Section 5
Human Resources
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Table of Contents
Contact Information
Employee Status
Policy Manual
Hiring Process
Europe Pay Band and Job Evaluation Process
Pay Studs
Hours of Work
PRAR – Work Planner
Writing PRAR’s
Type of Employment
Employment Categories
Types of Leave
Telework Agreements
Employee References
Employee Problems
Contracts for Service
Other Reference Documents
Workforce Guide and Manual
TimeKeeper Guide
Employee Zone
Labour Relations Presentation
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Contact Information
Hervé Martin
Human Resource Manager +49 (0) 2451-717225
Corinne Suire or Tamara Clarke
Assistant to HR Manager +49 (0) 2451-717240
Employee Status
All CMFRC employees are CFPSA Non Public Fund Employees. HR resources are
available on line at the CFPSA website: www.cfpsa.com
Policy Manual
See CFPSA HR Manual and review introduction section. All CFPSA forms are available at
http://www.cfpsa.ca/en/services/hrservices/toolbox_e.asp site
CFSU(E) Adendum: Hire spouses of CF or civilian personnel accompanying the CF
Hiring Process
Step 1: Receipt of notification from an employee that they will be vacating their position
Written confirmation is required to move forward with the staffing process.
Step 2: A staffing request form is completed by the Director is sent to the Human
Resources (HR) office
Step 3: Review of the job description
It is good practice to review the job description during a staff change. Note that a job analysis is
completed with each job description to determine pay rate scale. This is based on things like level
of responsibility, effort, working conditions, etc.
Step 4: Job Description is sent to CFPSA for standarization
Canadian Forces Personnel Support Agency/NPF HR has changed the format of their job
descriptions and as such all new or altered job descriptions must be submitted to CFPSA for
approval. The purpose of the standardization is to ensure that the format follows a template and
that the language used is consistent with other job descriptions.
Once this process is complete, the HR Manager with the manager develops the assessment
methods to be use to screen applicants. Depending on the nature of the position, different test or
tools will be used to assess the requirements of the position. Strict guidelines apply in developing
testing methods. Methods must be reasonable, relevant, reliable and valid.
a. I.e. Staffing a Finance Coordinator position would require to test the ability to use
an accounting computer program like Excel and the ability to manipulate
mathematical operations.
The Human Rights Act and the NPF HR Policy dictate the guidelines on establishing the interview
questions. The required answers are noted so that the interview panel can score appropriately.
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Step 5: The job poster is generated and sent for translation
The job poster is created using the details of the job description. It should be noted that the
creation of the job poster does not have to wait until the job description is received back from
Ottawa, however releasing the poster is not recommended until that time.
Step 6: Release of poster
The job competition is normally open for a period of two weeks. For planning purposes, I'm
expecting the job description to be back by next week. This will allow adequate time for
interviewing of candidates.
Questions are developed in collaboration with Director.
Step 7: Receipt of resumes
NPF HR Manager receives all resumes up to and including the closing date of the competition.
Specific information about who the applicants are is not released.
Step 8: Screening of applicants
Once all the resumes are received, a screening process takes place. The NPF HR Manager
reviews each resume and uses a grid to determine if the candidate meets the qualifications as
identified in the job poster. Points are allocated for each selection requirements and a passing
mark is established. It is important to note that only information included on the resume can be
used for the screening process, which means that if something is known about a candidate
regarding having the qualification and it is not reflected in the resume, the candidate’s resume will
not screen through. The grid is based on statistical data. The selection grid and rating system used
is fair, transparent and defensible. From that, a listing of qualified candidates is produced.
An example of the grid would look like this:
Qualification #1
Qualification #2
Qualification#3
Qualification #4
Candidate #1
Candidate #2
Candidate #3
Candidate #4
Applicants are listed by order of merits depending on how they scored on the selection grid based
on the information provided in their résumé.
Step 9: Manager’s screening
At this stage to ensure that information is not missed, I will review the resumes and conduct another
screening. Any inconsistencies are addressed. The list of qualified candidates is agreed to.
Step 10: Interview panel also called the selection board is established
The interview panel is not set prior to knowing who the candidates are for the position. The reason
for waiting so long to constitute the selection committee is to eliminate the potential for a conflict of
interest. Personal feelings are not taken in consideration, only the working relationship can
constitute a conflict of interest. I.e. Marital relationship between an applicant and a selection
committee member.
The HR Manager communicates with the panel so that the interviews are scheduled during times all
panel members are available.
Step 11: The interviewees are contacted by the NPF HR Manager
As the NPF HR Manager’s role is to ensure that the process is fair and equitable for all candidates,
they are the only ones that make contact with the applicant.
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Step 12: The interview
The HR Manager briefs the selection committee on their responsibility and accountability in the
process. They are brief on how to conduct the interview, how to use the questions, how to score
their points and so on.
The interviews are conducted and each candidate is assessed individually and not compared to
one another.
At the end of each interview, the panel is provided with time to score the applicant. Some panel
members choose to do this during the interview, this is acceptable. Once scoring is complete, the
panel is ready to interview the next candidate. No discussions take place on the scoring of the
previous candidate. In fact, the scoring is discussed only after each panel member has had a
chance to score all candidates.
