As Minister of Employment, Workforce Development and Labour, I am pleased to present the
2019-2020 Departmental Plan for the Canadian Centre for Occupational Health and Safety
(CCOHS).
Workers in Canada have the fundamental right to healthy, safe, and inclusive workplaces.
Along with physical hazards, we must also look at non-physical workplace hazards,
including harassment and violence, and psychological health and safety. CCOHS promotes
the physical and mental health and total well-being of the working population by
providing Canadians with the resources they need to create safe and healthy workplaces
and prevent work-related injuries and illness.
Our government is committed to improving the lives of workers and strengthening
workplaces. Changes to modernize federal labour standards, our support of flexible work
arrangements to enable workers to manage all of the competing priorities in their lives,
and efforts to end workplace harassment and violence and ban asbestos are essential to
ensuring Canadian workplaces are healthy and safe. Safe working conditions are good for
business and benefit both workers and employers. Healthy and safe workplaces increase
employee satisfaction and productivity, reduce absenteeism and increase employee
retention. Canadian families and our economy benefit when workers have a safe and
healthy workplace.
I look forward to continuing our work with CCOHS to better protect workers in Canada and
help set the stage to ensure that all Canadians can thrive in productive, healthy and
safe workplaces.
The Honorable Patricia A. Hajdu, P.C., M.P.
Minister of Employment, Workforce Development and Labour
President’s message
In our 2019-2020 Departmental Plan, the Canadian Centre for Occupational Health
and
Safety (CCOHS) will focus its efforts on addressing the three strategic priorities in
the sectors identified in the strategic plan: provide national leadership on emerging
occupational health and safety issues; demonstrate national occupational health and
safety leadership, including in priority sectors; and serve as a national repository of
workplace health and safety information.
We will continue to partner with like-minded organizations, unions, and employers to
develop tools, educational resources and solutions, in both official languages, that
meet the health and safety needs of small and medium-sized businesses; Indigenous
enterprises; and workers at higher risk, including temporary foreign/migrant workers;
self-employed; young, new and aging workers; and those who are disabled. We’ll focus
prevention initiatives on priority sectors such as health care, construction,
agriculture and fishing.
Through our educational, outreach and communications initiatives, we will continue to
increase awareness of current health and safety issues such as mental health, and
prevention of workplace impairment and harassment and violence. We will also respond to
emerging issues such as the changing nature of work, harmonization of safety standards
and laws across the country and incorporating gender analysis in our occupational health
and safety initiatives, to ensure the needs of all Canadians are met.
These priorities align with our mandate to promote health and safety in the workplace;
facilitate participation by labour and management; develop programs to eliminate
hazards; and provide credible information, education and innovative solutions to create
positive changes in the lives of working people in Canada.
I look forward to continuing to advance our strategic priorities, through collaboration
and partnerships that will improve the working lives of Canadians.
Anne Tennier, P.Eng.
President and Chief Executive Officer
Plans at a glance and operating context
The Canadian Centre for Occupational Health and Safety (CCOHS) is governed by a tripartite
council representing governments (federal, provincial and territorial), employers, and
labour
organizations. CCOHS’ 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. 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 the information is impartial and relevant. CCOHS’
inquiries service is supported and partially funded from contributions provided by
provincial
and territorial governments.
CCOHS is dedicated to the advancement of workplace health and safety in Canada. CCOHS does
this by providing information and knowledge transfer services; education through e-learning;
cost-effective tools and management systems for improving occupational health and safety
programs and performance; injury and illness prevention initiatives; and by promoting the
total well-being – physical, psychosocial and mental health – of working people in Canada.
For fiscal year 2019-2020, CCOHS will focus its efforts on addressing the three strategic
priorities in the sectors identified in the strategic plan.
Priority 1: Provide national leadership on emerging occupational
health
and safety issues
CCOHS will create accessible informational content and services to raise awareness of,
prevent illness and injury from, and help Canadians respond to current and emerging
workplace issues
such as workplace impairment; mental health; harassment and violence; occupational
disease;
and the changing nature of work. CCOHS will support efforts to harmonize legislation to
make it
easier to comply with health and safety laws and work seamlessly across all provinces
and
territories.
