Breaking New Ground—Stories from Defence Construction Breaking_new_ground - Page 117

DCC’s unexploded explosive ordnance (UXO) service offering supported DND’s launch of the UXO and Legacy Sites program in 2005. From the outset, DCC’s role was to marry DND’s extensive property inventory knowledge with best practices for identifying and mitigating threats from unexploded munitions—an approach that continues to inform projects across the country. Before new infrastructure can be built on any legacy site, UXO must be safely identified and unearthed. Perhaps the most striking example is that of the business managers that are now found within most DCC business units. John Graham has seen this change firsthand in his career with DCC. He’s worked in Kingston, Head Office, up in the Arctic on the DEW Line, in Trenton and on the East and West coasts. The biggest change that I’ve seen is that when I came into the company 20 years ago, people were expected to move on a regular basis. Within the first 10 years, I’d moved five times and held eight different positions. We still have that variety of opportunities, but there are more opportunities to relocate locally (without moving) and still do different things—we’re providing a greater variety of services, and so there are opportunities to move within the different service lines at the site if you have the appropriate qualifications. At the same time, the responsibilities within the roles have grown. Previously, for example, training in media relations would have been needed for very few DCC personnel. Today, however, DCC’s Manager of Communications Stephanie Ryan explains that high-profile projects are engendering much interest from local—and even national—media. BREAKING NEW GROUND DEFENCE CONSTRUCTION CANADA In the past year, DCC has experienced more media activity than I think it has in the past ten years. The projects that we handle for the Department have a higher profile, and there is an increasing demand for transparency by the Canadian public. Our people, whether they be on a construction site, deployed abroad or in Head Office, are given guidance on how to handle different media situations as the need arises. Building relationships The relationship between DCC and its primary client remained an essential focus for the Corporation through the early 2000s. To help measure this in a constructive and quantitative way, DCC surveyed DND annually on client satisfaction—receiving ratings consistently exceeding 95 per cent—and used the feedback to help guide ongoing service quality initiatives. The two organizations have found good success in creating new, cooperative ways of managing projects— including instituting joint program management support offices wherever the scale of a project indicated that this would be beneficial, such as the DEW Line Cleanup project and the unexploded explosive ordnance (UXO) program. 107