Strategic priorities

Meet current and future housing needs of the Canadian Armed Forces

Outcomes

To provide housing solutions for the Canadian Armed Forces (CAF), meeting both immediate needs and anticipating future requirements through best practices and innovation, while upholding the highest standards of compliance and sustainability. 

Strategic objectives

Strengthen understanding of Canadian Armed Forces housing needs

• Improve engagement with environmental commands to better understand capability and evolving requirements.
• Continuously review CAF demographics, housing demand and market conditions to monitor and adjust projected housing requirements.
• Adapt the Canadian Forces Housing Agency’s (CFHA) operations to reflect evolving Department of National Defence (DND)/CAF policy direction, particularly in relation to DND’s Living Accommodation Policy.

Increase housing inventory to respond to Canadian Armed Forces requirements

• Increase the supply of DND residential housing units (RHU) through the acceleration of the Residential Portfolio Capital Investment Plan (RPCIP) Construction Program (Phase 1), with the delivery of 668 new RHUs by 2029/30, and through increased utilization of existing assets.
• Development of the RPCIP Construction Program (Phase 2), to ensure readiness to implement an additional 732 new RHUs in response to CAF requirements.
• Supplement the supply of residential housing units available to the CAF through innovative acquisition solutions beyond traditional construction, including modular/prefabricated housing, partnerships, leasing and alternative financing mechanisms.
• Align the business with the updated DND/CAF housing requirement in current and new locations as required.

Optimize the residential housing portfolio

• Ensure the residential housing portfolio is healthy, safe and compliant.
• Sustain the existing portfolio through planned maintenance and renovations that improve condition and functionality, focus on efficiency and environmental and financial sustainability, while responding to changing demographics and supporting Indigenous reconciliation.
• Ensure new construction and renovation aligns with carbon reduction initiatives and sustainability goals.

Increase organizational integration and visibility

• Foster relationships with key stakeholders, including government agencies, industry partners, community organizations, and Five Eyes partners to position CFHA as a leader in government housing and the broader housing sector.
• Maximize CFHA’s Special Operating Agency status and authorities to optimize operational delivery within the delegated authorities’ framework.
• Engage in policy dialogue and discussions to advocate for supportive regulations and funding.

Elevate the customer experience

Outcomes

To cultivate an exceptional living experience for CAF members and their families by prioritizing high quality customer service, satisfaction and responsiveness.

Strategic objectives

Create a customer-centric culture

• Integrate a customer-centric approach into operations, initiatives and housing solutions.
• Implement new approaches to understanding, managing and serving customers.
• Ensure transparency and ease of access to information on the Defence Residential Housing Program.

Foster meaningful engagement with customers

• Develop robust customer communications protocols and compliance mechanisms.
• Implement a comprehensive and regular customer feedback system to gauge satisfaction levels.
• Implement an effective, timely and transparent complaint resolution process.

Ensure efficient and effective service delivery

• Proactively communicate and uphold CFHA service standards.
• Evaluate and enhance contractor responsiveness and performance.
• Consistent and comprehensive supports and services at all locations.
• Drive continuous improvement in service delivery through gathering and analyzing feedback to identify and address new and recurring issues.

Enhance the employee experience

Outcomes

To cultivate a supportive, inclusive, and dynamic workplace that attracts, develops and retains top talent, and fosters a culture of excellence and high performance.

Strategic objectives

Promote a healthy and inclusive workplace

• Implement measures to ensure a safe, secure and supportive working environment, particularly for frontline employees.
• Implement policies that support work-life balance, mental health, and equity, diversity and inclusion.
• Foster a culture of positive leadership and accountability.

Cultivate an engaged and high-performing workforce

• Empower managers and employees with tools, training, mentorship, coaching and resources.
• Identify skill gaps and implement targeted development programs and continuous training.
• Adopt and implement formal change management practices across major initiatives.
• Strengthen internal communications to ensure transparency and trust.

Attract and retain top talent

• Leverage technology and innovative sourcing strategies to reach a wide-range of diverse candidate pools and streamline the hiring process.
• Recruit talent through competency-based processes.
• Focus on onboarding programs that enhance new hire integration and engagement.
• Prioritize training and development programs that enhance job-specific skills and key leadership competencies.

Modernize the business

Outcomes

To strategically enhance service delivery and operational efficiency by embracing a long-term pathway towards agility, digital transformation and innovation. 

Strategic objectives

Advance digital modernization and technologydriven service delivery

• Reduce, simplify, standardize and automate processes.
• Improve and elevate digital literacy to optimize operations and maximize productivity.
• Streamline and digitize customer platforms and processes for greater efficiency and improved convenience and accessibility.
• Leverage existing technologies and AI to optimize service delivery.

Evolve business intelligence and data-driven decision making

• Enhance the organization’s ability to make data-driven decisions and identify optimization opportunities.
• Develop a business intelligence framework to guide investment planning and resource allocation.

Foster a culture of innovation

• Formalize an approach to fostering innovation and develop a plan that connects day-to-day improvements to the longer-term vision.
• Recognize and encourage constructive feedback, creativity, experimentation and informed risk-taking at all levels of the organization.
• Integrate innovative practices into everyday operations.