During the interview, each panel member documents the interviewees responses to the questions
posed. This is done to again ensure a fair and equitable process and to have details to refer back
to if the interviewee requests a Post Board (explained in a later step). After all scores have been
tabulated they are compared. A consensus is reached amongst committee members on who is the
best-qualified applicant for the position. The decision is purely mathematical and relies on statistical
data collected from the interview and the testing. The purpose of having a consensus is to
corroborate the results and ensure that there are no gaps between selection committee members
about any given applicant’s results.
Example scoring:
Interview 605%
Personal Suitability 10-20% (resume, rapport, personality, interpersonal, motivation, confidence)
Test/technical abilities: 20-30%
Step 13: Final scoring
The interview score is a portion of the final score, although there is usually a very good indication of
who the successful candidate will be. Whatever testing has been designed also needs to be
scored. This is a black and white process, either the task has been achieved or it has not,
therefore, the scoring is done by the HR Manager.
Once the successful applicant has been identified, a reference check is conducted
Step 14: The offer
Once the scores are final and the successful candidate has been established, the HR Manager
notifies the manager of the reference check results and is given the go-ahead to make an offer to
the successful candidate. If there is uncertainty about the hiring decision based on the references
feedback, the selection committee may meet again to reconsider the hiring decision.
Until the interviewee accepts the position and the HR Manager confirms this to the interview panel,
it is vital that the interview panel members provide no details or answer any inquiries. Once the
position has been accepted, the HR Manager contacts the unsuccessful candidates and offers a
Post Board. A breach of confidentiality before this process is complete, seriously impacts on the
integrity of the process and the perception of the community where the job is posted.
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Step 15: The Post Board
An unsuccessful candidate can set up a meeting with the NPF HR Manager to review their results.
The NPF HR Manager will identify areas where the candidate was strong and explain where the
candidate was weak. To protect the integrity of the process, this again is something that should
only be done by the NPF HR Manager.
This process was explained to the CMFRC Brussels Advisory Committee (those present the
evening of Feb 1st). They were advised to share the information with community members that
were interested in applying.
In summary
The NPF HR hiring process is designed to ensure that all candidates have a fair opportunity to
apply, the process is transparent and that the best candidate is selected. HR handles all
communication with the candidates to provide community relationships
Europe Pay Band and Job Evaluation Process
Note: This pay scale is
different for Europe than it is for
Canada. In fact, the pay rates
are higher in Europe for the
equivalent job in Canada
The pay grid is not a scale by which the supervisor can decide what the starting rate.
Each employee starts at year 1.
See attached for copy of current pay scale.
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Pay Studs
When you were hired, you filled in an electronic Pay Stub. HR enters your information in
the hire details section of the pay system. Then, the National Pay Office in Ottawa should
send the User name and Password to the email address provided.
To view or print a paystub you must go to the cfpsa Web Site *www.cfpsa.com/addam
and follow directions (see attachment).
If for some reason this user name or password does not work or you have forgotten the
password you can call the technical support department in Ottawa at: (613)-996-7674
will be.
HOW TO VIEW YOUR PAY STUB:
In order to view your pay stub, you will need to go to this web site:
www.cfpsa.com/addam
- At the Addam welcome page, click on English or French
- At the top left of the page, click on the option: I am a registered user, Let me in
- At the Addam logon page, enter your WSSO user account and password.
- Once login successfully, click on the VIEW MY PAY STUB button.
- Near the middle of the header you will see a date with two arrows pointing at each
end.
- Click on the left or right arrow to see your pay stub according to the date shown. (It
may take up to ten seconds to bring up the next page).
- To close your pay stub window, click on CLOSE WINDOW.
- To end your session with your Addam account access, please click on LOG OFF
(at the top right of the page).
- Click on the OK button to confirm
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HOW TO CHANGE YOUR WSSO ACCOUNT PASSWORD:
In order to change your password, you need to go to the main menu of the WSSO login.
1- Go to this web site: www.cfpsa.com/addam and click on English or French
2- Click on the top left option: "I am a registered user, Let me in"
3- Scroll down and click on "Manage Your SSO Account / Gérer mon compte d'IUAW"
4- Type your username and password and click on Submit
5- At the left side of the page, click on Change Password
In the "Change your wSSO Password" page
1- Type in your login temp password in the OLD PASSWORD field.
2- Type in a new password in the NEW PASSWORD field (follow the required password
criteria above)
3- Type in the same new password in the REPEAT PASSWORD field.
4- Click on the button SAVE
Note: Once successfully change, click on the logoff button on the top right of the page then
log back in with your new password for verification.
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Hours of Work
Normally scheduled hours of work will not exceed (7.5) hours in a day or (37.5) hours in a week,
exclusive of meal periods but inclusive of authorized rest periods.
Rest Periods.
An employee is entitled to one fifteen (15) minute paid rest period for each four (4) hours of work.
Meal Breaks
An employee is entitled to an unpaid meal break of thirty (30) to ninety (90) minutes duration as
approved by the manager based upon operational circumstances.
