This perspective results in outcomes from successful initiatives and projects identified in the Internal and Enablers perspectives. Stakeholders can expect initiatives and projects through the three-year planning cycle with resources and attention devoted to process improvement.
- The year end average service satisfaction measure for employers with a Time Loss claim increased to 4.09 out of 5. This was within the ‘very good to excellent range’, but short of the 4.20 target. Injured worker service satisfaction declined in 2013, ending the year at an average of 3.99 out of 5. The average was just 0.1 below the ‘very good to excellent range’ for our Common Measurements survey tool. The 2013 target was 4.20.
- In concert with a core claims process review, we launched a new business unit within the WCB, with a mandate to develop customer service standards and related training materials. Called Service Excellence, the new unit includes the quality assurance work already being done through our former Team Support area.
- Through 2013, we revised our publications, training, procedures and processes to prepare for changes brought about by our new legislation, The Workers’ Compensation Act, 2013 and pending changes from Bill 85, An Act Respecting Employment Standards, Occupational Health and Safety.
- Our corporate website (wcbsask.com) was redesigned. Significant customer data was compiled through the design process so that the new website would meet customer priorities for online services. The new site is easier to navigate and use, and the information we provide is based on customer data to meet customer needs.
- Improvements to online forms (Employer’s Initial Report of Injury, Worker’s Initial Report of Injury, and Primary Practitioner Report) made it easier to report the initial information about a claim. Improvements included auto population and auto completion of fields in the forms.
Customer Satisfaction Measures: