Canadian Forces Housing Agency Charter

Table of Contents

1. Introduction

2. Mandate and Role

3. Principles and Values

4. Organization and Accountability Framework

5. Relationships

6. Delegated Authorities

7. Evaluation and Audit

Appendix 1: CFHA Delagated authorities

Appendix 2: Accomodation Board Terms of Reference

Appendix 3: Memorandum of Understanding with Bases and Wings

Appendix 4: CFHA Organization Chart

Appendix 5: Map of CFHA Locations Across Canada    

1. Introduction

1.1. Organizational Background

Each year the Canadian Forces (CF) moves thousands of members and their families from one location to another within Canada and abroad. This posting cycle is an essential component of operations and career development for military personnel.

Therefore, accommodation is of particular concern to CF members who may be required to move to several different locations over the course of a military career. The Department of National Defence (DND) and the CF regard access to suitable residential accommodation as an important factor in the quality of life of its members. It is part of maintaining the overall well-being and morale of both the military personnel and their families. It is also key in support of operational effectiveness of CF units and the Defence Mission.

The creation of the Canadian Forces Housing Agency made it possible to concentrate accommodation resources and accommodation-related expertise under the management of one organization. The Agency’s structure allows for:

• A greater focus on customer service;
• Greater flexibility in decision-making through devolution of decision-making authority closer to the point of service delivery; and
• The development of business processes that are appropriate to the delivery of Crown-controlled residential accommodation services.

1.2 Purpose of The Charter Document

The Charter Document sets out the Canadian Forces Housing Agency’s (CFHA) mandate, principles, values and role within DND in response to the residential accommodation goals identified in Accommodation 2020.^{Footnote 1} The Charter Document also details the relationships of CFHA with DND, the CF and other organizations, as well as the Agency’s organizational and accountability framework. Appendix 1 identifies authorities delegated to the Chief Executive Officer (CEO). Appendix 2 defines the Terms of Reference for the Accommodation Board (AB). Appendix 3 outlines the working relationship with the CF Bases and Wings through a Memorandum of Understanding (MOU) pro forma. Appendix 4 and 5 are the CFHA Organization Charts and a map of CFHA locations across Canada.

1.3 An Agency of National Defence

CFHA is a Special Operating Agency within the Department of National Defence. CFHA is headed by a Chief Executive Officer.

1.4 Agency Name

The official name of the Agency, and its applied title under the Federal Identity Program, is the Canadian Forces Housing Agency.

1.5 CFHA Structure

CFHA consists of a Head Office, located in Ottawa, 15 Housing Management Offices and 11 site offices located throughout Canada. Appendix 5 is a map of the CFHA locations throughout Canada. The CEO determines changes in organizational structure in accordance with the Agency’s needs.

1.6 Charter Document Review

The CFHA Charter Document is reviewed and revised on an ongoing basis.  Changes to the Charter are reported to the Treasury Board Secreteriat on an annual basis. Any material changes to the mandate or scope of operation of the Agency are submitted for approval to Treasury Board.

2. Mandate and Role

2.1 Mission

CFHA exists to meet the housing needs of military families.

2.2 Vision

CFHA provides trusted and valued housing services to military members.

2.3 Mandate

CFHA manages Crown-controlled residential accommodation assets for the Department of National Defence, to ensure that those assets, occupied or available to be occupied, are maintained to a suitable standard. CFHA also develops and implements plans to meet the future residential needs of the CF within the parameters of the DND Accommodation Policy and consistent with the goals and objectives of Accommodation 2020.

2.4 Strategic Objectives

CFHA’s strategic objective is to provide: 

• A DND Crown-controlled residential accommodation inventory that is contemporary and well maintained.

CFHA also contributes to the achievement of overall DND strategic goals for residential accommodation support in 2020, which are defined as:

• Comprehensive, integrated residential accommodation support programs that are valued by CF members, and their families. These programs will encompass financial compensation, information, education, direct assistance, communications and advocacy with private industry in addition to the provision of crown-controlled residential accommodation units.
• Single-window residential accommodation services.

2.5 Accommodation 2020 

CFHA was established by DND and the CF to provide the level and variety of residential accommodation services that CF members require. CFHA is recognized by DND and the CF as a residential “agent of excellence,” and aims at developing further services and programs to provide single-window accommodation service to all CF members.

CFHA demonstrates those corporate qualities, values and performance characteristics that distinguish an “agent of excellence.”