PRAR – Work Planner
CFPSA job descriptions are generic, the detail with respect to actual expectations of the
employee are recorded in a detailed work planner that is created each year. It is important
to note that the tasks to be completed must be reasonable for the period being assessed,
i.e probation is only 6 months. The Work Planner must be prepared with the employee.
For probationary work planners, more content will come from the supervisor as the
employee is not versed enough with their position to be able to effectively identify
priorities.
Cat 11 employee = 6 months
Cat 1 employee = 3 months
Can increase up to ½ of original probation for extensions. This must be done in writing at
least one month prior to the end of probation.
The work planner must be reviewed with the employee. At the end of the year (or
probationary period), an assessment of performance is documented. It is necessary for
the employee to sign the assessment regardless of whether they agree with it or not.
There is provision for employees to include their comments. Allow the employee 24 hours
to reflect on the review before getting them to sign it.
PRAR’s and Work Planners are to be completed using electronic forms, i.e not hand
written. These documents are filed and need to be legible. They are also an important
resource for the employee and should be presented in a professional manner.
HR will send a reminder notice 1 month prior to the PRAR being due.
NOTE: PRARs are to be completed for outgoing employees prior to their departure.
The MFSP Manager needs to sign all PRAR’s as the reviewer.
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Writing PRAR’s
Two weeks before an employee's review, give him a self-evaluation form that asks the
following questions:
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Address your overall performance track record.
What have you done over the past year that has led to you meeting your goals?
How have you reinvented your job in light of the department's changing needs?
How would you grade yourself in terms of consistency, reliability, interpersonal
communications and technical skills?
In what areas do you feel that you need added support, structure and direction?
What can I, as your supervisor, do to ensure that you are fulfilling your career
development goals by building a solid portfolio of skills?
What are your concrete goals over the next review period
What are the measurable outcomes that will demonstrate that you have achieved
those goals?
Rules
 Remember that you're creating a formal record of an entire year's performance. If
you have any remote hesitations about an individual's ability to make it in your
department in the upcoming year because of his inferior performance, document it.
You suggest that the employee is “meeting expectations” in the "overall score"
section would be irresponsible. If you were later to be challenged in a wrongful
termination lawsuit, your positive and generous documentation could be held
against you.
 There should be very few surprises in the annual review. This is a "total recall"
document reflecting 12 months of work. If something totally new needs to be
surfaced now, you probably didn't do a thorough enough job communicating with
the employee throughout the review period. So, sharing performance concerns for
the first time during the performance appraisal should be the exception, not the
rule. Still, sometimes it may be necessary to do so, even though that may blindside
the employee.
o When documenting new issues in an annual review, recognize that the
matter has not been formally brought to the employee's attention. You
might write something like, "I recognize that we haven't formally discussed
..., but I felt it appropriate to bring this issue to your attention during this
review because ..."
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What's Wrong Here?
Following are five real-life examples of documentation that could use improvement. Read
each example first, think about how you would change it and then consider the following
suggestions.
Example One
"As we have discussed throughout the year, you have received many complaints
regarding your attitude. You need to demonstrate immediate improvement in this area."
Suggestion: Avoid the term "attitude." Attitude is a very subjective judgment that courts
typically dismiss because it is often associated with a difference of opinion or a personality
conflict. Instead, be sure to describe the objective behaviors that create a negative
perception of the employee in others' eyes. Only behaviors and actions that can be
observed and documented belong in workplace discussions and may be presented as
evidence in court.
Instead, for example, write, "Peggy received a written warning on 1/14/99 for raising her
voice in anger and for using profane language directed at a co-worker. The disciplinary
warning specifically stated that if she ever again lost control of her temper, used profane
language in the workplace or demonstrated behavior that could be perceived as hostile or
threatening, further disciplinary action up to and including termination could result."
Example Two
"Tom, your planning and organizational skills are satisfactory; however, occasionally you
require assistance in this area."
Suggestion: Whenever possible, add the phrase "for example" to the end of your comment
to see if a concrete demonstration of your point could clarify your message. Ask yourself if
a jury (or any third party) would understand the point you're making.
Remember that ambiguity in a declarative statement could be interpreted as evidence that
you were giving "mixed messages" to the employee. So adding two examples of the
"occasional assistance" that Tom requires would not only strengthen your message, it also
would provide the employee with more concrete feedback and direction.
Example Three
"Walter's attendance needs improvement. He incurred 12 incidents of tardiness in a twomonth period and was counseled."
Suggestion: Stating that performance or behavior "needs improvement" is not the same as
stating that it doesn't meet company standards or is unsatisfactory. Similarly, documenting
that Walter "was counseled" does not convey that his performance was unacceptable.
Don't assume that the employee understood (or that a jury would agree) that, just because
you wrote about his performance, it was assumed to be substandard.
In addition, document the efforts you have made to help the employee meet performance
standards. When writing annual performance appraisals, for example, you should include
the fact that you gave the employee a copy of the attendance policy, paid for him to attend
a workshop on dealing with interpersonal conflict in the workplace or encouraged him to
take an accounting course at a local college. Such documentation will serve as evidence
that you acted responsibly by attempting to proactively rehabilitate the worker.
