Results - Canadian Forces Housing Agency Annual Report 2018-2019

Housing

Invested over $134.5M into the housing portfolio.
84% of rent revenue was directed back into the portfolio.
Completed 382 exterior and interior renovations.
Constructed a total of thirty two-bedroom apartment RHUs in Petawawa, Shilo and Jaw.
Constructed seven single and four semi-detached houses in Trenton.
Several renovation projects and new builds achieved EnerGuide energy performance standards. The apartments located in Shilo and Petawawa attained the Green Globes® Certification, meeting a high standard of environmentally sustainable construction.
Converted one RHU into a more accessible unit in Winnipeg.
Demolished 161 RHUs across the portfolio primarily in Winnipeg, Cold Lake and Ottawa, contributing to the reduction of greenhouse gas emissions.
Revised our Design Standards to provide greening principles, objectives and benchmarks to guide us in planning and execution of daily housing operations. The revised standards ensure the Agency is aligned nationally within the broader Government of Canada greening initiatives context, and contributes to ensuring a level of consistency to meet energy and environment targets.
Supported the DEES which aims at achieving 30% of DND light-duty, non-military vehicle fleet run on hybrid and/or electric technology by 2020.
Maintained an acceptable score of 86.9% for the national housing portfolio.

Investments in the Housing Portfolio		Amount
RHU recapitalization/renovation	382	$65.1M
RHU maintenance and repairs		$35.8M
RHU lifecycle – replacement of major components that are at or near the end of their useful life		$27.2M
RHU – new builds	41	$4.5M*
RHU demolitions	161	$1.9M
* amount is the remaining investment dollars due to new builds initiated in 2017-2018 and completed in 2018-2019

Modernizing our services

In response to Blueprint 2020’s vision for an open and networked environment, a modern workplace that makes smart use of new technologies, CFHA is engaged. We successfully implemented the use of new communication vehicles and business processes from which our customers have benefited:

We have seen a steady increase in followers on Twitter. Our account is used to increase awareness of the Agency’s services, our investments and job opportunities at CFHA across the country.
In response to the results of the 2017 Occupant Survey, where our occupants asked for more digital communications, we now send all important site notices and newsletters through digital vehicles; this allows us to reach our occupants 24/7.
Accessing our web content on Canada.ca, our content is much more robust; accessible and useable on any device, including desktop computers, mobile phones and tablets.

A WebGIS capability was launched in 2018-2019, providing a map-based interface for employees to view portfolio information that supports improved project planning and customer service. We initiated dialogue with our partners for making a similar tool available for CAF members when researching their housing options, in order to improve their relocation experience.

We will continue to focus our public service renewal journey on Beyond 2020’s pillars of agility, inclusivity and the right equipment. Upcoming projects are expanded upon in our looking to the future section of this report.

People

At CFHA we promote an agile workplace; a workplace of inclusion and cooperation. We ensure our workforce is equipped to perform optimally. We understand that CAF members relocate three times more often than the average Canadian family. Frequent moves can contribute to an elevated stress level forthe members and their families. This is why at CFHA, whether it is at Head Office or at one of our 27 locations, we enable our workforce with tools, training and a positive environment to help employees excel in their roles. In the last year we have accomplished the following:

In support of the Military Spouse Employment Initiative, in 2018-2019, we hired three military spouses. Spouses relate to military life and easily connect with the CAF community.
We welcomed recently-released military personnel as they transitioned out of the Forces into civilian employment. We provided them with the tools to gain experience and learn new skills to be used along their journey.
7% of our workforce were students. Last year we hired 22 students, 17 were hired across the country at local Housing Service Centres (HSC) and an additional five at Head Office.
We are agile. We relocated employees to improve their quality of life. The knowledge transfer and the unique skill set that employees bring with them, contribute to a stable and enjoyable work environment.
We are inclusive. Staff meetings, regional training sessions and team workshops contributed to the environment of openness and collaboration.
Employees had access to individual assessments and health reports to enable them to take positive steps in improving mental, physical and emotional wellbeing at home and at work.

In 2018-2019, we continued building an engaged, adaptable and skilled workforce. We developed, maintained and implemented responsive and effective organizational structures and leveraged flexible and outcome driven recruitment initiatives. Our strong commitment to our customers, our employees and our partners contributed to making CFHA what it is, a recognized leader in housing services for the CAF.

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Date modified:: 2020-01-24

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Results - Canadian Forces Housing Agency Annual Report 2018-2019

Housing

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