2.6 Policy Framework

The Policy Framework guiding the creation CFHA and its program design, is formed of the following key legislation, regulations and policies:

Relevant Statutes:

• Federal Real Property and Federal Immovables Act

Treasury Board Policies:

• Alternative Service Delivery, 1 Apr 2003
• Disposal of Surplus Real Property
• Long-term Capital Plans, 1 June 1994
• Project Approval 
• Real Property Investment
• Real Property Revenue, July 2001
• Real Property Administration, 15 June 2000
• Open and Fair Real Property Transactions
• Management of Government Interest in Private Sector Initiatives

Treasury Board Secretariat Publications:

• Results for Canadians: A Management Framework for the Government of Canada, 30 March 2000
• Becoming a Special Operating Agency, March 1998
• Guide to the Monitoring of Real Property Management

Department of National Defence Regulations, Orders, Directives and Publications:

• Queen’s Regulation and Orders for the Canadian Forces, Chapter 28, Allotment and Occupation of Quarters
• Queen’s Regulation and Orders for the Canadian Forces, Chapter 29, Works and Buildings
• Queen’s Regulation and Orders for the Canadian Forces, Appendix 4.1 – Charges for Family Housing Regulations, 1 September 2001
• CFAO 28-3 Married Quarters, Covered Residential Parking and Mobile Home Parks - Allotment, Occupancy and Eviction
• CFAO 28-4 Married Quarters and Singles Quarters Requirements Policy and Procedures
• Accommodation in Support of the Canadian Forces:  A Vision for 2020, September 2002

The DND Accommodation Policy of 1999, also defines departmental direction on accommodation and the quality of life of CF members. Key elements of the policy are:

• Residential accommodation is an important factor in the quality of life of CF members. DND is committed to ensuring that CF members are able to secure accommodation, which is suitable to personal circumstances, in a timely fashion and at any location where duty demands.
• DND pursues policies, plans and programs which encourage CF members to secure accommodation in the private sector marketplace in order to maximize freedom of choice.
• In those instances where the private sector marketplace cannot meet the needs of the CF member, DND supports Crown intervention which contributes to the overall well-being and morale of military personnel. Decisions to intervene will be made on a site-by-site basis and all forms of intervention will be sustainable over time. Any housing provided by the Crown as a result of a decision to intervene will be comparable to housing found in the private sector.

2.7 Customers

CFHA customers are CF members who choose to make use of the accommodation services provided by the Agency. CFHA provides housing and housing services to Foreign Military forces in accordance with agreements in place between Canada, DND and those countries. 

2.8 Clients

CFHA provides services on behalf of their clients, DND and the CF. CFHA is responsive to NDHQ management and commanders at all levels, in support of their goal of ensuring the quality of life of CF members.

2.9 Services/Functions

To positively contribute to the well-being and morale of military members, the Agency provides the following services related to CF residential accommodation:

• Crown-controlled residential housing property management: day-to-day management of DND’s housing portfolio including operational policy, maintenance, improvements, infrastructure and property records.
• Accommodation services: allocation, coordination of rent appraisals, rent collection, lease management and customer relations including a complaint resolution process.
• Sustainable development solutions: provide subject matter expertise for the development of rationalization and renewal strategies in response to CF needs; the determination of private-sector capability to respond to these needs; and recommendation of strategies to satisfy needs including acquisition, development, lease, disposal and custodian-related services.

CFHA reviews its products and services periodically. The Agency may develop new products or discontinue others, to meet the goals  of DND Accommodation 2020 through comprehensive, integrated residential accommodation support programs.

3. Principles and values

3.1 Management Principles

The following principles are reflected in the day-to-day management and operation of the Agency:

• CFHA exists to support the overall residential accommodation requirements of DND and the CF.
• CFHA's primary focus is the delivery of suitable residential accommodation and accommodation services.
• CFHA is committed to quality and timely responsiveness to its customers’ needs.
• CFHA is innovative and constantly seeks better ways to carry out its business.
• CFHA conducts its business with due regard to economy, efficiency, effectiveness and prudence, and acts in a professional and ethical manner.
• CFHA communicates effectively with partners/stakeholders and consults regularly with clients and customers.
• CFHA works in partnership with Environmental Commanders and Base/Wing Commanders.
• CFHA adheres to the requirements of “Modern Comptrollership” (i.e. manage risk, link resource to results and be accountable).
• CFHA embodies value-added, efficient processes, including the implementation of an Agency-focused business planning process.
• CFHA respects the Official Language Act both in terms of language of work and service to clientele.