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Example Four
"Michael, you are performing well since you began your new medication to combat
depression. I encourage you to continue."
Suggestion: You cannot document or reference anything protected by privacy or employee
protection laws. In this case, documenting the employee's clinical depression could very
well violate the protections afforded by the Americans with Disabilities Act if the individual
is later denied a promotion. Similarly, if an employee was on a leave of absence for a
significant part of the review period, simply document that "Michael was on an approved
leave of absence from May 10 to August 8, 1999." The reason for the leave (pregnancy,
workers' comp injury, stress leave) is superfluous and should not be included in the
performance evaluation.
Example Five
"In the upcoming review period, I expect you to improve your client relations skills and
better utilize your time."
Suggestion: When structuring future goals on paper, tell the employee what you expect
and how it will be accomplished. This structure will help you clearly outline your
performance expectations and how they will be concretely measured.
For example, "I expect you to improve your client relations skills by following up with
customers within two hours of their initial calls, by meeting them in their offices, rather than
asking them to come to yours, and by maintaining weekly contact regarding the status of
their job openings. I expect that you will better utilize your time by immediately logging my
appointments on Lotus Notes and filing all materials on your desk by the end of the day."
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Type of Employment
Fixed Term Temporary Employment Contract
 Build a Casual Pool using a general job description
 Run a competition of a month
 No in/out screening
 Spreadsheet chart of skills and/or experience, comments documented
 When a need is identified, CMFRC requests a copy of the spreadsheet
 Once selected, they become an employee of the CFPSA
 Caution: alternate names on the list
Recruitment for Fixed Term Contract: Limited timeframe
Employment Categories
Casual 0 – 13 ½ hrs (avg over 3 months)
Part Time 13 1/3 – 26 hrs (avg over 3 months)
Full Time > or = 27 hours (avg over 3 months)
Fixed Term can be any category for a fixed period of time.
Cat 1 vs Cat 11 (Managers, ie Coordinators Jr, Directors Middle, MFSP Manager Sr)
Types of Leave
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Leave Without Pay
 Only when all vacation time has been taken
 Not for accumulation of time for vacations
Bereavement
 Paid leave at the Manager’s discretion
Holidays or Vacation
 1-2 years, leave is accumulated at 1.667
 Over 2 years, leave is accumulated at 2.084
 Vacation leave follows a calendar year (Jan – Dec)
 HR will provide the Director will a leave balance report on a monthly basis
 Part time staff are required to submit a leave pass, even though they are not
paid for leave
Maternity Leave
Family Leave
 5 days are available for doctors appointment, school requirements, family sick,
etc.
Sick Leave
 After 3 days a doctor’s note is necessary.
Statutory Holidays
 CFPSA allows 12 stat holidays. CO does not have authority to increase this or
give a “day off”. A list of stat holidays is prepared by HR and includes all
locations.
Volunteer Day (one per year)
Leave passes need to be completed in WorkForce for authorization only for the Director.
The Director approves all other staff leave in accordance with the CFPSA HR manual.
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CTO: Compensatory Time Off. Europe staff are not eligible for CTO. They are,
however, eligible to flex hours of work depending on need.
Hours worked outside the norm are to be tracked using the Flextime Log
Flexed time is to be taken within the month and is not intended to accumulate
beyond 3 days
Flex time should be taken upon reaching 3 days and/or 90 days
If a half or full day is taken off, a leave pass must be completed and submitted to
the MFSP Manager with a copy of the Flextime Log showing the hours worked and
the hours taken. This leave pass is kept on file, i.e. not forwarded to HR
Telework Agreements
Those staff given the permission to work from a home location must complete a tele-work
agreement at the time of hire.
All other staff must perform their duties from their assigned work location.
Employee References
In lieu of a letter of reference, a Director is permitted to prepare a letter of thanks for a
departing employee.
Should the Director be contacted to act as a reference for an employee, they are to
consult with the MFSP (E) Regional Manager.
Employee Problems
The HR department will provide you with a Labour Relations presentation that outlines
your options for dealing with a problematic employee, ie not performing to standards,
demonstrating discipline issues.
ALL situations whereby the Director is having problems with an employee, minor or major
are to be immediately brought to the attention of the MFSP Manager. Once an employee
has completed their probationary period, they are deemed a suitable employee. For this
reason, it is critical that performance and/or discipline issues are raised as quickly as
possible during the probationary period.
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Flex Leave Record
Name
Date
Time Worked
Details
Hours Worked
Balance Forward
Balance forward
* to be attached to completed leave pass
* to minimumly be submitted to MFSP Manager on a monthly basis
Hours Taken*
Balance
0
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0
Contracts for Service
Request for Proposals (RFP)
Employee or Contractor Determination
This is an issue that is a Revenue Canada requirement. CFPSA has taken a lead in developing
a questionnaire to assist staff in making the determination so that NPF’s legal interests are
adequately protected. This questionnaire must be completed with each Contract for Service.
