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2016-2017 Departmental Results Report
Minister's Message
As Minister of Employment, Workforce Development and Labour, I am pleased to present the 2016-2017
Departmental Results Report for the Canadian Centre for Occupational Health and Safety (CCOHS).
An important part of the work of CCOHS is to serve the working population in Canada by affecting positive
change that will help create healthy workplaces and prevent work-related illness and injury. Workers and employers
alike need access to credible information, tools and resources to work safely, and to create workplaces in
which the health, safety and well-being of employees are paramount. CCOHS continued in its effort to do this
by making a wide range of useful resources and services freely available for all Canadians to use, in English
and French and in a variety of formats.
To broaden the reach of CCOHS and benefit more Canadians, CCOHS partnered and collaborated with health and
safety organizations and agencies from across Canada, improving the quality and expanding the quantity of the
resources and programs available to workers and employers in Canada.
With 14 different jurisdictions, Canada’s occupational health and safety laws can be difficult to understand,
especially for workers and organizations that operate in more than one jurisdiction: what may be applicable
in one may not be in another. To help address these challenges, CCOHS is collaborating with the Occupational
Health and Safety subcommittee of the Canadian Association of Administrators of Labour Legislation (CAALL-OSH)
to start the process of harmonizing occupational health and safety requirements across Canada.
In order for CCOHS to fulfill its mandate, it is imperative that it connects with the people and communities
it serves, that it may understand and address the changing way that people work. CCOHS engaged stakeholders
from regions and high risk sectors across Canada to learn about the issues and priorities that are important
to them as well as inform the work of the Centre.
I look forward to continued collaboration with CCOHS to help improve the working lives of all Canadians.
The Honourable Patricia A Hajdu Minister of Employment, Workforce Development
and Labour
Institutional Head’s Message
I am pleased to present the 2016-17 Departmental Results Report for the Canadian Centre for Occupational Health
and Safety (CCOHS).
Building on the momentum of the previous year, we set out to address current and emerging issues, establish
and strengthen partnerships, and reach more Canadians than ever before.
CCOHS continued to respond to current workplace issues, adding a national perspective to round table discussions
on topics such as the potential impacts in the workplace from the proposed legalization of cannabis, and impairment
as a hazard; and workplace mental health.
To promote positive action around workplace mental health, CCOHS partnered with the Government of Canada on
a national social media campaign, reaching over 8 million people and resulting in significant increases in
visits to the CCOHS Mental Health portal and resources. We also piloted a workshop to help employers create
psychologically safe and healthy workplaces.
Over the past year, CCOHS participated in a record number of 52 speaking and conference engagements across
the country, sharing health and safety information, listening to people’s concerns, and exchanging perspectives
on current occupational health and safety issues.
Our efforts to address health and safety in high risk sectors forged new relationships in the mining, construction
and transportation industries, further expanding the reach and impact of the work of CCOHS. Among these efforts,
CCOHS hosted an inaugural meeting of mining health and safety groups across Canada, engaged new partnerships
with the Canadian Trucking Alliance and Saskatchewan Construction Safety Association, and extended agreements
with several jurisdictions to deliver important safety information. For these initiatives CCOHS developed customized
web and mobile apps, portals and e-courses that make information and guidance related to occupational health
and safety legislation readily available and accessible to Canadians.
For the third year, CCOHS sponsored the national Youth Focus on Safety video contest, and vigorously promoted
the viewing of the submissions to raise awareness of health and safety in workplaces and among youth in Canada.
In the coming year CCOHS will remain focused on building partnerships that continue to extend the reach and
impact of the information, advice, and knowledge shared so that workplaces can introduce positive change that
will make a difference in the lives of workers in Canada.
Gareth Jones Acting President and Chief Executive Officer
Results at a glance
What funds were used?
$9,930,397
Actual Spending
Who was involved?
83
Actual FTEs
Results Highlights
Website traffic increased by 10% to 11.6 million overall visits, resulting in 18.1
million page views. 3.8 million website visits originated from users in Canada, an increase of 10% over
the previous year.
