2015-16 Report on Plans and Priorities

Minister's Message

Dr. K. Kellie Leitch

The Canadian Centre for Occupational Health and Safety (CCOHS) is Canada's national resource for the advancement of workplace health and safety. CCOHS promotes the total well-being - physical, psychosocial and mental health - of working Canadians by providing information, training, education, and management systems and solutions that support workplace health and safety and the prevention of occupational injury and illness.

As Minister of Labour, I am proud to present the Canadian Centre for Occupational Health and Safety's (CCOHS) Report on Plans and Priorities for 2015-2016.

CCOHS was created to provide reliable and practical occupational health and safety information to assist employers and employees in Canada to be productive, healthy and safe at work. CCOHS is renowned as a leader in providing innovative and authoritative workplace health and safety solutions. For 36 years, the Centre has partnered and collaborated with agencies and organizations from across Canada and around the world to improve the quality and quantity of resources and programs, as well as expand the breadth of usage to many different segments of society.

At the heart of CCOHS' work is the fundamental right of all Canadians to a healthy and safe workplace. And we each have a role to play to make it happen. Together, we can help create a Canada in which people can perform their jobs, secure in the knowledge that they are safe from work-related illness, injury and harm.

The Honourable Dr. K. Kellie Leitch, P.C., O.Ont., M.P.
Minister of Labour and
Minister of Status of Women

Institutional Head’s Message

Steve Horvath

As a leader in the advancement of occupational health and safety, the Canadian Centre for Occupational Health and Safety (CCOHS) remains committed to our mission to address the needs of all working people in Canada. We continue to strive to expand our outreach, user population and impact on Canadian workplaces and provide accessible health and safety information, education and tools to advance the total well-being of workers. We will seek to cultivate new collaborative partnerships, and strengthen existing relationships.

There is an effort underway that will continue into the next year, to upgrade our internal infrastructures and improve processes to achieve greater efficiencies and improve the delivery of our services.

We are leveraging the use of technology to provide innovative solutions that will increase our breadth of service offerings, including developing mobile apps to help workers assess risks.

CCOHS will continue our work to advance and address the issues of psychological health and safety in the workplace, and meet the needs of the most vulnerable segments of our society - young workers, migrant workers - by providing a wide range of essential, credible information, resources and education.

I am confident that we will remain a leading workplace health and safety organization by staying focused on our shared vision of success, helping working people across the country and leveraging our collective occupational health and safety experience to provide viable solutions to meet the challenges of the changing world of work.

Steve Horvath
President and Chief Executive Officer
Canadian Centre for Occupational Health and Safety (CCOHS)

Section I – Organizational Expenditure Overview

Organizational Profile

Appropriate Minister: The Honourable Dr. K. Kellie Leitch, PC, O.Ont., M.P. – Minister of Labour and Minister of Status of Women

Institutional Head: Steve Horvath, President and Chief Executive Officer

Ministerial Portfolio: Employment and Social Development Canada, Labour Program

Enabling Instrument(s): Canadian Centre for Occupational Health and Safety Act

Year of Incorporation / Commencement: 1978

Organizational Context

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 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.


Responsibilities

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 at www.ccohs.ca/ccohs/partner.html 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.

Strategic Outcome(s) and Program Alignment Architecture

Strategic Outcome: Improved workplace conditions and practices that enhance the health, safety and well-being of working Canadians.

Program: Occupational health and safety information development, delivery services and tripartite collaboration.

Internal Services

Organizational Priorities

Priority Type1 Strategic Outcome(s) [and/or] Program(s)
Continuously improve the national profile of CCOHS Ongoing SO1
Description

Why is this a priority?

Improving the national profile of CCOHS and increasing awareness of the available products and services increases general workplace health and safety.

What are the plans for meeting this priority?

Continue the multifaceted communication strategy though webcasts, podcasts, social media, newsletters, media and various outreach initiatives. The goal is to increase the awareness of CCOHS and its offerings and reinforce the Centre’s position as the trusted source for Canadians.

Priority Type2 Strategic Outcome(s) [and/or] Program(s)
Improve cost recovery program Ongoing SO1
Description

Why is this a priority?

CCOHS sells a portion of its products and services in order to recover some of the costs associated with developing and delivering occupational health and safety content to Canadians. An improved cost recovery program will enable the organization to reinvest those resources to develop new products and services, including free public services, ultimately leading to safer workplaces in Canada.

What are the plans for meeting this priority?