Prior to release of RFP, the following documents to be submitted to the MFSP European
Regional Manager:
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Completed Contractor/Employee Questionnaire
Copy of Contract
Detailed Statement of Work
Types of situations that may constitute a contract:
 Facilitator requiring specialized training and/or certification
 Services of an entertainer
 1-2 day project, task specific, requiring specialized training
Types of situations that do not constitute or are not acceptable through a service contract:
 any type of labour work
 temporary office help
Contracts to be evaluated locally with at least one independent member on the evaluation
committee. Evaluation is based on best value, not lowest price
Preference to be given to Canadian contractors.
Special consideration is acceptable for relationships already established with contractors.
If a Cat II employee initiates the contract, the Director’s should be the witness on a contract
signed by the employee.
Posting of Opportunity:
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Posted/advertised throughout community using normal means (newsletter, poster at
Centre, on HR job opportunity page (www.forceseurope.ca/cfpsa.asp), etc.
Posted for a period of 14 business days
Details of how the RFP will be scored should be provided
Proposal Template
Contract Title
Posted Date
Closing Date
Location where to send proposal
Contact person/information
Statement of Work
Mandatory criteria
Additional criteria
Estimated time for contract delivery
Language requirements
Format of proposal to be received:
Signed proposal letter with name and contact information
Company profile and experience
this is to include either a company number or sin number
References
Pricing quote
Contract Originals Required for Distribution as follows:
 NPF Accounting
 CMFRC
 MFSP European Regional Manager for forwarding to HR
 Contractor
Payments of Contracts:
All payments must go through NPF Accounting. Do not pay any contracts for service out of
petty cash. NPF needs to make the payment so that the records are maintained for the
T4A.
 Request for Payment
 Banking Information
 If Canadian contractor, CMFRC is responsible for a forwarding address upon posting for
T4A issuance (A T4A is issued by NPF accounting at the end of the year for Canadian
citizens who earned $500 or more)
 Full name, full address and SIN is required for payment.
CONTRACT FOR SERVICES
This Agreement made in quadruplicate this (insert date) day of (insert month), (insert year).
BETWEEN:
CANADIAN FORCES PERSONNEL SUPPORT AGENCY,
or CANADIAN FORCES (BASE/WING/UNIT name as appropriate)
(the “Agency” or “Base” or “Wing” or “Unit” as appropriate)
-and(Insert name, title and legal status and full, current mailing address of Contractor)
(If corporation, verify exact corporate name and location of incorporation)
(the “Contractor”)
WHEREAS the Agency/Base/Wing/Unit is desirous of securing certain (insert description of
type of services to be secured by contract), and (insert contractor’s name and Social
Insurance Number) warrants that it/he/she is capable and proficient in providing those
services;
THE PARTIES AGREE THAT, in consideration of and subject to the terms, conditions and
covenants of this Agreement:
Provision of Services
1.
The Contractor undertakes to provide (insert specific description of services), as
more specifically defined in the Statement of Work attached hereto, to the
Agency/Base/Wing/ Unit and its designated customers in the manner prescribed below.
Contractor’s Duties and Obligations
2.
The Contractor will provide the specified services to the Agency/Base/Wing/Unit in a
diligent, efficient, and professional manner.
3.
In providing the above services for the Agency/Base/Wing/Unit, the Contractor
understands and agrees to:
a.
comply with all rules and regulations governing the use of both NPF and DND
property, facilities and equipment;
b.
comply with all rules, regulations, and signs dealing with access to (insert name
of Base/Wing/Unit) and all facilities included thereon;
c.
be solely responsible for compliance with all rules and regulations covering any
personal injury or disability incurred while performing services for (insert name
of Base/Wing/Unit);
d.
be responsible for providing and maintaining the tools or facilities required to
perform the work;
e.
be solely responsible for the payment of any and all taxes and other statutory
deductions or payments applicable to the agreed fee;
f.
indemnify and save harmless the Canadian Forces Personnel Support Agency,
the Base/Wing/Unit, the Staff of the Non-Public Funds, and Her Majesty the
Queen in Right of Canada, their officers, servants, agents, and employees, from
and against all injury, damages, actions, causes of action, suits, claims and
demands of whatever nature that are directly or indirectly related or attributable
to the Contractor’s performance of the services herein agreed to, including but
not limited to any action/claim/demand for any alleged failure to withhold income
or other tax and any legal or other professional fees or disbursements incurred in
the defence of such action/claim/demand;
g.
provide its/his/her own insurance in a form and amounts satisfactory to the
Agency/Base/Wing/Unit, which will cover any personal injury or disability, third
party liability and any property damages incurred while performing services for
the Agency/Base/Wing/Unit, and will provide satisfactory proof of the existence
and continuation of such insurance coverage upon request; and
h.
deal with the public in a friendly, courteous and professional manner.
Term of Contract
4.
The Contractor shall commence providing the services outlined in this contract effective
(insert start date), and, subject to earlier termination as provided below, shall continue to
provide such services to and including (insert termination date), or as may be further
agreed in writing by the parties.
5.
Either party may terminate this Agreement immediately and without prior notice in the
event of the failure of the other party to comply with any provisions of the Agreement.
Either party may terminate this Agreement without cause upon providing one month’s
notice.
