box on a job?
Thinking outside the box is one of my favorite things. OSHA sets minimum standards, but those are based on an ideal world—and we don’t live in an ideal world. If I can prove that what we’re doing is just as safe, or even safer, than what the regulation says, then I’m going to make it work.
One of my favorite projects was reworking the Lewis and Clark Bridge near Longview. We had to come up with a system to keep the crew safe while working several hundred feet above the water. We made sure there was a rescue boat on standby, provided self-inflating life jackets, and implemented safety measures to protect them if they fell into the water. We also developed a way for them to safely work outside the guardrails to replace piping. It was all about creating a system that kept the team safe while getting the job done efficiently.
How do you approach safety in your work and within the industry?
At Mill Plain, safety is like a core value. We’re all working together, and the goal is always to keep each other safe. It’s not about keeping secrets or trying to outdo each other with ‘cool’ new safety tricks—safety isn’t competitive. If someone finds something that makes the job safer, we share that information with the whole team, and with the industry.
It’s the same within the NECA group I belong to as well. We meet every month to share tips and lessons learned. We talk about the struggles we’re having and find ways to improve. Safety is something we all need to be invested in because, while one person may work with us on a job, they may move on to another contractor when the job is done. If we all take the time to train everyone and make safety a top priority, it benefits everyone in the long run. We’re all connected in that way, and it’s about sharing knowledge to keep each other safe, no matter where we are or who we work for.
About Steve Huson
Beyond his impressive professional experience, Steve is also a proud father of five children, embodying the values of leadership, responsibility, and care both at work and at home. He volunteers for the NECA-IBEW ambassador outreach program and works with pre-K through 5th grade students at GSCC. His servant leadership style is about supporting others to ensure that everyone is safe and successful in their work.
The partnership between the Oregon-Columbia Chapter of NECA and IBEW Local 48 is driving the electrical industry forward with a strong commitment to integrity, quality, safety, and professional excellence. Together, we’re setting the standard for innovation and craftsmanship in every project. If you’re interested in learning more, visit our membership page.
In 2019, Portland International Airport embarked on an ambitious transformation, kicking off the PDX Next project with the demolition of the outdated Concourse A. This $2 billion initiative aims to revolutionize the travel experience by introducing bright, airy spaces, expanding the number of gates and flights, and bolstering earthquake resilience.
While construction has been a constant companion for travelers in the main terminal since the project’s inception, the collaborative efforts of all stakeholders have yielded significant milestones ahead of its scheduled completion in Winter 2025/2026.
The NECA/IBEW Local 48 partnership is playing a significant role in the development of the new Portland International Airport (PDX). Members of NECA’s Oregon Columbia Chapter and IBEW Local 48 are building the next generation of airport infrastructure.
Members are providing the electrical installation and maintenance services for the new airport. Their expertise ensures that the airport’s electrical systems are safe, reliable, and up-to-date with the latest technologies. This includes work on complex electrical infrastructures necessary for modern airport operations. Through these efforts, NECA-IBEW Local 48 is helping to ensure that the airport is equipped with state-of-the-art electrical systems while also investing in the community and workforce development. Their contributions highlight the importance of skilled labor in major infrastructure projects and the positive impact such organizations can have on their local communities.
We spoke with OEG employee Sara Campbell, Journey-Level Electrician and IBEW Local 48 member, to get the inside scoop on this exciting project as well as her contributions to its success.
What’s your current role in the renovation?
I’m currently part of the Baggage Handling Systems crew and have been working on the project for over nine months. The B.H.S. crew installs and maintains baggage conveyor systems. We also install conduit and cable trays, which then deliver power and controls to the new conveyor systems. I find it very interesting to learn about the ins and outs of conveyor systems. It’s different from your typical power or lighting system jobs.
I thoroughly enjoy working at this site. It’s the second time I’ve worked on the airport renovation and this time around is completely different from the last time which makes it very interesting. In my previous job at the airport I worked mostly demolition.
Is there a lot of collaboration between teams and contractors?
There are so many trades working in each area. I’ve never seen anything quite like it. Working on and around conveyor systems every day, we coordinate with Millwrights and Ironworkers for each part of the project. Communication and coordination are key elements that contribute to our continued success.
Are you implementing any new technologies or innovative electrical solutions in this project?
Yes, the Port of Portland has decided to update their communications technology within the last couple years. So instead of a coaxial style of cable, now they use high-speed Ethernet. Also, we’re implementing the use of new MSPs instead of the older style ArmorStarts, as far as controlling the motors on the conveyors.
Are there any eco-friendly or sustainable solutions you’re seeing during the renovation?
Most airports build outwards instead of renovating and rerouting existing infrastructure. PDX is unique in that they don’t want to have passengers take transportation to and from faraway terminals. So they continue to build within existing space.
Collaboration & Innovation Are Key to PDX Renovation
We invite you to learn more about other companies and vendors that are contributing to this amazing accomplishment.
Leading the charge on the airport’s expansion is Skanska, a renowned Swedish construction and development firm, in tandem with its trusted joint venture partner, Hoffman Construction Company. Together, these industry powerhouses are driving the project forward, bringing their combined expertise and innovative approach to deliver a world-class facility that meets the evolving needs of travelers.
Timberlab in a design-assist role with ZGF Architects on the PDX Terminal Core Redevelopment, which features a striking 400,000 square foot timber roof, paying homage to Oregon’s natural heritage and innovative wood industry. PDX, one of the country’s best airports, is elevating its reputation with a LEED® Gold-targeted project that expands its showcase of the Northwest’s beauty through cutting-edge sustainable features.