Reached over 8 million Canadians through a social marketing campaign (in partnership
with the Government of Canada) aimed to raise awareness of workplace mental health.
Health and safety podcasts had 74,653 listens this year.
261,239 e-courses were taken.
Collaborations with five of the jurisdictions produced apps and websites to help
users in the construction sectors access relevant legislation and health and safety information.
CCOHS collaborated with the Occupational Health and Safety subcommittee of the
Canadian Association of Administrators of Labour Legislation (CAALL-OSH) to help harmonize health and safety
legislation across Canada. Work continues on this project.
For more information on the department’s plans, priorities and results achieved,
see the “Results: what we achieved” section of this report.
Raison d’être, mandate and role: who we are and what we do
Raison d’être
The Canadian Centre for Occupational Health and Safety (CCOHS) was founded by an Act of Parliament in
1978 with a mandate to promote health and safety in the workplace and to enhance the physical and mental
health of working Canadians.
CCOHS operates under the legislative authority of the Canadian Centre for Occupational Health and
Safety Act (S.C., 1977-78, c. 29) which was passed by unanimous vote in the Canadian Parliament.
The purpose of this Act is to promote the fundamental right of Canadians to a healthy and safe working
environment by creating a national institute (CCOHS) concerned with the study, encouragement and co-operative
advancement of occupational health and safety.
CCOHS functions as an independent departmental corporation under Schedule II of the Financial Administration
Act
and is accountable to Parliament through the Minister of Employment, Workforce Development and Labour.
Its funding is derived from a combination of appropriations, cost recoveries and collaboration with the
provinces. It is expected that a portion of the budget will be funded through cost recoveries from the
creation, production, and worldwide sales of fee-for-service and revenue generating occupational health
and safety products and services.
Mandate and role
As Canada's national occupational health and safety resource, CCOHS is dedicated to the advancement of
workplace health and safety. We do this by providing information and knowledge transfer services; training
and education; cost-effective tools for improving occupational health and safety performance; management
systems services supporting health and safety programs; injury and illness prevention initiatives and promoting
the total well-being – physical, psychosocial and mental health - of working people.
CCOHS is a recognized leader in providing effective programs, products and services, which are based on
the Centre's core knowledge, collection of occupational health and safety information, and application
of information management technologies.
CCOHS is governed by a tripartite council representing governments (federal, provincial and territorial),
employers, and labour organizations. The Council of Governors assists in overseeing a policy framework
for a trustworthy and complete occupational health and safety service, and ensures that the information
CCOHS disseminates is unbiased. Our key stakeholders are directly involved in the policy, governance and
strategic planning for the organization. They also assist with reviews of programs and services to help
ensure that our information is impartial and relevant. Our inquiries service is supported and funded from
contributions provided by provincial and territorial governments.
CCOHS has a broad range of collaborative arrangements with many national and international health and
safety organizations. These include the International Labour Organization (ILO), the Pan-American Health
Organization (PAHO), the World Health Organization (WHO), North American Occupational Safety and Health
Week (NAOSH), European Agency for Safety and Health at Work and Health Canada. Further information on the
many partnerships is available on CCOHS’ website and in our annual report.
Collaborative projects serve many purposes at CCOHS. They are opportunities to enhance our occupational
health and safety information resources, generate revenues and collaborate with partners worldwide to access
and share global perspectives. This collaboration among nations serves to promote the sharing of information
and knowledge for social and economic programs relating to health and safety, reduce injuries and illness,
and improve conditions for workers. They also contribute to Canada's leadership role in the world and bring
the wealth of global occupational health and safety information for use by CCOHS to improve the health
and safety of working people in Canada.
For more general information about the department, see the “Supplementary information” section of this
report.
Operating context and key risks
Operating context
CCOHS is governed by a tripartite council representing governments (federal, provincial and territorial),
employers, and labour organizations. The Council of Governors assists in overseeing a policy framework
for a trustworthy and complete occupational health and safety service, and ensures that the information
CCOHS disseminates is unbiased. Our Council members are directly involved in the policy, governance and
strategic planning for the organization. They also assist with reviews of programs and services to help
ensure that our information is impartial and relevant. Our inquiries service is supported and partially
funded from contributions provided by provincial and territorial governments.