Contract Fee
The Contractor shall be paid an all-inclusive fee for its/his/her services rendered on the following
basis: (set out precise basis for calculation of fee, terms of payment, etc.)
Contractor Not an Employee
7.
It is understood and agreed that the Contractor will not be subject to the control nor
direction of the Agency or Base/Wing/Unit as to the means or methods of performing
its/his/her services, but that its/he/she is acting as an independent Contractor and shall
not for any purposes be deemed to be, or purport to be an employee of the Agency or
Base/Wing/Unit or Staff of the Non-Public Funds, nor make any representations on
behalf of the Agency, Base/Wing/Unit. The Contractor shall not be entitled to any rights
or benefits of the Agency, Base/Wing/Unit, or its employees.
8.
In signing below, the Parties acknowledge having read and understood the within
Agreement and agree to abide by its terms and conditions.
DATED AT (insert location), THIS (insert date) DAY OF (insert year).
CANADIAN FORCES PERSONNEL
SUPPORT AGENCY
(or CANADIAN FORCES BASE/WING/UNIT)
____________________________
WITNESS
Name;
Address:
per:_____________________________
Insert name & title of signing officer
If CONTRACTOR IS A COMPANY:
__________________________________
INSERT NAME OF CORPORATION/
PARTNERSHIP/SOLE PROPRIETORSHIP
OR:
I have authority to bind the corporation/
partnership/sole proprietorship.
_____________________________
Per:_________________________(seal)__
WITNESS
Name:
Address:
Insert name and title of duly
authorized signing officer
GST/HST No.:_______________________
CONTRACTOR
OR:
If Contractor a private individual:
______________________________
WITNESS
Name:
Address:
____________________________________
Insert name of Contractor,
GST/HST No.:________________________
CONTRACTOR
Distribution of copies:
2.
3.
4.
CONTRACT QUESTIONNAIRE
1.
Independent Contractor
Responsible Manager
NPF Accounts Section
NPF Human Resource Office
PART I - GENERAL INFORMATION
1.
General description of work to be performed (nature, duration, location, frequency, etc.):
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________
2.
How was this work performed in the past (by employee/independent contractor, nature of
arrangement and terms, etc.) Please attach copies of any relevant written
documentation/previous contracts:
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
______________________________________________________________
3.
Is the worker acting on his/her own behalf?
(Circle) Yes/No
4.
Is the worker in business for himself/herself?
(Circle) Yes/No
If Yes, complete the following:
Business/Company Name:_______________________________________________
Registration No.:______________________________________________________
GST/HST Registration No.:_____________________________________________
Contact Name and Tel. No.:_____________________________________________
PART II - DETAILED ANALYSIS OF FACTS
Check appropriate box to confirm who has actual responsibility/control in each area, as
applicable. If not applicable, indicate with “N/A”.
Section 1:
Control
CFPSA/Base
Who is responsible for planning the work to be done?
Who decides how and how much the worker is to be paid?
Who decides the time frames for the work?
Who decides how the work is to be done?
Who decides the hours of work?
Who decides the work location?
Who assigns the individual tasks?
Who supervises the execution of the tasks?
Who sets the standards? (quality, volume, time)
Who decides whether work must be redone?
Who covers costs related to redoing work?
Who is responsible for training?
Who covers any applicable training costs?
Who decides the territory/area to be covered?
Who decides on periodic activity reporting?
Who decides if the work is to be done by the worker himself/
herself?
Who hires helpers/assistants if required?
Worker
Section 2:
Ownership of Tools/Equipment
Who supplies any heavy equipment to be used or covers
rental costs?
Who supplies any specialized equipment to be used or
covers
rental costs?
Who covers any equipment maintenance costs?
Who supplies any large tools or covers their rental costs?
Who supplies any specialized tools or covers their rental
costs?
Who supplies any small tools?
Who supplies tool maintenance and/or related costs?
Who supplies the materials/supplies to be used?
Who has invested in the equipment and tools, if applicable?
Section 3:
Chance of Profit/Risk of Loss
CFPSA/Base
Worker
Who covers the cost of any damage to equipment or
materials?
Who covers the costs of liability insurance?
Who covers office expenses?
Who covers rental costs, if applicable?
Who covers delivery and shipping costs, if applicable?
Who covers any costs/loss related to bad debts?
Who assumes responsibility for ensuring that guarantees re:
materials/equipment are honoured?
Who assumes responsibility for the performance of the work?
Who guarantees the quality of the work?
Who covers any costs incurred by the worker in carrying out
the work?
Who covers any costs related to any benefits to which the
worker may be entitled (e.g. paid vacation, leave, etc)?
ANY ADDITIONAL RELEVANT INFORMATION: ________________________________
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
____
SUBTOTAL OF SCORES FOR SECTIONS 1 – 3: CFPSA/Base: ____________
Worker:
(Total of 37 Questions. Higher CFPSA/Base score indicates
Employment Relationship (Employee/Employer).
Higher Worker score indicates Business Relationship
(Independent Contractor/Payor).
____________
VERIFICATION OF CONTRACTUAL RELATIONSHIP
(Circle appropriate category):
Employment Relationship (Employee/Employer)
Business Relationship (Independent Contractor/Payor)
PART III - VERIFICATION BY MANAGER
I hereby confirm that:
1.