3.2 Operating Principles

CFHA provides its customers access to residential accommodation of good quality in addition to efficiently supplying required materiel and services. Accordingly, CFHA:

• Delivers consistent and fair services to occupants;
• Offers consistent and fair accommodation services at all Bases and Wings; and
• Promotes an environment that fosters the growth, motivation and professionalism of its staff.

3.3 Organizational Values

CFHA’s organizational values are embodied in the way its leaders and employees conduct themselves in their day-to-day business with their colleagues, clients and customers. CFHA’s values include the following:

• CFHA demonstrates teamwork across functions, between Head Office and field and with clients and customers.
• CFHA communicates in open and timely ways - up, down and across the Agency.
• CFHA employs a consultative management style at all levels.
• CFHA enables its personnel to work in balanced ways while meeting client and customer needs.
•  CFHA respects and acknowledges people’s contribution and effort.
• CFHA managers and employees share responsibility for a healthy workplace.

4. Organization and Accountability Framework

4.1 Minister of National Defence

The Minister of National Defence is accountable to Parliament for the activities of CFHA.

4.2 Deputy Minister

The Deputy Minister (DM) of National Defence is accountable to the Minister of National Defence for the activities of CFHA.

4.3 Chief of Defence Staff

The Chief of Defence Staff (CDS) has overall responsibility for CF accommodation policy and for ensuring that CFHA, in the execution of its mandate, meets the residential accommodation needs of CF members.

4.4 ADM(HR-Mil)

The Assistant Deputy Minister (Human Resources-Military) is responsible for developing and implementing human resources plans, policies and programs to recruit, develop and retain people to effectively support CF operations and meet the Defence Mission. Responsible to the Chief of Defence Staff, ADM(HR-Mil) is the Departmental Accommodation Authority and has the role of defining accommodation policies. The CEO of CFHA is responsible to ADM(HR-Mil) for implementing these accommodation policies in a fair and consistent manner.

4.5 ADM(IE)

The Assistant Deputy Minister (Infrastructure and Environment) is responsible for overseeing and reporting on CFHA’s performance to the Deputy Minister and Chief of Defence Staff and for ensuring that all activities conform to departmental infrastructure policies.

4.6 Chief Executive Officer

CFHA is headed by a Chief Executive Officer (CEO) who reports to the Assistant Deputy Minister (Infrastructure and Environment). The CEO provides short-term direction and leadership to CFHA for the implementation of departmental strategic direction, and ensures that CFHA meets its agreed-upon objectives and performance targets.

4.7 Accommodation Board

The Accommodation Board (AB) is the advisory body to CEO CFHA on all residential accommodation matters and is responsible for recommending for approval residential accommodation policy, plans, programs and individual project initiatives. The Board is co-chaired by ADM(IE) and ADM(HR-Mil). The full terms of reference of the Accommodation Board, including the Board’s membership, are attached at Appendix 2. The Accommodation Board is responsible for initiating and approving amendments to these terms of reference.

4.8 Program Management Board

The Program Management Board (PMB) provides departmental resource management oversight. It is organized to support the Vice-Chief of Defence Staff (VCDS) in coordinating the delivery of the Defence Services Program (DSP) as outlined in the annual Defence Plan (DP). CFHA re-capitalization projects are integrated in the established Defence Management System (DMS) through the departmental Long Term Capital Plan (Construction) and as such are subject to PMB approval and oversight.

4.9 Custodial Role and Responsibilities

The Department of National Defence is a custodian department of federal government realty assets. The Minister has devolved the management of the realty assets within the department to Level 1 managers. The major custodians of DND residential real property are the Environmental Commands (Navy, Army and Air Force)^{Footnote 3} . 

ADM(IE) is responsible for the functional direction on the stewardship and custodianship of Residential Real Property for DND.

DND and CFHA have begun discussions on the internal transfer of certain custodial responsibilities to the Agency.

4.10 Human Resources Management

4.10.1 CFHA HR Delegations

CFHA has received the full departmental authority associated with human resource management decision-making and the responsibility for deciding on the best means of delivering its human resource operations across Canada. The Human Resources authorities delegated to the CEO are contained in the CFHA Delegated Authorities table found at Appendix 1.

4.10.2 Status of Employees

Employees of CFHA are public servants. The Agency is governed by the Public Service Employment Act, the Public Service Staff Relations Act, the Financial Administration Act and other government policies and directives. Existing collective agreements are in force and staff are represented by their bargaining agents in all negotiations.