CCOHS is rationalizing the product suite that it currently offers and focusing more effort and resources on those products that the Canadian workplaces are demanding. CCOHS is also reviewing its marketing strategy, pricing program and the terms of its commercial arrangements with suppliers to ensure best value.

Priority Type3 Strategic Outcome(s) [and/or] Program(s)
Increase the number of Canadians impacted by CCOHS Ongoing SO1
Description

Why is this a priority?

Broadening the reach of CCOHS to include more Canadian workplaces helps ensure that more Canadians benefit from best practices in workplace health and safety.

What are the plans for meeting this priority?

Continue to develop partnerships with other safety organizations in order to expand the reach of CCOHS in a fiscally responsible manner. The organization is also launching new products that are better suited to meet the health and safety needs of Canadian employers.


1Type is defined as follows: previously committed to—committed to in the first or second fiscal year prior to the subject year of the report; ongoing - committed to at least three fiscal years prior to the subject year of the report; and new - newly committed to in the reporting year of the RPP or DPR.

2Type is defined as follows: previously committed to—committed to in the first or second fiscal year prior to the subject year of the report; ongoing - committed to at least three fiscal years prior to the subject year of the report; and new - newly committed to in the reporting year of the RPP or DPR.

3Type is defined as follows: previously committed to—committed to in the first or second fiscal year prior to the subject year of the report; ongoing - committed to at least three fiscal years prior to the subject year of the report; and new - newly committed to in the reporting year of the RPP or DPR.

 

Risk Analysis

Key Risks
Risk Risk Response Strategy Link to Program Alignment Architecture
Operating deficit due to the reliance on funding from partners CCOHS keeps 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. SO1
Technology changes are impacting the way in which we must deliver our products 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. SO1

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 50% of our operating budget being generated through cost recovery and our products and services must be continually updated to be marketable. 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 is proactively managing this risk by improving its cost recovery program. The program focuses on three main elements. First, we are rationalizing the product inventory to improve focus on the products that our stakeholders demand. Next, we are reviewing the pricing and marketing models for those products to ensure that we are reaching more Canadian workplaces and receiving fair market value for our products. Finally, we are reviewing and revising the commercial agreements with our suppliers in order to help reduce the cost of the operation.

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 and is challenged to do so with a very limited operating budget.

Planned Expenditures

Budgetary Financial Resources (dollars)
2015–16
Main Estimates
2015–16
Planned Spending
2016–17
Planned Spending
2017–18
Planned Spending
$5,070,269 $5,070,269 $5,070,269 $5,070,269

Human Resources (Full-Time Equivalent - [FTEs])
2015-16 2016-17 2017-18
96 96 96

Budgetary Planning Summary for Strategic Outcome(s) and Program(s) (dollars)
Strategic Outcome(s), Program(s) and Internal Services 2012-13
Expenditures
2013-14
Expenditures
2014-15
Forecast Spending
2015-16
Main Estimates
2015-16
Planned Spending
2016-17
Planned Spending
2017-18
Planned Spending
Strategic Outcome 1: Improved workplace conditions and practices that enhance the health, safety and well-being of working Canadians.
Occupational health and safety information development, delivery services and tripartite collaboration. $3,542,000 $2,335,006 $2,251,329 $2,259,188 $2,259,188 $2,259,188 $2,259,188
Internal Services Subtotal $2,738,000 $2,912,740 $2,807,712 $2,811,081 $2,811,081 $2,811,081 $2,811,081
Total $6,280,000 $5,247,746 $5,059,041 $5,070,269 $5,070,269 $5,070,269 $5,070,269

CCOHS’ funding remains consistent from year to year other than increases for compensation. There have been no increases in funding for compensation in the past two years due to cost containment measures. Fluctuations in funding are primarily due to carry forward amounts and recovery of paylist shortfall amounts for severance pay, parental leave benefits, etc. Spending is impacted by the ability to raise revenues to cover the un-funded portion of the budget.

Alignment of Spending With the Whole-of-Government Framework

Alignment of 2015-16 Planned Spending With the Whole-of-Government Framework (dollars)
Strategic Outcome Program Spending Area Government of Canada Outcome 2015-16 Planned
Spending
Improved workplace conditions and practices that enhance the health and safety of working Canadians Occupational health and safety information development, delivery services and tripartite collaboration Social Affairs Healthy Canadians $2,259,188

Total Spending by Spending Area (dollars)
Spending Area Total Planned Spending
Economic Affairs  
Social Affairs $2,259,188
International Affairs  
Government Affairs  

Departmental Spending Trend

Departmental Spending Trend Graph

Expenditure Profile - Spending Trend Graph

[D]

For the years 2012-13 and 2013-14, the total spending includes all Parliamentary appropriations and revenue sources including Main Estimates, Supplementary Estimates, respendable revenues and operating budget carry forwards. For the 2014-15 through 2017-18 periods, total spending corresponds to planned spending only as adjustments are unknown.