CCOHS has experienced Governor-in-Council vacancies as many of our Governors terms have expired. We are
expecting the situation to be resolved in 2017-18 however if the current trend continues it could have
an impact on the Centre’s ability to deliver on its mandate.
Key risks
CCOHS relies heavily on cost recovery programs and contributions from partners to supplement its parliamentary
appropriations and cover fixed costs. The CCOHS funding model is based upon an estimate of 50% of our operating
budget being generated through cost recovery sales of our products and services as well as program funding
contributions from our partners. Changes to our partners’ funding can have a direct impact on our ability
to deliver our services to Canadians. Likewise, economic downturns can reduce demand for our products and
services and in turn reduce our revenue stream.
CCOHS is proactively managing this risk by continuously improving the products and services we sell as
part of our cost recovery program. We also monitor and review our commercial agreements with our suppliers
in order to help reduce the cost profile.
The organization also faces the risk that technological advances have rendered traditional delivery methods
for its content unsustainable and out-dated. CCOHS has responded by expanding its on-line resources to
include more specialized web portals, e-learning programs, webinars, podcasts, Facebook and Twitter promotion
and on-line discussion groups. We continue to develop mobile apps to help workers assess hazards and risks.
These new channels are key to supporting our priority to expand our reach and impact of Canadians on a
daily basis. CCOHS is investing in the technology required to support these new communication channels
on a limited operating budget.
Key risks
Risks
Mitigating strategy and
effectiveness
Link to the department’s
Programs
Link to mandate letter commitments
or to government-wide and departmental priorities
Funding Risk – On-going
Operating deficit due to the reliance from partners
Changes to our partners’ funding can have a direct impact on our revenues and our ability
to deliver our products and services to Canadians.
CCOHS keeps in regular contact with all partners.
CCOHS is increasing its focus on cost recoveries in order to continue to provide all of its
services to Canadians.
This risk was identified in CCOHS’ 2016-17 Report on Plans and Priorities.
Occupational health and safety information development, delivery services and tripartite
collaboration.
Easy access to CCOHS’ occupational health and safety information and services
Application of occupational health and safety information to improve workplace practices
Increased awareness and understanding of health and safety issues in the workplace
Technology Risk – On-going
Technology changes are impacting the way in which we must deliver our products
The majority of CCOHS’ products and services are delivered electronically so it is essential
that CCOHS stay up-to-date on new technology.
CCOHS has discontinued the sale of CD based products and expanded its internet-based products
and information channels.
We are developing apps to deliver our key services to mobile devices.
This risk was identified in CCOHS’ 2016-17 Report on Plans and Priorities.
Occupational health and safety information development, delivery services and tripartite
collaboration
Easy access to CCOHS’ occupational health and safety information and services
Application of occupational health and safety information to improve workplace practices
Increased awareness and understanding of health and safety issues in the workplace
Results: what we achieved
Programs
Program name
Occupational health and safety information development, delivery services and tripartite collaboration.
Internal Services
Description
Internal Services are those groups of related activities and resources that the federal government considers
to be services in support of programs and/or required to meet corporate obligations of an organization.
Internal Services refers to the activities and resources of the 10 distinct service categories that support
Program delivery in the organization, regardless of the Internal Services delivery model in a department.
The 10 service categories are: Management and Oversight Services; Communications Services; Legal Services;
Human Resources Management Services; Financial Management Services; Information Management Services;
Information Technology Services; Real Property Services; Materiel Services; and Acquisition Services.
Results
Budgetary Financial Resources (dollars)
2016–17 Main Estimates
2016–17 Planned Spending
2016–17 Total authorities
available for use
2016–17 Actual spending
(authorities used)
Difference (actual minus planned)
$2,811,081
$2,811,081
$3,623,793
$2,812,261
$1,180
Human resources (full-time equivalents)
2016–17 Planned
2016–17 Actual
2016-17 Difference (actual minus planned)
23
18
(5)
Analysis of trends in spending and human resources
The total spending for fiscal 2014-15, which is shown above net of respendable revenues, includes all
Parliamentary appropriations and revenue sources: Main Estimates, Supplementary Estimates, Treasury Board
Vote 10, 15, 23, 25 and 30 as well as any carryforward adjustments.