4.11 Financial Structure and Financial Management

4.11.1 Revenue Dependency

DND receives revenue spending authority from Parliament with the approval of the departmental Main Estimate. DND funds CFHA’s operating activities from vote-netted revenues generated by rents collected from the housing portfolio and credited to the Defence appropriation.

CFHA engages Canada Mortgage and Housing Corporation (CMHC) to establish the appraised rent value on an annual basis.

Rent setting is regulated by the Queen’s Regulations and Orders (QR&O’s).

4.11.2 Additional Funding

The Agency also seeks departmental funding from:

• Departmental appropriations to provide DND-directed activities; and
• Proceeds from Crown property disposals for properties occupied by, or associated with, Crown housing.

The Agency and DND negotiate payments to be made to the Agency for housing and property-related obligations inherited by the Agency from the Department. These include, but are not restricted to:

• Revenue losses due to ceilings imposed by DND on occupant rental payments;
• Environmental conditions requiring remediation ; and
• Cost of maintaining heritage houses incremental to that for a standard accommodation.

The Agency may negotiate payments to be made to the Agency for carrying costs of vacancies caused by the military requirements. This includes vacancies caused by requirements to reserve specific housing for particular rank groups, and any significant modifications to force structure.

4.11.3 Utilities

The Agency individually meters, wherever possible, Crown housing units and occupants pay for utilities directly to utility providers. Where individual metering is not feasible (such as in some multi-unit dwellings or high installation costs), CFHA works with utility providers to determine a fair charge for individual users, based on private-sector practices and Treasury Board policy.

1.11.4 Services Purchased from National Defence

CFHA purchases services from the Department. The costing basis is negotiated between DND and CFHA.

1.11.5 Accounting

CFHA operates financial control and management accounting and information systems that enable management to review and control the Agency’s performance against planned budgets. The accounting system meets the Government’s financial information strategy requirements.

CFHA uses a cost accounting model that determines the operating cost and income of occupied units. The revenue base used for income calculations is the base shelter value of the unit, which is the lower of the rent control limit or the appraised value. Operating costs include direct costs, apportioned or semi-direct costs, indirect costs and overhead costs. Direct costs include labour and material for repairs and directly metered utilities. Semi-direct costs are allocated to units and include costs for operating and maintaining common infrastructure and site inspection or appraisal costs.  Indirect costs are allocated on the basis of units at a given site. Examples of these types of costs include local staff and management costs and local office operating costs. Overhead costs may be fixed or variable in nature and are related to the support of either indirect cost activities or other overhead activities. Rarely do overhead activities support direct activities. Some examples of overhead costs are corporate governance, stewardship and related process management costs, systems, office operating costs for overhead activities and litigation and risk management costs.

4.12 Reporting Framework

4.12.1 Annual Business Plan

The business plan provides the planning framework for the Agency. It sets out the Agency’s plans for the following three-year period including a detailed operating plan for the first year and targets for the following two years. It identifies strategic issues and ways to address them and sets the objectives, key result areas and performance indicators for the operations, financial management and administration of the Agency. The CEO is accountable to the Deputy Minister and the Chief of Defence Staff for meeting the targets set in the Annual Business Plan. The plan is also presented to the Accommodations Board each year for information and discussion.

The CEO submits a three-year Business Plan on an annual basis to ADM(IE) for the Deputy Minister and the Chief of Defence Staff, an Annual Report through ADM(IE) to the Minister and any other reports that may be required. The schedule for these plans and reports coincides with the broader planning requirements of the Department.

4.12.2 Long-Term Capital Plan (Construction)

CFHA re-capitalization projects are integrated into the departmental Long-Term Capital Plan (Construction) and approved on an annual basis through PMB. Approval for projects is done through the established Defence Management System (DMS).

4.12.3 Performance Measurement Reporting

The CFHA Results-based Management and Accountability Framework (RMAF) provides a framework for the Agency’s performance measurement strategy, evaluation and reporting with a focus on results achievement. The implementation and on-going review of performance measures and targets provides CFHA management with feedback on the extent to which the Agency’s activities support the achievement of its strategic objectives, and enables the CEO to account to the Department on actual CFHA achievement as compared to the planned results, and thereby provide input into the Departmental Performance Report (DPR) and the Report on Plans and Priorities (RPP).

The CFHA RMAF is consistent with the published guidance provided in Treasury Board’s Guide for the Development of Results-Based Management and Accountability Frameworks. A performance measurement strategy is currently under development and will flow from the CFHA Logic Model. The CFHA Logic Model is an illustration of the results chain demonstrating how the Agency’s key activities are expected to lead to the achievement of its strategic objectives. It illustrates the linkages between the outputs, the short to medium term outcomes, and the long-term outcomes or strategic objectives. The Logic Model is designed to direct the focus of each CFHA organizational Division towards the achievement of the Agency’s planned results.