Priority 2: Demonstrate national occupational health and safety
leadership, including in
priority sectors
CCOHS will partner with like-minded organizations, unions and employers to deliver
tools,
services and solutions that meet the health and safety needs of small and medium-sized
businesses; Indigenous enterprises; and workers at higher risk. Those workers at higher
risk
include temporary foreign/migrant workers; newcomers; self-employed; young, new and
aging
workers; and those with disabilities. CCOHS will focus prevention efforts to address
hazards
in
priority sectors including healthcare, construction, and fishing and agriculture. CCOHS
believes
that equipping people with information, tools and solutions they need to create healthy
and
safe
workplaces will lead to a reduction in work-related illness, injuries and death.
Priority 3: Serve as a national repository of workplace health
and
safety information
CCOHS will continue its efforts to affect positive change in Canadian workplaces to
reduce
workplace illnesses and injuries by building standards, tools and/or databases
related to
occupational health and safety statistics and information. CCOHS will develop the
capability
to
capture, store and make easily accessible relevant and credible research, tools and
information.
This single point of access will be used to shape programs and policy that will lead
to
improvements in the workplace.
For more information on the Canadian Centre for Occupational Health and Safety’s
plans,
priorities and planned results, see the “Planned results” section of this report.
Planned results: what we want to achieve this year and beyond
Core Responsibilities
Name of Core Responsibility
National Occupational Health and Safety Resource
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 services
that support Program delivery in the organization, regardless of the Internal Services delivery
model in a department. These services are:
Management and Oversight Services
Communications Services
Legal Services
Human Resources Management Services
Financial Management Services
Information Management Services
Information Technology Services
Real Property Management Services
Materiel Management Services
Acquisition Management Services
Budgetary financial resources (dollars)
2019–20 Main Estimates
2019–20 Planned Spending
2020–21 Planned Spending
2021–22 Planned Spending
2,940,373
2,940,373
2,940,373
2,940,373
Human resources (full-time equivalents)
2019–20 Planned full-time equivalents
2020–21 Planned full-time equivalents
2021–22 Planned full-time equivalents
22
22
22
Planning highlights
Internal Services at CCOHS continues to focus on its main goals:
CCOHS continues to sharpen its 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.
CCOHS is focused on the implementation of a new strategic plan
that is
committed to furthering
CCOHS’ leadership on emerging occupational health and safety issues and serving as a national
centre
for information related to occupational health and safety. CCOHS will continue to align its
human
resources to facilitate and service these national initiatives.
CCOHS is also committed to improving the overall working experience at
CCOHS.
This includes
improving the performance management system, fostering open communication and consistent and equal
treatment of staff across the organization.
CCOHS will continue to refresh its Information Technology (IT)
infrastructure
to ensure it
continues
to meet the ongoing needs of CCOHS stakeholders.
Key Risks: things that could affect our ability to achieve our plans and
results
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 a target of
50% of its operating budget being generated through cost recovery. Therefore, CCOHS’ products and
services must be continually updated to be marketable.
CCOHS also works very closely with various Government and non-profit partners. Changes to its
partners’
funding can have a direct impact on revenues and CCOHS’ ability to deliver its products and services
to
workers in Canada. CCOHS is proactively managing this risk by improving its cost recovery program.
Continuous improvement in technology continues to change the landscape for CCOHS. CCOHS delivers the
majority of its products and services to workers in Canada through electronic delivery and must stay
up
to date on new technology as traditional delivery methods for its content are 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. CCOHS continues to develop mobile apps to help workers assess hazards and risks. These
channels
are key to supporting CCOHS’ priority to expand its reach and impact of workers in Canada on a daily
basis. CCOHS must also ensure that it is adequately protected against increasing threat from
unauthorized exploitation of systems, networks and technologies. Such threats can have significant
impact to CCOHS’ operations and ability to safely conduct business transactions. CCOHS
maintains sufficient levels of investment in
technology required to support continuous improvements in its on-line resource
delivery channels and to protect against cyber-security risks.
To continue to provide relevant leadership training and support to workers in Canada on emerging
occupational health and safety issues CCOHS relies heavily on maintaining a high level of professional
development of its staff. Lack of properly directed investment in talent management will have a
significant impact on CCOHS’ ability to perform optimally in the research and delivery of relevant
products and services on topics which may quickly become areas of concern for workers both in Canada
and
globally.
The total planned spending reported in 2016-17 and 2017-18 includes Parliamentary appropriations
and revenue sources including main estimates, recoveries and the use of cash respendable revenues
pursuant to section 6(1)(g) of the Canadian Centre for Occupational Health and Safety Act.