In 2015-16, CCOHS transitioned to a statutory revenue authority. Therefore, for the 2015-16 to 2019-20
periods, the graph illustrates the statutory revenue authority separately in order to clearly identify
that spending of Voted Authorities declines in 2016-17 before flattening through 2017-18 to 2019-20.
Targeted statutory revenue in the Annual Reference Level Update is $4.3 million, however; CCOHS has
been successful in raising excess revenue which is reflected in the graph above. CCOHS carries excess
revenue forward to discharge obligations in future periods.
Budgetary performance summary for Programs and Internal Services (dollars)
Programs and Internal Services
2016–17 Main Estimates
2016–17 Planned spending
2017–18 Planned spending
2018–19 Planned spending
2016–17 Total authorities available for use
2016–17 Actual spending (authorities used)
2015–16 Actual spending (authorities used)
2014–15 Actual spending (authorities used)
Occupational health and safety information development, delivery services and tripartite collaboration
$6,141,291
$6,141,291
$6,036,633
$6,036,633
$7,916,801
$7,118,136
$6,728,530
$1,846,820
Internal Services
$2,811,081
$2,811,081
$2,840,768
$2,840,768
$3,623,793
$2,812,261
$3,189,587
$2,839,118
Total
$8,952,372
$8,952,372
$8,877,401
$8,877,401
$11,540,594
$9,930,397
$9,918,117
$4,685,938
As illustrated in the Departmental Spending Trend graph and the related table, planned spending for
the future periods is expected to remain relatively flat. The slight reduction beginning in 2017-18 is
due to a frozen allotment to reduce spending on professional services.
Actual human resources
Human resources summary for Programs and Internal Services (full-time equivalents)
Programs and Internal Services
2014–15 Actual
2015–16 Actual
2016–17 Planned
2016–17 Actual
2017–18 Planned
2018–19 Planned
Occupational health and safety information development, delivery services and tripartite collaboration
61
65
73
65
68
73
Internal Services
20
20
23
18
21
23
Total
81
85
96
83
89
93
CCOHS is planning on growing the amount of products and services that it offers on both the public service
side as well as the cost recovery side. As a result, we expect staffing levels to increase as illustrated
with the cost of the increase being offset by the increase in cost recovery revenues.
Expenditures by vote
For information on the Canadian Centre for Occupational Health and Safety’s organizational voted and statutory
expenditures, consult the Public
Accounts of Canada 2017.
Alignment of spending with the whole-of-government framework
Occupational health and safety information development, delivery services and tripartite collaboration
Social Affairs
Healthy Canadians
$9,930,397
Total spending by spending area (dollars)
Spending area
Total planned spending
Total actual spending
Economic affairs
Social Affairs
$8,952,372
$9,930,397
International affairs
Government affairs
Financial statements and financial statements highlights
Financial statements
The Canadian Centre for Occupational Health and Safety’s financial statements [unaudited] for the year
ended March 31, 2017, are available on the departmental website
.
Financial statements highlights
Condensed Statement of Operations (unaudited) for the year ended March 31, 2017 (dollars) 2
Financial information
2016–17 Planned results
2016–17 Actual
2015–16 Actual
Difference (2016–17
actual minus 2016–17 planned)
Difference (2016–17
actual minus 2015–16 actual)
Total expenses
$11,342,974
$11,167,506
$10,911,251
($2,085,866)
$256,255
Total revenues
$5,174,224
$5,287,768
$5,507,098
$987,768
($219,330)
Net cost of operations before government funding and transfers
$6,168,750
$5,879,738
$5,404,153
($3,072,634)
$475,585
2 As per CCOHS 2016-17 Financial Statements (unaudited)
CCOHS was successful in raising $5.3 million in cost recovery revenues during 2016-17, which ranks as
the second most successful year in CCOHS’ history behind 2015-16. The continued strength in demand for
WHMIS online training was the principal driver for the increase in revenue versus the planned result. Expenditures
in the year were favourable to planned spending by $0.2 million as CCOHS continues to experience a vacancy
in the role of Deputy Head. As a result, the net cost of operations before government funding and transfers
was favourable to plan for the year by $0.3 million.