CFHA monitors its performance along the five components identified in the Logic Model: Operational Capability, Financial Management, Realty Asset Planning, Realty Asset Management and Customer Service Management. Examples of proposed performance measures are grouped below in four dimensions:         

• Learning and Growth: employer of choice, knowledge management;
•  Internal Processes: business systems efficiency;
• Financial: financial stewardship, cost effectiveness; and
• Stakeholders:
  • Customer: meeting needs of CF members, customer satisfaction
  • Client: Realty Asset (RA) expenditures, RA suitability, RA condition, RA environmental impact, Ease of access to suitable housing, portfolio reductions and meeting demand
  • Government of Canada: public policy (e.g. Official Languages, Employment Equity, Privacy and Access to Information Acts)

Performance measures, indicators and targets are reviewed by the Accommodation Board, and approved by ADM(IE) and ADM(HR-Mil) and are included annually in the CFHA Business Plan.

4.12.4 Annual Report

CFHA is required to prepare an Annual Report. The Annual Report is submitted to the Minister, through ADM(IE) and the Deputy Minister. The report provides financial statements and information describing the Agency's activities and performance.

4.12.5 Financial Statements

The Agency also provides ADM (Fin CS) with detailed financial accounts including a statement showing the source and the application of funds for publication in the Public Accounts of Canada. CFHA’s financial statements are audited on an annual basis.

5. Relationships

5.1 Environmental Commands

Environmental Commands are responsible for the operational effectiveness of the CF. They provide guidance and advice to CFHA regarding the needs of CF members, both through formal and informal consultation processes with the Accommodation Board, the Defence Liaison Committee, Environmental Commanders and staff. Environmental Commands are currently the custodians of real property assets.

5.2 Defence Liaison Committee

The Defence Liaison Committee (DLC) is an important link between the Agency and the military with respect to housing concerns. DLC assists CFHA in the development and implementation of CFHA instructions, provides input on a broad range of residential accommodation issues and acts as a consultation link between the Agency, Environmental Commanders and the Vice Chief of the Defence Staff.

The Committee members also provide information on changes to military operations and plans for consideration when planning and implementing new residential accommodation in conjunction with operational needs.

The Chair of the DLC is the CFHA General Manager Housing Operations.  Committee membership consists of representatives from the Environmental Commands, ADM(HR-Mil), Vice Chief of Defence Staff and CFHA. Additional representatives may be added depending on business demands.

5.3 Bases, Wings, Stations and other Local Support Units

Base, Wing and Support Unit Commanders provide guidance and advice to CFHA on the local residential accommodation needs of the CF. Base/Wing Commanders have specific roles for the administration of local housing which are articulated through QR&Os.

5.4 CFHA Management

CFHA Managers are responsive to local Base/Wing Commanders to ensure that CF residential accommodation requirements are met, and that broad CFHA instructions are tailored where possible to meet local and site-specific concerns. 

Local arrangements for provision of services to CFHA by Bases/Wings are documented by a Memorandum of Understanding between the local CFHA Manager, the CFHA General Manager Housing Operations and the Base, Wing or other local Commander. CFHA initiates a review of these arrangements on an annual basis. The Memorandum Of Understanding pro forma currently used nationally is attached at Appendix 3. Revisions to the national pro forma will be initiated by CFHA on an as required basis.

5.5 Foreign Military

Housing Managers liaise directly with local Foreign Military Commanders or through the local Canadian Commander, depending on the arrangements at each location.

5.6 Other Government Departments

CFHA works with Central Agencies, such as TB, PSC, and PWGSC, to obtain advice, as well as with other government departments when the development of relationships support the objectives of the Agency and/or where doing so would support the mandate, mission and objectives of the Government of Canada.

5.7 Occupants of CFHA Crown-Controlled Housing

Occupant Advisory Groups are formed in the options analysis phase of each site-specific CFHA re-capitalization project, to provide input in the next phase of the CFHA Rationalisation program. All such projects must have been subjected to stakeholder consultation prior to presentation for Effective Project Approval and the results of the consultation (both supporting and dissenting views) are to be presented to the Accommodation Senior Review Board.

Informal occupant consultation groups are also formed to provide advice to local Housing Managers on matters related to the day-to-day management of residential accommodation services affected by local issues and conditions, in order to ensure effective understanding of their needs and also to actively disseminate information about CFHA policies, initiatives and practices.