Fiscal 2018-19 to 2021-22 planned spending authorities represents authorities approved in the
2018-19 Main Estimates and do not represent the use of CCOHS’ respendable revenues, as respendable
revenues are only reported upon the actual disbursement of the funds within the fiscal year.
Statutory employee benefit plan (EBP) costs that are applicable to payroll costs funded by cash
respendable revenues pursuant to section 6(1)(g) of the Canadian Centre for Occupational Health
and
Safety Act are not calculated or reported within Statutory EBP until after the close of the
fiscal
year. EBP costs planned for fiscal years 2018-19 to 2021-22 are reported as the amount funded by
Parliamentary appropriations.
Budgetary planning summary for Core Responsibilities and Internal Services (dollars)
Core Responsibilities and Internal Services
2016–17 Expenditures
2017–18 Expenditures
2018–19 Forecast spending
2019–20 Main Estimates
2019–20 Planned spending
2020–21 Planned spending
2021–22 Planned spending
National Occupational Health and Safety Resource
$7,118,136
$6,849,062
$6,506,024
$6,106,928
$6,106,928
$6,106,928
$6,106,928
Internal Services
$2,812,261
$3,307,911
$2,530,121
$2,940,373
$2,940,373
$2,940,373
$2,940,373
Total
$9,930,397
$10,156,973
$9,036,145
$9,047,301
$9,047,301
$9,047,301
$9,047,301
The 2018-19 forecasted spending shown in the above table represents the planned Parliamentary
appropriations and revenue sources including main estimates, recoveries and the use of cash
respendable revenues pursuant to section 6(1)(g) of the Canadian Centre for Occupational Health
and
Safety Act. Note that forecast budgetary planned gross spending for fiscal 2018-19 is
$11,610,711.
The table below provides forecasted 2019-20 budgetary planned gross spending. Gross spending
represents use of cash respendable revenues pursuant to section 6(1)(g) of the Canadian Centre
for
Occupational Health and Safety Act.
2019–20 Planned gross spending for specified purpose accounts
2019–20 Planned revenues netted against expenditures
2019–20 Planned net spending
National Occupational Health and Safety Resource
$8,437,500
Not applicable
$2,330,572
$6,106,928
Internal Services
$4,062,500
Not applicable
$1,122,127
$2,940,373
Total
$12,500,000
Not applicable
$3,452,699
$9,047,301
Planned human resources
Human resources planning summary for Core Responsibilities and Internal Services (full-time
equivalents)
Core Responsibilities and Internal Services
2016–17 Actual full-time equivalents
2017–18 Actual full-time equivalents
2018–19 Forecast full-time equivalents
2019–20 Planned full-time equivalents
2020–21 Planned full-time equivalents
2021–22 Planned full time equivalents
National Occupational Health and Safety Resource
65
65
65
68
68
68
Internal Services
18
18
20
22
22
22
Total
83
83
85
90
90
90
Estimates by vote
Information on the Canadian Centre for Occupational Health and Safety’s organizational appropriations
is available in the 2019–20
Main Estimates.
Future-Oriented Condensed Statement of Operations
The Future-Oriented Condensed Statement of Operations provides a general overview of the Canadian
Centre for Occupational Health and Safety’s 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. The forecast and planned spending amounts presented
in other sections of the Departmental Plan are prepared on an expenditure basis; as a result,
amounts may 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, are available on the
Canadian Centre for Occupational Health and Safety’s website.
Future-Oriented Condensed Statement of Operations for the year ending March 31, 2020 (dollars)
Financial information
2018–19 Forecast results
2019–20 Planned results
Difference (2019–20 Planned results minus 2018–19 Forecast results)
Total expenses
$11,610,711
$12,500,000
$889,289
Total revenues
$5,500,000
$5,900,000
($400,000)
Net cost of operations before government funding and transfers
$6,110,711
$6,600,000
$489,289
The net costs of operations before government funding and transfers for fiscal year 2018-19 will be
offset by planned Parliamentary appropriations of $4,762,071 and the planned use of $1,348,640 of
cash respendable / reinvestment authorities pursuant to section 6(1)(g) of the Canadian Centre
for
Occupational Health & Safety Act.
In fiscal 2019-20 the planned net cost of operations before government funding and transfers
will be offset by planned Parliamentary appropriations of $4,474,301 and the planned use of
$1,325,333
of cash respendable / reinvestment authorities pursuant to section 6(1)(g) of the Canadian Centre
for
Occupational Health & Safety Act.
