Scheduled maintenance - Thursday, July 12 at 5:00 PM EDT
We expect this update to take about an hour. Access to this website will be unavailable during this time.
- Canada.ca
- Services
- Departments
-
Language selection
Menu
Reports on Plans and Priorities (RPP) are individual expenditure plans for each department and agency. These reports provide increased levels of detail over a three-year period on an organization's main priorities by strategic outcome, program and planned/expected results, including links to related resource requirements presented in the Main Estimates. In conjunction with the Main Estimates, Reports on Plans and Priorities serve to inform members of Parliament on planned expenditures of departments and agencies, and support Parliament's consideration of supply bills. The RPPs are typically tabled soon after the Main Estimates by the President of the Treasury Board.
The Estimates are comprised of three parts:
Part I - Government Expenditure Plan - provides an overview of the Government's requirements and changes in estimated expenditures from previous fiscal years.
Part II - Main Estimates - supports the appropriation acts with detailed information on the estimated spending and authorities being sought by each federal organization requesting appropriations.
In accordance with Standing Orders of the House of Commons, Parts I and II must be tabled on or before March 1.
Part III - Departmental Expenditure Plans - consists of two components:
DPRs are individual department and agency accounts of results achieved against planned performance expectations as set out in respective RPPs.
The DPRs for the most recently completed fiscal year are tabled in the fall by the President of the Treasury Board.
Supplementary Estimates support Appropriation Acts presented later in the fiscal year. Supplementary Estimates present information on spending requirements that were either not sufficiently developed in time for inclusion in the Main Estimates or have subsequently been refined to account for developments in particular programs and services. Supplementary Estimates also provide information on changes to expenditure forecasts of major statutory items as well as on such items as: transfers of funds between votes; debt deletion; loan guarantees; and new or increased grants.
For more information on the Estimates, please consult the Treasury Board Secretariat website.
As shown above, RPPs make up part of the Part III of the Estimates documents. Whereas Part II emphasizes the financial aspect of the Estimates, Part III focuses on financial and non-financial performance information, both from a planning and priorities standpoint (RPP), and an achievements and results perspective (DPR).
The Management Resources and Results Structure (MRRS) establishes a structure for display of financial information in the Estimates and reporting to Parliament via RPPs and DPRs. When displaying planned spending, RPPs rely on the Estimates as a basic source of financial information.
Main Estimates expenditure figures are based on the Annual Reference Level Update which is prepared in the fall. In comparison, planned spending found in RPPs includes the Estimates as well as any other amounts that have been approved through a Treasury Board submission up to February 1st (See Definitions section). This readjusting of the financial figures allows for a more up-to-date portrait of planned spending by program.
Several changes have been made to the presentation of the RPP partially to respond to a number of requests – from the House of Commons Standing Committees on Public Accounts (PAC - Report 15), in 2010; and on Government and Operations Estimates (OGGO - Report 7 ), in 2012 – to provide more detailed financial and non-financial performance information about programs within RPPs and DPRs, thus improving the ease of their study to support appropriations approval.
RPPs are divided into four sections:
Section I: Organizational Expenditure Overview
This Organizational Expenditure Overview allows the reader to get a general glance at the organization. It provides a description of the organization's purpose, as well as basic financial and human resources information. This section opens with the new Organizational Profile, which displays general information about the organization, including the names of the minister and the deputy head, the ministerial portfolio, the year the organization was established, and the main legislative authorities. This subsection is followed by a new subsection entitled Organizational Context, which includes the Raison d'être, the Responsibilities, the Strategic Outcomes and Program Alignment Architecture, the Organizational Priorities and the Risk Analysis. This section ends with the Planned Expenditures, the Alignment to Government of Canada Outcomes, the Estimates by Votes and the Contribution to the Federal Sustainable Development Strategy. It should be noted that this section does not display any non-financial performance information related to programs (please see Section II).
Section II: Analysis of Program(s) by Strategic Outcome(s)
This Section provides detailed financial and non-financial performance information for strategic outcomes, Programs and sub-programs. This section allows the reader to learn more about programs by reading their respective description and narrative entitled "Planning Highlights". This narrative speaks to key services or initiatives which support the plans and priorities presented in Section I; it also describes how performance information supports the organization's strategic outcome or parent program.
Section III: Supplementary Information
This section provides supporting information related to organizational plans and priorities. In this section, the reader will find future-oriented statement of operations and a link to supplementary information tables regarding transfer payments, as well as information related to the greening government operations, internal audits and evaluations, horizontal initiatives, user fees, major crown and transformational projects, and up-front multi-year funding, where applicable to individual organizations. The reader will also find a link to the Tax Expenditures and Evaluations publication, produced annually by the Minister of Finance, which provides estimates and projections of the revenue impacts of federal tax measures designed to support the economic and social priorities of the Government of Canada.