A CFHA Occupant Complaint Resolution Process has also been established to address the individual MQ occupant’s specific concerns about CFHA’s maintenance program or issues related to housing management. It formalizes the complaint presentation and escalation processes to satisfactory resolution and provides a service commitment to the occupant for how each complaint will be addressed.  

6. Delegated Authorities

6.1.1 Current Authorities

The table at Appendix 1 reflects the authorities currently held by CEO CFHA.

6.1.2 Proposed Authorities Sought by CFHA

CFHA is seeking additional departmental delegated authorities and administrative flexibilities in order to increase operational effectiveness and enhance CFHA’s ability to serve its customers. CFHA is currently in discussions with departmental officials for the delegation of additional authorities and administrative flexibilities in the areas of finance, contracting and real property.

7. Evaluation and Audit

7.1 Financial Management

CFHA is required to maintain adequate controls to ensure that government policies and regulations are strictly adhered to. It is to maintain a financial control and management accounting system, which permits regular reviews of actual costs, expenditures, operating performance, and cost recovery, where applicable.

7.2 Audits

The Deputy Minister is responsible for ensuring that formal evaluations and internal audits of CFHA are carried out periodically by Chief of Review Services.

CFHA is required to ensure audits are performed to assess the cost-effectiveness of program delivery activities, the reliability and integrity of information used for decision-making and accountability reporting, prudence and probity in the use of public funds and the safeguarding of assets and compliance with statutes and policies.

CFHA is subject to Auditor General of Canada audits. 

7.3 Evaluation

CFHA’s key policies and programs are evaluated and findings are used for decision-making, reporting and continuous improvement. Evaluations include an assessment of the relevance of the Agency’s programs and services, the achievements and the cost-effectiveness of program and service design and delivery, through the performance of Program Review Tests defined in TB Policy on Alternate Service Delivery.

7.4 Active Monitoring

CFHA’s management practices and controls are monitored on an ongoing basis. The expected results of this approach include: better information sharing and improved understanding of management practices and controls, a timely assessment and preventative or remedial actions in areas where control deficiencies or failures have been identified, the promulgation of best practices throughout the Agency and the achievement of continuous improvement.

Active monitoring also serves to maintain and update the Agency’s Integrated Risk Management Framework, to communicate within the organization, as early as possible significant risks, potential and actual control failures, and other significant management vulnerabilities.

Annex A, Appendix 1

CFHA Delegated Authorities

Annex A, Appendix 2

DEPARTMENT OF NATIONAL DEFENCE

TERMS OF REFERENCE - ACCOMMODATION BOARD

ROLE

1. The role of the Accommodation Board (AB) is to provide a forum for discussion and resolution of accommodation and accommodation-related issues affecting CF members.

RESPONSIBILITIES

2. The Accommodation Board shall be the advisory body to the Canadian Forces Housing Agency (CFHA) and other DND accommodation providers and shall be responsible for:

a. the establishment and review of accommodation goals and performance measurement frameworks for CFHA and other DND accommodation providers;

b. representing the interests of the chain of command and the coordination of accommodation advice from a policy and program delivery perspective to the chain of command and other stakeholders;

c. the provision of advice on the operational activities of CFHA and other DND accommodation providers;

d. the recommendation for approval by Departmental authorities as appropriate of accommodation policy, plans, programs and individual project initiatives; and

e. other such responsibilities as the DM and CDS may confer upon the Board.

MEMBERSHIP

3. The membership of the Accommodation Board shall be as follows:

Co-Chair:
ADM (HR Mil)

Co-Chair:
ADM (IE)

Core Members:
CMS
CLS
CAS
DCDS
Comdt CFSU(O) for ADM (Fin CS)
DND/CFLA Rep

Associate Members:
DFPPC Rep
DGPA Rep

Ex-Officio Members:
CEO CFHA
CEO CFPSA
DQOL

Advisors: (Attendance by Invitation)
DGCB
DGMC
DSHRC
DCC Rep
PWGSC Rep
CMHC Rep
Private Sector Rep (s)

Secretariat:
DQOL

PROCESSES

4. ADM (HR Mil) and ADM (IE) shall co-chair the Accommodation Board.  It is expected that decision making shall be on the basis of advice and consensus of the Core Members.  Dispute resolution where necessary shall be referred to the appropriate Functional Heads.

MEETINGS

5. Meetings of the Accommodation Board shall be conducted quarterly or at the call of the Co-Chairs. The meetings shall normally be conducted in the ADM (HR Mil) Conference Room, 8 ST, 101 Col By Drive.

