Did You Know? DCC’ s focus on performance measurement and the inclusion of key performance indicators in the Annual Report contributed to winning the Auditor General’ s Award for Excellence in Annual Reporting by Crown Corporations for 1993 – 94. design and tendering stages of the project, and then continued the process with the general contractor and his team of subcontractors. The end result was the avoidance of many of the misunderstandings and problems that can show up during the construction phase.”
Program review The early to mid-1990s was a very challenging period for federal government managers and employees as a result of the focus on reductions, reorganizations and rationalizations, most of which was driven by fiscal policy and budget management issues. DCC looked to expand the support services it could offer to the Department and started recovering the cost of these“ non-traditional” services. As PWGSC came under pressure to increase efficiency, at certain locations the potential overlap of the DCC and PWGSC mandates contributed to challenges at the working levels.
At the same time, a major review of how real property assets were managed within DND was initiated. This“ Infrastructure and Environment Renewal”( IER) exercise included representatives from all branches and levels of the CF / DND and DCC. Since the CE and Military Engineer institutions were at risk, passionate positions were taken as every structure, role, authority and process was questioned. The IER Steering Committee decided that the Department wanted“ optionality” in its project delivery processes— that is, the ability to decide who would carry out the various project activities where possible: in-house departmental resources, other governmental organizations such as DCC or PWGSC, or the private sector.
In reality, there were not many options available to DND due to statutory mandates and delegated authorities, but DCC decided not to be defensive
BREAKING NEW GROUND DEFENCE CONSTRUCTION CANADA
89