2.
I am the manager responsible for the services/work to be performed by the
worker in question and am personally aware of the factual background
relating to this matter.
The above information is accurate and complete. I understand that it will
be relied on to ascertain the nature of the legal relationship between the
CFPSA/Base and the worker in question in order to protect the
CFPSA’s/Base’s legal interests.
Date:______________
_____________________________________________
Signature of Responsible Manager
Name:_________________________________________
Title:__________________________________________
Telephone:______________________________________
PART IV - REVIEW/CONFIRMATION BY HUMAN RESOURCE OFFICE:
I hereby confirm that I have reviewed the information provided and that the Nature of the
Proposed Contractual Relationship is:
_____ Employee/Employer
_____ Business Relationship (Independent
Contractor/Payor)
Date:_____________________
Signature:__________________________________________
Name:_____________________________________________
Title:______________________________________________
CFPSA/Base/Wing/Unit:_______________________________
Telephone:_________________________________________
Subject: Staff Eligibility for Contracts
CMFRC staffs are not eligible to apply as independent contractors for contracts the organization may
issue. Rationale is outlined as follows:
A. Legal Issues:
Staff members are in an employee / employer relationship with the organization. They cannot
therefore enter into a contractor relationship in the same organization, nor can any of their family
members.
In addition, there is not enough distinction between the type of work, skills, experience etc. completed
as an employee and those which would have to be done as a contractor to clearly separate the two
roles.
On this subject the CFPSA Human Resources Policy Document, Section 2, pg 2-1/3
Employment Contracts and Contracts for Services states in section 6:
6.… Assessment of the legal nature of the relationship (between a contractor and the agency)…… is
based on the following criteria:
b. Ownership of tools
c. Degree of integration of the worker into the organization.
Staff have been issued equipment from the agency, e.g. computer, printer, telephone line, Internet
support. There is no way to control the use of this equipment solely for the performance of staff tasks
versus any contract tasks and hence no way to ensure to Revenue Canada (ref. section 9 below) in
the event of an audit that the contractor’s own tools were used. Indeed the provision of Internet
support is an ongoing 24 hour a day tool which cannot be turned off when a staff member turns their
time to a contract task.
Staff members are clearly integrated into the organization. Their level of integration does not change
when they change tasks – from those in their staff roles to those in a contract role. As staff members
they are integrated – they are on the inside, not the outside.
A violation of either sections b or d could engage item 9 of Section 2 of the HR Policy:
Despite the party’s initial assessment of their legal status, Revenue Canada may review and audit the
matter and determine that a relationship must be treated as an Employment Relationship instead of a
Business Relationship. In such cases, Revenue Canada may retroactively claim income tax,
statutory deductions, penalties and interest from the Employer for the duration of the contractual
relationship.
The CFPSA, and therefore the CMFRCs, cannot assume liability for violation of Revenue Canada
regulations.
B. Conflict of Interest :
Annex 2 to Section 26 of the H.R. Policy is an ethics statement which all staff are required tosign
upon entering the employ of the agency. It states that:
I shall not be a party to any contract with NPF under which I directly or
indirectly receive a benefit, other than authorized employment benefits. I
shall not be a party to any contract with NPF under which any person to
whom I am related or in any way associated receives a benefit.
In addition the CFPSA Ethics Policy states that:
Employees shall not engage in the business of any third party that would cause a conflict of interest, or the
appearance of a conflict of interest, in carrying out their duties and responsibilities. For example, a manager shall
not engage in a business enterprise that is in competition with his/her responsibilities to NPF.
Responding to a Request for Proposal (RFP)
When you receive a request for proposals (RFP), what is your response supposed to look like?
Responding to requests for proposals is a proven method of getting new work. Most review committees,
however, hold certain expectations for the content and presentation of these responses. Following these
“unwritten rules” greatly enhances your chances of being interviewed, and chosen to complete the work.
Your proposal must be all inclusive, thus making it easier for the reviewers to obtain all the information
they need about you and about your capabilities. Following the rules stated in the RFP is a necessity;
also consider adding other information that enhances your proposal and demonstrates your
understanding of their needs and ability to meet their goals.
If you could control every aspect of a competitive bidding situation, it wouldn’t be competitive at all.
You’d simply declare yourself the winner! In reality, when faced with a Request for Proposal, you
can control the way you respond. And by following a few proven strategies for creating a proposal, you
give yourself a significant advantage over your competition.
Most RFPs specify the content of your proposal, with some even requiring specific formatting for your
responses. Other RFPs simply describe the final product needed, leaving the content and formatting of
your proposal up to you.
Regardless of the type of RFP you receive, be sure that you respond to it fully. Include all relevant
information about the products and services you are including. Even when the RFP specifies certain
formatting for the proposal, you must organize your information to fit the required format without
sacrificing any pertinent information.
Basic Rules
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Fully understand the RFP. Most include contact information so you can submit questions and ask
for clarifications.
First and foremost, respond to an RFP in exact accordance with the requirements outlined in the
RFP. Provide all the information requested, in the order and format specified. The first indication
of your professional qualification is the ability to follow directions.