Signed by BGen T.M. Hearn for___________________
C. Couture
ADM (HR Mil)
___1 Aug 01___

Original signed by___________________
B. DiBartolo
ADM (IE)
___1 Aug 01___

Amendment #1 – Addition of DCDS and DQOL to Board membership.  Approved at Accommodation Board Meeting 1/03 on 8 Jan 03.     

Amendment #2 – Change to sub-paragraph 2.d. to reflect “recommendation for approval” vice “recommendation or approval”

Annex A, Appendix 3

MEMORANDUM OF UNDERSTANDING WITH BASES AND WINGS

MEMORANDUM OF UNDERSTANDING

BETWEEN

CFB/WING XXXXXX

AND

THE CANADIAN FORCES HOUSING AGENCY

 

Introduction

The purpose of this Memorandum of Understanding is to outline the role and responsibilities for the provision of services negotiated between CFHA and CFB XXX. This MOU document also serves to clearly define the operating and administrative costs, costing methodologies and settlement processes for the reimbursement of services provided to/by the Canadian Forces Housing Agency by/to CFB xxxxxxxx.

1. OPERATIONS

Allocations

1.1 The proportional distribution by group is reviewed and established annually through consultation with the Base Commander and the Housing Manager. The distribution is to promote maximum MQ occupancy rates to ensure that there are no long-term vacancies. Vacancy rate of non-allocated MQs should not exceed three (3) percent of total MQ stock other than over the peak posting period.

Designated Residences

1.2 Designated residences (at xxxxxxxxx are managed by CFHA. Costs of maintenance/improvement services in excess of normal CFHA services provided to other MQs is paid for by the Base/Wing. CFB xxxxx provides grounds maintenance and other special services directly to designated residences and is responsible for the costs of these services.

Emergency Shelters

1.3 (If applicable). An emergency shelter is located at xxx. CFHA is responsible for the maintenance of this MQ, while CFB xxx is responsible for the furnishings and the utility costs. The emergency shelter is available to CFHA for temporary relocation of occupants due to emergency repairs or maintenance.

Utilities

1.4 Metered charges for utility consumption in occupied MQs are the responsibility of the occupants and shall be billed directly to the occupants. All un-metered utilities provided by Bases/Wings in occupied MQs are recovered from occupants by CFHA and are remitted to the Base/Wing based on the Treasury Board bulk billing formula.

Lot Lines

1.5 Lot lines for each MQ area have been agreed between the Base and CFHA. Both parties hold a copy of the agreed lot lines layout. CFHA is responsible for all maintenance services within the housing lot line. Base CE is responsible for maintenance services to the municipal infrastructure external to the lot lines as well as that portion of sewer and water laterals up to and including the shut-off valves.

2. MUNICIPAL SERVICES

General

2.1 The responsibility for providing and managing municipal services and municipal infrastructure within the MQ portfolio rests with the Base/Wing.

2.2 CFHA will reimburse the Base/Wing for all municipal services provided by the Base/Wing except where PILT is paid to the municipality for such services. The list of municipal services provided by service provider (Base/Wing, municipality or other service provider) is detailed separately as an Annex to this document. CFHA reimbursements to Bases/Wings are done on the following guiding principle: that the level of municipal services provided to MQ occupants may be equivalent but not superior to that which is provided in the local community. Additional costs for providing a higher level of service than what prevails in the surrounding community, if so provided at the discretion of the Bases/Wing shall be borne by the Base/Wing.

2.3 Municipal Infrastructure contributions to major repairs projects are not included within the context of this MOU, as they form part of a separate authorization and funding process chaired by the Municipal Infrastructure Review Board (MIRB). Municipal Infrastructure projects are therefore not to be undertaken and reimbursed by CFHA through MOU payments. 

CE Overhead

2.4 A standard rate of 15% is applied to the total costs of municipal services provided by Bases/Wings for the reimbursement of CE overhead associated with the delivery of municipal services to CFHA such as planning, supervision, contract negotiation, etc. The rate is to be applied the total costs of CE labour, contracts, material and equipment but does not apply to Fire Protection Services and Policing Services, which are covered under the separate terms covered below.

2.5 CE Design and Specifications services for CFHA are not reimbursed through the MOU. They must be negotiated and detailed under a separate Letter of Agreement (LOA).