Additional information
Corporate information
Organizational profile
Appropriate minister: The Honourable
Patricia
A. Hajdu, Minister of Employment, Workforce Development and Labour
Institutional head: Anne Tennier, P.Eng.,
President
and Chief Executive Officer
Ministerial portfolio: Employment and Social
Development
Canada, Labour Program
The Canadian Centre for Occupational Health and Safety's Departmental Results Framework and Program Inventory of record for 2019-20 are shown below.
Departmental Results
Framework
Core Responsibility: National Occupational Health and
Safety Resource
Departmental Results
Indicator
Canadians can easily access the Canadian Centre for Occupational Health and
Safety's occupational health and safety information and services.
Number of Canadian web sessions promoting occupational health and safety information.
Number of Social Media impressions promoting occupational health and safety information
where the Canadian Centre for Occupational Health and Safety was referenced as the source.
Percentage of Canadian users of the Canadian Centre for Occupational Health and Safety's
website who indicated that information was easy to access.
Canadians have increased awareness of occupational health and safety issues in
the workplace.
Number of National media sightings promoting occupational health and safety information
where the Canadian Centre for Occupational Health and Safety was referenced as the source.
Number of Canadian Centre for Occupational Health and Safety podcast listens promoting
occupational health and safety information.
Percentage of Canadian users of the Canadian Centre for Occupational Health and Safety's
website who indicated that their awareness of occupational health and safety has increased
as a result of the information and/or resources provided.
Occupational health and safety information is used to improve workplace
practices.
Percentage of subscribers to the Canadian Centre for Occupational Health and Safety's
Health and Safety Report who say they use the information to make current or planned changes
in their workplace that might improve occupational health and safety.
Percentage of Safety InfoLine users who say they use the information to make current or
planned changes in their workplace that might improve occupational health and safety.
Program Inventory
Program: Occupational health and safety information and services
Internal Services
Supporting information on the Program Inventory
Supporting information on planned expenditures, human resources, and results related to the Canadian
Centre for Occupational Health and Safety’s Program Inventory is available in the GC InfoBase.
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, as well as evaluations, research papers and gender-based analysis. The tax
measures presented in this report are the responsibility of the Minister of Finance.
Organizational contact information
Canadian Centre for Occupational Health and Safety (CCOHS)
Vice-President Finance and Chief Financial Officer
Telephone: 905-572-2981, extension 4402
Email: kimberly.pirhonen@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)
A report on the plans and expected performance of an appropriated department over a three year period.
Departmental Plans are tabled in Parliament each spring.
Departmental Result (résultat ministériel)
Any change 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)
The department’s Core Responsibilities, Departmental Results and Departmental Result Indicators.
Departmental Results Report (rapport sur les résultats
ministériels)
A report 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.
experimentation (expérimentation)
Activities that seek to explore, test and compare the effects and impacts of policies, interventions
and approaches, to inform evidence-based decision-making, by learning what works and what does not.
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.
gender-based analysis plus (GBA+) (
analyse comparative entre les sexes plus [ACS+])
An analytical process used to help identify the potential impacts of policies, Programs and services
on diverse groups of women, men and gender-diverse people. The “plus” acknowledges that GBA goes beyond
sex and gender differences. We all have multiple identity factors that intersect to make us who we are;
GBA+ considers many other identity factors, such as race, ethnicity, religion, age, and mental or
physical disability.
For the purpose of the 2019–20 Departmental Plan, 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 initiative (initiative horizontale)
An initiative where two or more departments are given funding to pursue a shared outcome, often linked
to a government priority.
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 Information Profile (profil de l’information sur le
rendement)
The document that identifies the performance information for each Program from the Program Inventory.
performance reporting (production de rapports sur le rendement)
The process of communicating evidence based performance information. Performance reporting supports
decision making, accountability and transparency.
plan (plan)
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.
planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts
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.
priority (priorité)
A plan or project 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 Departmental Results.
Program (programme)
Individual or groups of services, activities or combinations thereof that are managed together within
the department and focus on a specific set of outputs, outcomes or service levels.
Program Inventory (répertoire des programmes)
Identifies all of the department’s programs and describes how resources are organized to contribute to
the department’s Core Responsibilities and Results.
result (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.
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.