Quote pertinent sections of the RFP in your proposal.
Create an interesting and compelling design.
Consider including reference letters.
Include relevant samples that demonstrate your relevant capabilities.
Elements of a Strong Proposal
If the formatting and content of your proposal are left to your discretion, you might want to include the
following sections in the order shown here:
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Overview of the entire proposal. Explain why you are the best choice for the project. You can
briefly go over their general requirements. Example: XYZ Company would like a local area
network installed to connect all of the computers in their office to share disk space and printers
and automatically do tape backups.
Project description, deliverables and scope. Define what specific elements you are going to
deliver. Discuss in detail each item in the RFP and how you intend to tackle it. Use diagrams to
illustrate your configuration. Describe how you will approach the project and the rationale why this
approach will best serve the client’s needs. Try to include specific references to the goals and
objectives provided in the RFP. Show you understand their needs and expectations and that you
have the strategies and abilities to meet them. You are selling solutions. Illustrate how you will
provide these solutions. This will be the longest section of your proposal and will probably have
several subsections.
Project goals. Consider the client’s overall communication goals and specific goals for the project
on which you’re bidding.
Services provided. Often these are wider in scope than the prospect believes.
Process. How you will go about completing the project. (By including this section, you also
demonstrate your professionalism.)

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
Schedule. Provide a realistic timetable and demonstrate that you are serious about completing a
project on time. When do you anticipate starting? How long will each task take? Make a table of
your expected schedule for completing the project.
Estimated fees or budget. Remember that you’re not offering a commodity. Make sure the reader
completely understands the value of your services before you present the cost. Breakdown the
cost by equipment and personnel time, fixed and variable items. Clearly identify any exclusions or
purchaser obligations that will affect the bottom line cost of the event or service. to come up with
your expected budget. Include payment terms, discounts for early payment, and other cost or
payment information. Clearly identify any exclusions or purchaser obligations that will affect the
bottom line cost of the event or service.
Description of yourself or your company. Include the benefits the prospect gains by accepting your
proposal. Some firms want to see who will be working on the project. What qualifications do they
have. Illustrate your suitability for the job at hand. Provide a history of your company and the
relevant experience of your key personnel. This is very important for government projects. Put the
resumes here.
Comparable projects and experience. Showcase your capabilities. Demonstrate your comparable
experience and expertise with references and benchmark projects of a similar size or scope. Make
sure the reader completely understands the value of your services before you present the cost.
Supporting Information Add any supporting info here (for example, if you're trying to convince
them to use a specific type of networking technology, back up your reasoning here with third-party
quotes, research, test results, etc.). You can also add information about similar projects you have
completed for other firms and what the results were of those. Include testimonials from clients,
clippings from news papers, etc.
Conclusion. Summarize your proposal and state again the reasons to choose you.
References. List the contact information for past and current clients who will speak of working with
you in glowing terms.
Client list. List other companies and organizations with which you’ve worked.
The content changes each time based on what the RFP requires so you can fill in parts after figuring out how
you will solve the client's requirements:
Additional Strategies
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Avoid doing work on spec. If you give away your work, you diminish its perceived value.
Occasionally, however, you may need to consider breaking this rule.
Focus on the positive. Describe what you are going to do and demonstrate your ability to complete
the project. Never focus on weaknesses. If the RFP asks for something that you cannot deliver,
address it honestly and clearly but without emphasis.
Add sections that should have been included in the RFP. This demonstrates your professionalism,
your ability to anticipate the needs of the client, your ability to “think outside the box”, and your
experience.
Use color and graphics to catch their eye. With the prevalence of color printers and clip art, even
the smallest special event company or supplier should be able to create exciting and eye-catching
proposal covers.
Customize the proposal and personalize it to the client. At the very least include their name on the
cover and at best, design the cover to reflect their corporate culture and image. This creates a
subliminal acceptance and affiliation from the very beginning. No, this isn’t going to make the
client toss out the evaluation criteria, but it is going to communicate your professionalism,
capabilities, and affinity for the project.
Ask for the work, and indicate your enthusiasm for the project. Typically, a review committee
reviews the RFP responses, selects and interviews a group of finalists, then chooses the winning
proposal. If you are the winner, be sure to send a thank you note before you begin the work.
If yours was not selected, do your best to find out why, then use this information to better your
next proposal. And ... send a note thanking the review committee for requesting and reviewing
your proposal. The long reach of such consideration touches people in many different and
oftentimes wonderful ways.
Proposal Submissions
1
2
Submitted by:
Submitted by:
Requirements identified in RFP
3
Submitted by:
Plan Components and
Details
Plan components and Details
Plan components and Details
Timelines:
Timelines:
Timelines:
Qualifications and Expertise
Qualifications and Expertise
Qualifications and Expertise
Rate:
Rate:
Rate:
Award: _____________________
Notes
Name
Panel Review
Signature
Other Reference Documents
WORKFORCE GUIDE AND MANUAL
TIMEKEEPER GUIDE
EMPLOYEE ZONE
LABOUR RELATIONS PRESENTATION