Message from the President

The demand for DCC services from DND and the CF reached a new high water mark in 2008–09. After a decade of double-digit growth, the demand for services continued to increase significantly over
2007–08 levels, ranging from 17% for Environmental Services to 57% for Project and Program Management Services. DCC launched a new Real Property Management service line to consolidate some of the newer practice areas. Construction activity in support of new CF equipment acquisitions caused some of the increase. Another source was the government’s commitment in the Canada First Defence Strategy to renewing and rebuilding much of the current defence infrastructure in the next 10 to 20 years. It is a dynamic time for the Corporation and its employees.

DCC increased its human resources by 28% during the year in response to service delivery needs. The implementation of a new recruitment and retention initiative has started to put in place the measures required to support these increasing staff levels. The increase in both activity levels and work complexity could not have been managed as effectively as it was without the service line matrix framework that was put in place over the past several years. As a result, DCC not only increased its service delivery capacity, but also managed the quality of services to achieve a client satisfaction rating of 92%. This remarkable achievement speaks volumes about the competence and dedication of DCC staff.

In 2008–09, the Corporation’s services revenue grew from $55.5 million to $71.6 million as a result of increased client demand. Despite the front-end effort associated with high growth rates, DCC’s key measure of productivity— time utilization—increased from 71.4% to 74.4%. Furthermore, overhead and administrative costs as a percentage of revenue were reduced by 5%. These figures are a result of prudent financial management practices and an unwavering management focus on efficiency.

The accomplishments of the Corporation are relevant in the big picture only to the extent that they contribute to DCC’s mandate to support the defence of Canada. The Corporation makes a larger contribution every year. The numbers and stories in this report will clearly demonstrate the Corporation’s flexibility and responsiveness to constantly changing client requirements. DCC’s inclusion in operational planning and deployment with the Military Engineers on training, domestic and international operations is a good example of DCC’s success in supporting DND and the CF to the greatest possible extent consistent within its mandate.

The outlook for the Corporation is exciting. The volume and diversity of demand for DCC support should continue to grow into the foreseeable future. The collective competence, experience and engagement of the entire DCC team make it uniquely suited to meeting those upcoming challenges. The exceptional working relationships established with the client groups in DND and the CF, and with the construction industry that delivers the end product, will help DCC deliver projects successfully.

In my last formal message as President, I would like to acknowledge the support and contribution of all DCC employees to the success of DCC: one of the most focused and effective organizations, public or private, in Canada.

Ross Nicholls
President and Chief Executive Officer