Condensed Statement of Financial Position (unaudited) as at March 31, 2017 (dollars)
Financial Information
2016–17
2015–16 (restated)
Difference (2016–17 minus
2015–16)
Total net liabilities
$3,729,313
$3,525,001
$204,312
Total net financial assets
$1,890,969
$1,461,096
$429,873
Departmental net debt
$1,838,344
$2,063,905
($225,561)
Total non-financial assets
$451,542
$525,372
($73,830)
Departmental net financial position
($1,386,802)
($1,538,533)
($151,731)
Overall, the net financial position of the organization improved by $152,000 in the year and the organization
has a healthy balance sheet. The increase in net financial assets was primarily due to a receivable from
the Government of Canada to discharge our obligation regarding employee benefit plan costs for the year.
Supplementary Information
Corporate information
Organizational profile
Appropriate minister(s): The Honourable Patricia
A Hajdu, Minister of Employment, Workforce Development and Labour
Institutional head: Gareth Jones, Acting President
and Chief Executive Officer
Ministerial portfolio: Employment and Social Development
Canada, Labour Program
The Canadian Centre for Occupational Health and Safety’s Strategic Outcome and Program Alignment Architecture
of record for 2016–17 are shown below.
Strategic Outcome: Improved workplace conditions
and practices that enhance the health, safety and well-being of working Canadians. 1.1 Program:Occupational
health and safety information development, delivery services and tripartite collaboration.
Internal Services
Federal tax expenditures
The tax system can be used to achieve public policy objectives through the application of special measures
such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada
publishes cost estimates and projections for these measures each year in the Report
on Federal Tax Expenditures. This report also provides detailed background information on tax expenditures,
including descriptions, objectives, historical information and references to related federal spending programs.
The tax measures presented in this report are the responsibility of the Minister of Finance.
Organizational contact information
For further information about this document or any of the products and services available from the Canadian
Centre for Occupational Health and Safety, please contact:
Canadian Centre for Occupational Health and Safety (CCOHS)
135 Hunter Street East Hamilton ON L8N 1M5 Telephone: 905-572-2981 1-800-668-4284 Canada and
US
Fax: 905-572-2206 www.ccohs.ca
Gareth Jones
Acting President and Chief Executive Officer 905-572-2981, ext 4537 gareth.jones@ccohs.ca
Frank Leduc
Vice-President Finance and Chief Financial Officer 905-572-2981, ext 4401 frank.leduc@ccohs.ca
Appendix: Definitions
appropriation: (crédit): Any authority of Parliament
to pay money out of the Consolidated Revenue Fund.
budgetary expenditures (dépenses budgétaires): Operating
and capital expenditures; transfer payments to other levels of government, organizations or individuals;
and payments to Crown corporations.
Core Responsibility (responsabilité essentielle)
An enduring function or role performed by a department. The intentions of the department with respect to a Core Responsibility
are reflected in one or more related Departmental Results that the department seeks to contribute to or influence.
Departmental Plan (Plan ministériel) Provides information
on the plans and expected performance of appropriated departments over a three year period. Departmental
Plans are tabled in Parliament each spring.
Departmental Result (résultat ministériel) A Departmental
Result represents the change or changes that the department seeks to influence. A Departmental Result is
often outside departments’ immediate control, but it should be influenced by program-level outcomes.
Departmental Result Indicator (indicateur de résultat ministériel)
A factor or variable that provides a valid and reliable means to measure or describe progress on a Departmental Result.
Departmental Results Framework (cadre ministériel des résultats)
Consists of the department’s Core Responsibilities, Departmental Results and Departmental Result Indicators.
Departmental Results Report (Rapport sur les résultats ministériels)
Provides information on the actual accomplishments against the plans, priorities and expected results set out in the corresponding
Departmental Plan.
