2023 – 2028 Strategic Plan

Download PDF of 2023 – 2028 Strategic Plan
CategoryImmediate GoalsIntermediate GoalsLong Term Goals
  • Secure funding to support student training on OHS evaluation of controls, interventions and design.
  • Solve OHS problems affecting small businesses.
  • Develop research questions and evaluate solutions.
  • Partner with mining companies to address identified risks in mining.
  • Increase student recruitment and retention abilities. 
  • Increase student talent and hands-on education in OHS.
  • Become a place small businesses and start-ups can turn to with questions about OHS.
  • Design solutions and training aimed at reducing risk in mining and evaluate in the field.
  • Apply for an Industrial Research Chair with a focus on Occupational Illness.
  • Increase the number of OHS specialists hired in Northern Ontario.
  • Influence the way small businesses and start-ups think about OHS.
  • Evaluate effectiveness and impact of OHS training for mining hazards and make adjustments for successful training and education.
  • Increase Research Centre Expertise on Industrial Occupational Illness relevant to Northern Ontario.
Training and Education
  • Launch educational courses on priority topics for OHS specialists.
  • Maintain the number of students that have direct interaction with and experience in real workplace OHS issues.
  • Maintain the number of cross-academic partnerships in Northern Ontario.
  • Deliver a series of educational courses for OHS specialists.
  • Graduate more students (who will pursue varied careers) with a baseline understanding of workplace OHS. 
  • Build interdisciplinary collaborative networks between workforces.
  • Build knowledge amongst specialists on priority topics.
  • Train ~100 students in OHS methods, policy and practice, and KTE. Increase safety and effective OHS practices in Northern Ontario.
  • Build funding opportunities between groups, stretching provincial dollars and outcomes.
  • Engage new stakeholders and conduct research projects addressing their identified OHS needs. 
  • Increase the marketing of our research services.
  • Engage new stakeholders and partners.
  • Continue to engage stakeholders at all levels (student, researcher, SWAs, unions, workplaces, communities, and government).
  • Hire Centre Technologist and maintain current workload.
  • Help workplaces find funding for their OHS needs; become a place they look to, to partner on their OHS problems.
  • Grow internal talent through retaining students and providing early career opportunities.
  • Funnel these funds into: equipment maintenance and hiring.
  • Grow the CROSH network; and provincial recognition.
  • Transition workloads to specialize according to role and expand individual capacity accordingly.
  • Influence how workplaces conduct OHS practice and policy.
  • Contribute to the development of critical thinkers and effective workers in Ontario.
  • Continue to offer state-of-the-art equipment with which to train students and conduct quality research. 
  • Be a nationally recognized research centre in OHS and a MLITSD Partner.
  • Maintain core personnel and expand as required to continue to address workplace needs.
Engagement and Communication
  • Expand sharing of KTE with WSN, OHCOW and MLITSD. 
  • Continue to represent Northern Ontario at MLITSD meetings and attend northern JOHC meetings.
  • Formalize roles with SWAs around conferences/webinars.
  • Senior Scientist and post-doctoral researchers to sit on Policy & Practice committees.
  • CROSH will become a resource for leaders in creating evidence-informed reports on OHS topics.
  • Increased awareness of where to find OHS solutions.
  • Increased knowledge amongst all parties of OHS challenges and sources for solutions.
  • SWAs and workplaces identifying CROSH as an OHS knowledge hub. 
Policy and Practice
  • CROSH Director and Associate Director to sit on MLITSD Committees.
  • Areas of immediate concern or identified as priorities in Northern Ontario will be communicated to leaders for change. 
  • Work with the MLITSD to develop a single-source platform for KTE sharing.
  • Specific needs-informed KTE development for workplaces.
  • Build and formalize relationships that purposefully direct OHS workplace needs to CROSH.
  • Relevant policies and practices will reflect CROSH influences.
  • Specific policies will change and improve the lives of workers in Ontario. 

2018 – 2023 Strategic Plan

CROSH Strategic Plan 2018-23

We envision a northern Ontario where workplaces partner to ensure every worker gets home safe & healthy every day.

We engage in innovative field research to understand the problem, develop evidence-based interventions in the lab, and evaluate the interventions back in the field (F2L2F).


Research & Training

Continue to train experts in occupational health & safety while enhancing research outputs and global impact.
  1. Conduct research informed by our community stakeholders.
  2. Operationalize Workplace Simulator.
  3. Establish a seed grant program and Research & Development Services Program.
  4. Provide field placements.
  5. Expand post-doctoral opportunities.


Continue to engage with workplaces using the field-to-lab-to-field method. Facilitate two-way communication of occupational health & safety needs and information with northern communities.
  1. Create three community-based Experts Committees, one for each core area of research at CROSH.
  2. Utilizing M-CROSH and Workplace Simulator, secure contracts with northern industries.


Develop a framework to facilitate knowledge use and sharing to ensure our findings are accessible to agencies dedicated to workplace health & safety.
  1. Create the CROSH Knowledge Transfer kits.
  2. Continue to host/co-host conferences and workshops.
  3. Develop a communication plan.
  4. Partner with safe work associations to market knowledge transfer initiatives.


Generate 25% of operational costs annually and receive/maintain official recognition by the Ministry of Labour.
  1. Hire a Project Manager.
  2. Hire and maintain two Research Technologists.
  3. Operationalize business and knowledge transfer models to generate revenue.
  4. Diversify grant funding sources.

Policy & Practice

Promote new discoveries to government and positively influence policy and practice.
  1. Participate on at least four government standard-setting bodies, and/or labour and industry forums.

Download 2018-2023 Strategic Plan Files

Strategic Plan 2018-23 (PDF)
Strategic Research Plan Overview (PDF)
Full Strategic Research Plan (PDF)
Strategic Research Plan leaflet