Section IV: Organizational Contact Information
In this last section, the reader will have access to organizational contact information.
Definitions
Appropriation: Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
Budgetary Vs. Non-budgetary Expenditures: Budgetary expenditures – operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to crown corporations.
Non-budgetary expenditures – net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
Expected Result: An outcome that a program is designed to achieve.
Full-Time Equivalent (FTE): A measure of the extent to which an employee represents a full person-year charge against a departmental budget. FTEs 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 high-level objectives defined for the government as a whole.
Management Resources and Results Structure (MRRS): A common approach and structure to the collection, management and reporting of financial and non-financial performance information.
An MRRS provides detailed information on all organizational programs (e.g.: program costs, program expected results and their associated targets, how they align to the government's priorities and intended outcomes, etc.) and establishes the same structure for both internal decision making and external accountability.
Planned Spending: For the purpose of the RPP, planned spending refers to those amounts for which a Treasury Board (TB) submission approval has been received by no later than February 1, 2014. This cut-off date differs from the Main Estimates process. Therefore, planned spending may include amounts incremental to planned expenditure levels presented in the 2014-15 Main Estimates.
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, where programs are arranged in a hierarchical manner to depict the logical relationship between each program and the Strategic Outcome(s) to which they contribute.
Spending Areas: Government of Canada categories of expenditures. There are four spending areas (social affairs, economic affairs, international affairs and government affairs) each comprised of three to five Government of Canada outcomes.
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 on-going funding or policy authority. When the program is set to expire, a decision must be made as to whether to continue the program. (In the case of a renewal, the decision specifies the scope, funding level and duration).
Whole-of-Government Framework: A map of the financial and non-financial contributions of federal organizations receiving appropriations that aligns their Programs to a set of high level outcome areas defined for the government as a whole.
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 health and safety programs and the prevention of 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 2014-2015.
The Canadian Centre for Occupational Health and Safety (CCOHS) was created to provide reliable and practical occupational health and safety information to assist Canadian employers and workers to be productive, healthy and safe at work. For over 35 years, CCOHS has partnered and collaborated with agencies and organizations from Canada and around the world to improve the quality and quantity of resources and programs, as well as expand the breadth of usage of OSH information to many different segments of society. As such, CCOHS is renowned internationally and at home, as a leader in providing innovative and authoritative occupational health and safety solutions for the workplace.
The fundamental right of all Canadians to a healthy and safe workplace is the cornerstone of CCOHS' mandate. By working together, we can make great strides to improve workplace health and safety standards and ensure that every working Canadian comes home healthy and safe.
The Honourable Dr. K. Kellie Leitch, P.C., O.Ont., M.P.
Minister of Labour and
Minister of Status of Women
Minister: The Honourable Dr. K.Leitch, P.C., O.Ont.,M.P - Minister of Labour and Minister of Status of Women
Deputy Head: Steve Horvath
Ministerial Portfolio: Employment and Social Development Canada, Labour Program
Year established: 1978
Main legislative authorities: Canadian Centre for Occupational Health and Safety Act
Raison d’être
The Canadian Centre for Occupational Health and Safety 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 people.
Responsibilities
The Canadian Centre for Occupational Health and Safety (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 is Canada's national occupational health and safety resource which is dedicated to the advancement of occupational health and safety performance by providing necessary services including information and knowledge transfer; 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. The Centre was created to provide a common focus for, and coordination of, information in the area 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 50% 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.
CCOHS is a recognized leader in providing effective programs, products and services, which are based on the centre's core knowledge, its collection of occupational health and safety information, and its 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, Health Canada and Canadian International Development Agency (CIDA). Further information on the many partnerships is available at http://www.ccohs.ca/ccohs/partner.html and in our annual report.
Collaborative projects serve many purposes at CCOHS. They are opportunities to enhance our OHS information resources, generate revenues and collaborate with partners worldwide. This collaboration among nations serves to promote the sharing of information and knowledge for social and economic programs relating to health and safety, to reduce injuries and illness, and improve conditions for workers. They also contribute to Canada's role in the world and bring the wealth of global OHS information for use by CCOHS to benefit Canada and to improve the health and safety of Canadians.
Strategic Outcome(s) and Program Alignment Architecture (PAA)
1.0 Strategic Outcome: Improved workplace conditions and practices that enhance the health, safety and well-being of working Canadians.