Estimates by Vote

For information on the Canadian Centre for Occupational Health and Safety’s organizational appropriations, consult the 2015–16 Main Estimates on the Treasury Board of Canada Secretariat website.

Section II – Analysis of Program(s) by Strategic Outcome

Strategic Outcome(s): Improved workplace conditions and practices that enhance the health, safety, and well-being of working Canadians.

Program 1.1: Occupational health and safety information development, delivery services and tripartite collaboration.

Description

The goal of this public service program is to provide free information on occupational health and safety to support Canadians in their efforts to work safely and create healthy and safe workplaces. Citizens are provided information through a free and impartial personalized service via telephone, e-mail, person-to-person, fax or mail. Alternatively, they can independently access a broad range of electronic and print resources developed to support safety and health information needs of Canadians. This may include cost recovery products and services and is supported financially by contributions from various stakeholders.

Through health and safety information development, CCOHS collects, processes, evaluates, creates and publishes authoritative information resources on occupational health and safety for the benefit of all working Canadians. This information is used for education and training, research, development of policy and best practices, improvement of health and safety programs, achieving compliance, and for personal use. When the product or service provided by CCOHS is offered to identifiable external recipients with benefits beyond those enjoyed by the general public, the product or service becomes part of the cost-recovery program and a fee is charged.

CCOHS promotes and facilitates consultation and cooperation among federal, provincial and territorial jurisdictions and participation by labour, management and other stakeholders in the establishment and maintenance of high standards and occupational health and safety initiatives for the Canadian context. The sharing of resources results in the coordinated and mutually beneficial development of unique programs, products and services. Collaborative projects are usually supported with a combination of financial and non-financial contributions to the programs by partners and stakeholders and result in advancement of the health and safety initiatives.

Budgetary Financial Resources (dollars)
2015-16
Main Estimates
2015-16
Planned Spending
2016-17
Planned Spending
2017-18
Planned Spending
$2,259,188 $2,259,188 $2,259,188 $2,259,188
 

Human Resources (Full-Time Equivalent - [FTEs])
2015-16 2016-17 2017-18
73 73 73
Performance Measurement
Expected Results Performance
Indicators
Targets Date to be Achieved
Easy access to CCOHS’ occupational health and safety information and services. Satisfaction with and ease of access and retrieval of occupational health and safety information from the Inquiries Service, web access and other CCOHS resources (such as our website, web portals, and presentations). Overall 80% or higher on client satisfaction survey, web statistics and evaluation data. March 31, 2016
Application of occupational health and safety information to improve workplace practices. Information is being applied in the workplace by employees, government and employers. Target of 72% using CCOHS information to make changes in the workplace. March 31, 2016
Increased awareness and understanding of health and safety issues in the workplace. Increase distribution of OHS information to employees and employers to improve their understanding of OHS. Increase distributions and usage of awareness information by 10%. March 31, 2016

Planning Highlights

In order to achieve the expected results, CCOHS plans to undertake the following activities:

  • Expand health and safety content and develop appropriate resources that address emerging high-risk issues
  • Continue development and refinement of existing workplace health and safety products and services to increase accessibility and usage
  • Participate in the Case Study Research Project as a champion organization in adopting the National standard for psychological health and safety in the workplace to support the advancement of workplace mental health
  • Increase satisfaction with, and ease of access to, occupational health and safety information from the Inquiries Service and other service points
  • Host a pan-Canadian tripartite forum every 2 to 3 years to facilitate discussion on key issues in the Canadian workplace
  • Promote the holistic approach to workplace health and safety through our communications channels, training, outreach and partnerships
  • Deploy new social media platforms such as Twitter Chats and Google Hangouts, in addition to producing webinars and podcasts to increase reach of working Canadians
  • Build apps for smart phones and other mobile devices that help users assess risks and provide guidance
  • Provide resources in the area of chemical health and safety including management systems and additional training tools related to the new Workplace Hazardous Materials Information System (WHMIS) and Globally Harmonized System (GHS)
  • Produce electronic newsletters to provide information and guidance and promote CCOHS
  • Increase educational resources and customized programs such as e-learning courses
  • Sale of products and services that meet the objective of improving health and safety in the workplace
  • Collaborate with stakeholders from Canadian governmental, labour, and health and safety organizations as well as international organizations to bring Canadians the most useful and relevant workplace safety information and solutions
  • Maintain central repositories (portals) of credible topic-audience specific resources such as young workers and develop additional portals that address needs of vulnerable workers
  • Participate in events in every province and two territories this year through speakers bureau and conference programs, to increase CCOHS presence in all jurisdictions
  • Seek placement of CCOHS editorial in publications aimed at general public to increase user audience, uptake and awareness of CCOHS products and services