Fire Protection Services

2.6 Fire protection services is provided by CFB/WING XXXX in accordance with DAOD 4007-0. Fire protection services is reimbursed annually as per the national MOU agreement between CFHA and the Canadian Forces Fire Marshall and is based on a percentage (based on number of housing units) of the annual salary of a Fire Inspector – FR-02 (as published in the CFM). Refer to the table below extracted from this agreement for the applicable site-specific maximum reimbursement rate. The maximum reimbursement made by CFHA to CFB XXX is contingent of all fire protection services being provided.

2.7 Structural fire response services is provided by the Base/Wing in accordance with DAOD 4007-2. The provision of structural fire response services to all of Defence infrastructure, including married quarters, is a responsibility of DND and the CF. CFHA as maintainer/operator of married quarters does not reimburse Bases/Wings for the provision of fire response services. 

Policing Services

2.8 CFHA shall reimburse CFB XXX for policing services, providing PILT is not paid to the municipality for these services. Where PILT is not paid, CFHA reimburses the Base/Wing on the following national formula. For every 600 houses:

• 20% of the annual salary (Voted Pay) as per the CFM, Table 1-1, NCMs Specialist Group, of one Sergeant (supervisor); and 

• 100% of the annual salary (Voted Pay) as per the CFM, Table 1-1, NCMs Specialist Group, of one Corporal

3. FACILITIES

3.1 Office space is provided by CFB xxxxxx at building xx. CFHA pays rent for this space, in accordance with the current year Cost Factors Manual Table 6-1, at the rate of $XX per square meters, which represents the operating costs for administration space category at CFB XXX.

3.2 Any telephone, facsimile and information system communication services provided by the Base/Wing Technical Services staff is paid upon receipt of itemized invoices.

4. ADMINISTRATION AND FINANCIAL SERVICES

4.1 CFHA personnel are responsible for preparing the UPDT forms/memo required in order to effect the start, cessation, etc. of MQ rent and related charges through payroll deductions. CFB/Wing xxxx is responsible for the processing of these transactions into the CCPS. 

4.2 Base/Wing personnel is responsible for advising CFHA when an employee subject to rent deductions ceases to be paid through the payroll system so that applicable recovery action can be pursued.  

4.3 Direct Costs for staff salaries (except for policing and fire services which have been addressed separately) are reimbursed to bases/wings in accordance with CFM tables 1-1 and 2-1 Direct Costs: (Voted pay plus statutory benefits) and on the basis of the percentage of the direct cost attributable to CFHA.

5. FINANCIAL ARRANGEMENTS PRINCIPLES

5.1 Recoverable costs are on the basis of operating costs or direct costs.  

5.2 Applicable DND – Costing Factors Manual costing methodologies and principles guide reimbursement levels. The Financial Administrative Procedures contained within the Provisions of Services Manual apply to the provision of services by the Department of National Defence and the Canadian Forces to non-defence agencies. CFHA is a Special Operating Agency within the Department of National Defence. A Non-Defence Agency is defined in the Provision of Services manual as an organization or individual outside Defence (a term which refers collectively to DND and the CF), including an OGD, another level of government, the government and armed forces of other countries, institutions, commercial businesses, or non-profit organizations.    

5.3 CFHA pays for goods and services received by Bases/Wing through the use of Expenditure Adjustments (EA/SA) to transfer the expenditures from the Base/Wing account to CFHA.

5.4 Annual MOU Projection of Expense Summaries are prepared by the Base/Wing (July) for the upcoming year in consultation with the Housing Manager.

5.5 Quarterly invoicing is prepared by the Base/Wing and submitted to CFHA Housing Manager. CFB xxxxxx provides CFHA with enough detail so as to permit verification of the charges against the applicable costing methodologies. Expenditure transfers occur quarterly.

6. REVIEW/AMENDMENT PROVISIONS

6.1 This MOU will be reviewed and updated on an annual basis commencing on the anniversary of the effective date each year. CFHA is responsible for initiating the annual reviews.

6.2 Amendments will reflect any changes in DND policies from time to time and any agreed changes negotiated between the Base Commander, CFB XXX, the Housing Manager and General Manager Operations, CFHA.

_______________________
Housing Manager
CFHA xxxx

_______________________
Base Commander
CFB xxxx

_______________________
General Manager Housing Operations
CFHA Head Office

Dated: _______________

 

TO MOU

BETWEEN CFHA AND

CFB XXXXXXX

MUNICIPAL SERVICES AT

CFB XXXXXXX

Annex A, Appendix 4

CFHA ORGANIZATION CHART

Annex A, Appendix 5

MAP OF CFHA LOCATIONS ACROSS CANADA