Organizational Priorities
| Priority | Type1 | Strategic Outcome and/or Program Activity |
|---|---|---|
| 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, twitter, newsletters and various events. The goal is to increase the awareness of CCOHS offerings and enhance its reputation. |
||
| Priority | Type1 | Strategic Outcome and/or Program Activity |
| Improve cost recovery program | New | 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, 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 major suppliers. |
||
| Priority | Type1 | Strategic Outcome and/or Program Activity |
| Increase the number of Canadians impacted by CCOHS | New | 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.
Risk Analysis
| 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. | SO1 |
Key Risk
A perennial challenge for CCOHS is raising sufficient revenues to finance 50% of its operating budget. CCOHS works and collaborates with various partners who receive their funding from government sources. Given the current political and economic climate, government funding is under intense pressure at all levels. Changes to our partner's funding can have a direct impact on our revenues and our ability to deliver our products and services to Canadians.
CCOHS is a Schedule II department and has administrative responsibilities that are not always conducive to generating revenues. For example, CCOHS has limited working capital to finance accounts receivable or inventories that are carried on its balance sheet. In addition, CCOHS is very limited in its ability to carry over funding to future periods. This policy significantly restricts multi-year planning and investments in infrastructure and product development.
CCOHS is proactively managing this risk by improving its cost recovery program as noted above. 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.
Technology is changing at a fast pace and CCOHS' traditional delivery methods for its content are becoming outdated. 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. These new channels are key to supporting our priority to expand our reach and impact more 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.
| 2014-15 | 2015-16 | 2016-17 |
|---|---|---|
| 96 | 96 | 96 |
CCOHS' funding remains consistent from year to year other than increases for compensations. 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 shortfalls. Spending is impacted by the ability to raise revenues to cover the un-funded portion of the budget.
| Strategic Outcome | Program | Spending Area | Government of Canada Outcome | 2014-15 Planned Spending |
||
|---|---|---|---|---|---|---|
| 1. Improved workplace conditions and practices that enhance the health safety and well-being of working Canadians. | 1.1 Occupational health and safety information development, delivery services and tripartite collaboration | Economic Affairs | Healthy Canadians | $2,251,000 | ||
| Spending Area | Total Planned Spending |
|---|---|
| Economic Affairs | |
| Social Affairs | $2,251,000 |
| International Affairs | |
| Government Affairs |
Departmental Spending Trend Graph
For the year 2011-12, the total spending includes all Parliamentary appropriations and revenue sources: Main Estimates, Supplementary Estimates, Treasury Board Vote 10, 15 and 23 and respendable revenues. It also includes carry forwards and adjustments. For the 2013-14 to 2016-17 periods, the total spending corresponds to the planned spending and revenues. Supplementary funding and carry forward adjustments are unknown at this point and are therefore not reflected.
For information on our organizational appropriations, please see the 2014-15 Main Estimates publication.
CCOHS also ensures that its decision-making process includes a consideration of the FSDS goals and targets through the strategic environmental assessment (SEA). An SEA for policy, plan or program proposals includes an analysis of the impacts of the proposal on the environment, including on the FSDS goals and targets. The results of SEAs are made public when an initiative is announced or approved, demonstrating that environmental factors were integrated into the decision-making process.
Description:
The goal of this program is to provide free information on occupational health and safety to support Canadians in their efforts to improve workplace safety and health. 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, analyzes, 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, policy development, development of 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 taxpayer, a user 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.
| 2014-15 | 2015-16 | 2016-17 |
|---|---|---|
| 73 | 73 | 73 |
Planning Highlights
In order to achieve the expected results, CCOHS plans to undertake the following activities:
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. These groups 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; Acquisition Services; and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.
| 2014-15 | 2015-16 | 2016-17 |
|---|---|---|
| 23 | 23 | 23 |
Planning Highlights
Our primary goal for the year is to increase our focus on the cost recovery program discussed above. The implementation of the 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 review our IT resources and strategy to ensure adequate hardware and software to meet the ongoing needs of CCOHS. This will include a review of key systems that are outdated and currently have a significant adverse effect on productivity.
Future-Oriented Statement of Operations
The future-oriented condensed statement of operations presented in this subsection is intended to serve as a general overview of CCOHS' operations. The forecasted financial information on expenses and revenues are prepared on an accrual accounting basis to strengthen accountability and to improve transparency and financial management.
Because the future-oriented statement of operations is prepared on an accrual accounting basis and the forecast and planned spending amounts presented in other sections of this report are prepared on an expenditure basis, amounts will differ.
A more detailed future-oriented statement of operations and associated notes, including a reconciliation of the net costs of operations to the requested authorities, can be found on the CCOHS' website.
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.
List of Supplementary Information Tables
The supplementary information tables listed in the 2014–15 Report on Plans and Priorities can be found on the Canadian Centre for Occupational Health and Safety website.
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 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 sole responsibility of the Minister of Finance.
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 (x4401)