Internal Services

Description

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. Internal services include only those activities and resources that apply across an organization, and not those provided to a specific program. The groups of activities 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.

Budgetary Financial Resources (dollars)
2015-16
Main Estimates
2015-16
Planned Spending
2016-17
Planned Spending
2017-18
Planned Spending
$2,811,081 $2,811,081 $2,811,081 $2,811,081

Human Resources (Full-Time Equivalent - [FTEs])
2015-16 2016-17 2017-18
23 23 23

Planning Highlights

Internal Services at CCOHS continues to focus on its three main goals:

We continue to sharpen our focus on the cost recovery program in order to support the strategic outcome of the organization. A successful cost recovery program is key to ensuring the sustainability of CCOHS operations.

We are also committed to improve the overall working experience at CCOHS. This includes improving the performance management system, fostering open communications and consistent and equal treatment of staff across the organization.

We will continue to refresh our Information Technology (IT) infrastructure to ensure we continue to meet ongoing needs of CCOHS stakeholders.

Section III – Supplementary Information

Future-Oriented Statement of Operations

The future-oriented condensed statement of operations provides a general overview of the Canadian Centre for Occupational Health and Safety’s (CCOHS) operations. The forecast of financial information on expenses and revenues is prepared on an accrual accounting basis to strengthen accountability and to improve transparency and financial management.

Because the future-oriented condensed statement of operations is prepared on an accrual accounting basis, and the forecast and planned spending amounts presented in other sections of the Report on Plans and Priorities are prepared on an expenditure basis, amounts differ.

A more detailed future-oriented statement of operations and associated notes, including a reconciliation of the net cost of operations to the requested authorities, can be found on CCOHS’ website.

Future-Oriented Condensed Statement of Operations
For the Year Ended March 31 (dollars)
Financial information 2014-15
Estimated Results
2015-16
Planned Results
Difference
Total expenses $9,090,665 $9,370,269 $279,604
Total revenues ($4,483,390) ($4,300,000) $183,390
Net cost of operations $4,607,275 $5,070,269 $462,994

CCOHS continues its focus on cost containment and expects a reduction in total expenses in the coming fiscal period. Revenue projections are flat subject to the funding risks from our partners.

Tax Expenditures and Evaluations

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 annually in the Tax Expenditures and Evaluations publication. The tax measures presented in the Tax Expenditures and Evaluations publication are the responsibility of the Minister of Finance.

Section IV – Organizational Contact Information

Frank Leduc
Vice-President Finance and Chief Financial Officer

Canadian Centre for Occupational Health and Safety
135 Hunter Street East
Hamilton, Ontario L8N 1M5
Canada

Telephone : (905) 572-2981 Extension 4401

Appendix: Definitions

  • appropriation: Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
  • budgetary expenditures: Include operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
  • Departmental Performance Report: Reports on an appropriated organization’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Reports on Plans and Priorities. These reports are tabled in Parliament in the fall.
  • full-time equivalent: Is 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 of Canada outcomes: A set of 16 high-level objectives defined for the government as a whole, grouped in four spending areas: economic affairs, social affairs, international affairs and government affairs.
  • Management, Resources and Results Structure: 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: Include net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
  • performance: 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: 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: The process of communicating evidence-based performance information. Performance reporting supports decision making, accountability and transparency.
  • planned spending: For Reports on Plans and Priorities (RPPs) and Departmental Performance Reports (DPRs), 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 RPPs and DPRs.
  • 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: 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: 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: A structured inventory of an organization’s programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.
  • Report on Plans and Priorities: Provides information on the plans and expected performance of appropriated organizations over a three-year period. These reports are tabled in Parliament each spring.
  • results: 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.
  • Strategic Outcome: A long-term and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.
  • sunset program: 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: 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.
  • whole-of-government framework: Maps the financial contributions of federal organizations receiving appropriations by aligning their Programs to a set of 16 government-wide, high-level outcome areas, grouped under four spending areas.