Report on Strategic Initiatives

Defence Construction Canada’s corporate plan identifies five themes that inform the Corporation’s strategic initiatives. The following is a summary of DCC’s efforts in 2007–08 to address these initiatives, and the results achieved.

1. Corporate Governance and Leadership
Initiative	Results
Review the management of safety risks associated with construction management activities.	DCC worked with the Department of National Defence to clarify construction site safety-management procedures. The result was the development of contract specifications that define the safety expectations of contracted third parties. An operations safety handbook, Creating a Safe Working Site, was developed to provide DCC employees with an understanding of their role in working within the guidelines established by DND.
Implement the internal corporate communications strategy, with a particular emphasis on developing communications tools for managers.	Created an online leadership communications course for managers that includes material on internal processes, roles and accountability, and performance standards. Developed a tool kit for managers that includes tip sheets and tutorials relating to communications processes. Promoted the DCC Intranet site as a resource for standard messaging and trained all Intranet administrators to support the communications functions of the Corporation’s business units and managers. Refined the Corporation’s mission statement to make it more succinct and easier to communicate and remember. Produced the “We are DCC” video.

2. People
Initiative	Results
Continue to implement the Corporation’s training and development framework.	Built a registration and tracking system into the Intranet site that allows managers to monitor employee course completion information. The system is designed to help the Corporation better align its training and development program with its employees’ career goals. Conducted a review of DCC’s succession planning and management framework to assess the Corporation’s immediate and longer-term human resource requirements. Produced content for six online and two in-class training modules.
Develop a recruitment and retention plan that satisfies current and future human resources requirements.	Created a series of recommendations for employee recruitment and retention that includes: implementation of a management system for tracking potential employees, a referral incentive program, an employee engagement survey that identifies the Corporation’s short and long-term needs, and a branding exercise that positions DCC as a model employer.
	Target Retention Rate 2007-08 90% 90%

3. Stakeholder Relationships
Initiative	Results
Update administrative arrangements with DND.	DCC and DND updated their memorandum of understanding (MOU) Guidance on financial and administrative arrangements resulting from the MOU will be provided to staff next year.

4. Service Delivery
Initiative	Results
Review the service-line accountability framework in light of DCC’s move to its new service-line model.	The adjustment of the accountability framework to better clarify the responsibilities of business unit managers and service-line leaders. The development of a chart of roles and responsibilities for all aspects of business management and service delivery.
	Construction & contracting services 61% Project & program management 21% Environmental services 15% Infrastructure support services 3%

5. Support to Service Delivery
Initiative	Results
Continue to implement the Information Services (IS) road map—a multi-year plan to enhance DCC’s information services and technology.	Developed a new in-house payroll system that was launched in January. Began work on a human resources information services portal that tracks employee salaries, leave and benefits. Formatted the Corporation’s Profit and Loss software for easier, online use. Updated the OneWorld application to support French-language users. Upgraded and established servers on 15 sites across the country to facilitate communications among site offices.