Evaluation (évaluation) In the Government of Canada,
the systematic and neutral collection and analysis of evidence to judge merit, worth or value. Evaluation
informs decision making, improvements, innovation and accountability. Evaluations typically focus on programs,
policies and priorities and examine questions related to relevance, effectiveness and efficiency. Depending
on user needs, however, evaluations can also examine other units, themes and issues, including alternatives
to existing interventions. Evaluations generally employ social science research methods.
full time equivalent (équivalent temps plein) A measure
of the extent to which an employee represents a full person year charge against a departmental budget. Full
time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled
hours of work are set out in collective agreements.
government-wide priorities (priorités pangouvernementales)
For the purpose of the 2016–17 Departmental Results Report, government-wide priorities refers to those high-level themes
outlining the government’s agenda in the 2015 Speech from the Throne, namely: Growth for the Middle Class;
Open and Transparent Government; A Clean Environment and a Strong Economy; Diversity is Canada's Strength;
and Security and Opportunity.
horizontal initiatives (initiative horizontale) An
initiative where two or more federal organizations, through an approved funding agreement, work toward achieving
clearly defined shared outcomes, and which has been designated (for example, by Cabinet or a central agency)
as a horizontal initiative for managing and reporting purposes.
Management, Resources and Results Structure (Structure de la gestion,
des ressources et des résultats) A comprehensive framework that consists of an organization’s
inventory of programs, resources, results, performance indicators and governance information. Programs and
results are depicted in their hierarchical relationship to each other and to the Strategic Outcome(s) to
which they contribute. The Management, Resources and Results Structure is developed from the Program Alignment
Architecture.
non budgetary expenditures (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets
of the Government of Canada.
performance (rendement) What an organization did
with its resources to achieve its results, how well those results compare to what the organization intended
to achieve, and how well lessons learned have been identified.
performance indicator (indicateur de rendement) A
qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance
of an organization, program, policy or initiative respecting expected results.
performance reporting (production de rapports sur le rendement)
The process of communicating evidence based performance information. Performance reporting supports decision making, accountability
and transparency.
planned spending (dépenses prévues) For Departmental
Plans and Departmental Results Reports, planned spending refers to those amounts that receive Treasury Board
approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures
presented in the Main Estimates.
A department is expected to be aware of the authorities that
it has sought and received. The determination of planned spending is a departmental responsibility, and departments
must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental
Results Reports.
plans (plans) The articulation of strategic choices, which provides information on how
an organization intends to achieve its priorities and associated results. Generally a plan will explain the
logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
priorities (priorité) Plans or projects that an organization
has chosen to focus and report on during the planning period. Priorities represent the things that are most
important or what must be done first to support the achievement of the desired Strategic Outcome(s).
program (programme) A group of related resource inputs and activities that are managed
to meet specific needs and to achieve intended results and that are treated as a budgetary unit.
Program Alignment Architecture (architecture d’alignement des programmes)
A structured inventory of an organization’s programs depicting the hierarchical relationship between programs and the Strategic
Outcome(s) to which they contribute.
results (résultat) An external consequence attributed,
in part, to an organization, policy, program or initiative. Results are not within the control of a single
organization, policy, program or initiative; instead they are within the area of the organization’s influence.
statutory expenditures (dépenses législatives) Expenditures
that Parliament has approved through legislation other than appropriation acts. The legislation sets out
the purpose of the expenditures and the terms and conditions under which they may be made.
Strategic Outcome (résultat stratégique) A long term
and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.
sunset program (programme temporisé) A time limited
program that does not have an ongoing funding and policy authority. When the program is set to expire, a
decision must be made whether to continue the program. In the case of a renewal, the decision specifies the
scope, funding level and duration.
target (cible) A measurable performance or success
level that an organization, program or initiative plans to achieve within a specified time period. Targets
can be either quantitative or qualitative.
voted expenditures (dépenses votées) Expenditures that Parliament approves annually through
an Appropriation Act. The Vote wording becomes the governing conditions under which these expenditures may
be made.