The NECA/IBEW Local 48 Partnership: Leading the Northwest Electrical Industry
Beyond their technical contributions, NECA-IBEW Local 48 is deeply involved in community initiatives. They sponsor and participate in various local events and programs, which foster community engagement and support local development. Their involvement in community activities demonstrates a commitment to not just building infrastructure but also enhancing the well-being of the local population.
https://necaibew48.com/wp-content/uploads/2024/08/NECA-BlogHeader-8.jpg10801920NECA/IBEW Editorial Boardhttps://necaibew48a.wpenginepowered.com/wp-content/uploads/2020/04/necaibew48-logo-wh.pngNECA/IBEW Editorial Board2024-08-12 09:12:282024-08-19 12:02:18Achieving New Heights: NECA/IBEW Local 48 Partnership Powers the New PDX Airport
Mentorship is vital for union apprentices to succeed in the construction industry and for companies to retain them. The management at Christenson Electric saw that mentorship provided their apprentices a better experience, and started a mentoring program to heighten the connection between all apprentices and experienced leaders.
“Many apprentices feel they do not have a voice,” said Chad Privratsky, project manager at Christenson Electric Inc. Privratsky also leads Christenson’s mentor program, which provides guidance to apprentices through private conversations, work support and leadership development.
https://necaibew48.com/wp-content/uploads/2022/06/nietc.jpg600600NECA/IBEW Editorial Boardhttps://necaibew48a.wpenginepowered.com/wp-content/uploads/2020/04/necaibew48-logo-wh.pngNECA/IBEW Editorial Board2022-09-02 00:38:582024-11-13 14:51:57Mentorship offers electricians a safe space for growth and retention
Diversity, success rates rank higher in union-led apprenticeship programs compared to nonunion programs
Construction is the third fastest growing industry in Oregon, and union-led apprenticeship programs are empowering women and people of color to build skillsets to join the industry.
More opportunities for construction workers are on the horizon, with a continuous rise in labor demand as 17% of the workforce nears retirement. The Oregon Employment Department predicts 11,900 new construction jobs over the next decade.
According to a 2021 research study conducted by Larissa Petrucci, Ph.D., through the University of Oregon’s Labor Education & Research Center, union apprenticeship programs are leading in diversity and showing higher success rates all around compared to nonunion programs, especially for women and people of color.
https://necaibew48.com/wp-content/uploads/2022/06/nietc.jpg600600NECA/IBEW Editorial Boardhttps://necaibew48a.wpenginepowered.com/wp-content/uploads/2020/04/necaibew48-logo-wh.pngNECA/IBEW Editorial Board2022-06-01 20:23:002024-11-13 14:52:02Union apprenticeship programs reduce social inequalities in Oregon’s construction industry
IBEW Local 48 recognized three members for heroic actions—for saving the lives of two ironworkers after a roof collapse on a construction project in summer 2020.
At the union’s Dec. 15 meeting, members Kevin Jorgenson and Keoki Hookano each received the IBEW Life Saving Award, and Sergey Elikh received the IBEW Certificate of Recognition. The Life Saving Award is presented by the international union to any member who, by direct personal involvement, saves the life of a fellow human being. The Certificate of Recognition is awarded when a member did not meet the criteria for the Life Saving Award but deserves special recognition for their presence of mind, prompt action and genuine concern for a fellow human being.
In the electrical industry, which still has a predominantly male workforce, two local women have carved their own paths.
President and co-owner of Christenson Electric, Sonja Rheaume has been with the company for 14 years. Founded in 1945 as a family business, Christenson Electric has changed hands a few times. In 2008, only one year after joining, Rheaume bought the company with CEO Mark Walter. The pair now co-own it along with Walter’s daughter Tristin Boell.
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From being bused to a previously all-white school as a young student to having two foremen actively try to cause her physical harm, the days of International Brotherhood of Electrical Workers (IBEW) Local 48 business representative Donna Hammond experiencing overt racism are mostly in the past. Hammond hopes that sharing the experiences she’s had throughout her life and in the construction industry will help illuminate the wiring for a brighter future.
These days, part of her work as a business representative serving the greater Portland area is to address harmful biases that interfere with workforce cohesion. She abides by Dr. Martin Luther King Jr.’s doctrine that “hate cannot drive out hate, only love can.”
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In January 2020, a new Maternity Benefit Plan went into effect that was made available by IBEW Local 48 in partnership with the National Electrical Contractors Association (NECA) and the Harrison Electrical Workers Trust Fund. To our knowledge, this is the first of its kind in the nation. Since the plan went into effect at the beginning of 2020, 25 individuals have utilized this benefit.
Designed with a goal to retain women in the workforce, the plan offers 13 weeks of paid leave before a doctor-certified due date and 13 weeks after, doubling the previous maternity leave offering. Members receive $800 a week in time loss benefits in addition to Family Medical Leave Act (FMLA) benefits. The trust also pays health insurance premiums, which means recipients get free health coverage for their entire family.
Kaitlyn Kettner grew up dreaming of becoming a nurse, but the tradeswoman actually started laying the foundation early on for what would be her career as an electrician.
“All my life, I’ve been curious how things work,” said Kettner.
In addition to taking a welding course in high school, Kettner also helped her father, a handyman, with various jobs around the house. From doing drywall to painting the house’s exterior, she became adept at different skills. At 16 years old, she received her first car, with the understanding that she was responsible for fixing any problems that arose — with the guidance of her dad.
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