The Planning Process
The WCB's operational plan supports the achievement of the Board Members' strategic plan. It is the responsibility of the WCB executive to determine the operational plan and, through the plan, to achieve the strategy set out by Board Members. This is accomplished by dedicating corporate resources and effort towards a set of key results and objectives.

The WCB's Chief Executive Officer and executive review the WCB's operational plan each year. Changes may be made in response to changes in the Board's strategic plan and to reflect progress made in the prior year towards operational objectives. This ensures alignment with the Board's strategic plan and provides for organizational stability from year to year.

The operational planning model requires that the executive jointly develop Key Results, Objectives and Integrated Programs that direct corporate action. This ensures that these elements of the operational plan are cross-functional, mutually supportive, and adequately resourced.

Our Strategic Plan
This plan outlines the vision, mission, beliefs and values that direct the decisions we make on behalf of employers and injured workers.

Our Vision Statement
In serving injured workers and employers, our vision is to excel in the development and delivery of workers' compensation and injury prevention programs and services.

Our Mission Statement
In support of our vision, our mission is to:
1. Provide the right service, at the right time, and be cost-effective in our processes.
2. Act with dignity and treat everyone with respect.
3. Conduct our business in a fair, open, honest and professional manner.
4. Bring about positive relationships with workers, employers, and others affected by the workers' compensation system.
5. Communicate clearly our distinct identity, benefits and values.
6. Expect and recognize individual and corporate achievements and contributions to our workplace.
7. Ensure the organizational and financial integrity of the Workers' Compensation Board.

Our Statement Of Beliefs
Our corporate beliefs are:
1. Injured workers and employers deserve excellent service.
2. Workers, employers and others deal with us honestly.
3. Employers care about their employees and care that their employees receive excellent service.
4. The WCB's future relies on positive relationships built on trust, understanding and cooperation in our programs and services.
5. WCB employees want to excel in customer service.
6. The WCB is guided by its corporate values in all of its decisions.

Our Value Statements
Our corporate values are the standards by which our actions and decisions are to be considered and judged by others and are rooted in our Code of Conduct and Ethics.

1. Dignity - those we serve and those we work with are treated with respect and consideration.
2. Fair - those we serve and those we work with are treated equally and without prejudice or bias, and in a timely manner.
3. Honest - we are truthful with those we serve and those we work with.
4. Open - our programs and services are easy to access and to understand. Our decisions and actions are clear, reasonable and open to examination.

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Our Strategy Statements
The strategy statements are meant to be interrelated and mutually supportive. Taken together, strategy statements are meant to represent a comprehensive, preferred future for the organization.

Service - We will provide support to injured workers, their families and employers when they need it most and be cost effective in our processes. We will develop and promote injury prevention programs. We will return injured workers to wellness, including the return to suitable employment.

Relationships - We will continue to build relationships that serve the interests of workers and employers.

Strategic and Risk Management - We will follow a planning process that anticipates and responds to the environment, that integrates operational planning, and that results in service and management excellence and efficiency. We will follow a risk management process that identifies and mitigates risks that jeopardize the implementation of the strategic plan.

Employee Relations - We will promote pride in WCB employees and require accountability for individual and corporate achievements, and responsibility for how work is accomplished.

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Our Operational Plan
Each year, our Board and Executive review and revise our corporate goals in key result areas and the steps to be taken to achieve them.

Revisions to the Operational Plan
The 2007-2009 Operational Plan differs from its predecessor in three ways:

1. The seven Key Results remain current but their order within the operational plan was adjusted to reflect both the prominence of the Key Result within the plan and the fact that Financial Integrity results when all Key Results are successfully met.
   The order of Key Results is now:
   • Excellent Service
   • Competent People
   • Effective Processes
   • Effective Business Relationships
   • Safety and Prevention
   • Strategic Risk Management
   • Financial Integrity
2. The objective for Key Result: Competent People was rewritten to reflect progress that has been made in the implementation of best practices in Human Resource policy and procedures. The objective now calls for the development of an index to capture competency in the recruitment, development and retention of WCB employees.
3. The objective for Key Result: Effective Processes was rewritten to state the need for appropriate standards and controls for key processes, and for monitoring those standards and controls through quality control and quality assurance processes.

Each Key Result and Objective is supported by an integrated program made up of projects that, once actioned and completed, will deliver desired results. Revisions have been made to integrated programs and projects to better define their intent and deliverables, to remove projects that have been completed, or to add new projects to the operational plan.

The pages that follow describe the Key Results, Objectives and Integrated Programs that make up the 2007-2009 Operational Plan, as well as progress made in the past year.

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Key Result Area: Excellent Service
Objective: To achieve a customer satisfaction rating of 4.75 out of 5 as defined by the Common Measurements Tool survey methodology.

Objective Supports:

• Service Strategy: We will provide support to injured workers, their families and employers when they need it most and be cost effective in our processes. We will develop and promote injury prevention programs. We will return injured workers to wellness, including the return to suitable employment.


• Relationship Strategy: We will continue to build relationships that serve the interests of workers and employers.


• Employee Relations Strategy: We will promote pride in WCB employees and require accountability for individual and corporate achievements, and responsibility for how work is accomplished.

Key Result Area: Competent People
Objective: To hire, develop and retain a competent work force as measured by the WCB's Human Resources Alignment Index.

Objective Supports:

• Service Strategy: We will provide support to injured workers, their families and employers when they need it most and be cost effective in our processes. We will develop and promote injury prevention programs. We will return injured workers to wellness, including the return to suitable employment.


• Strategic and Risk Management Strategy: We will follow a planning process that anticipates and responds to the environment, that integrates operational planning, and that results in service and management excellence and efficiency. We will follow a risk management process that identifies and mitigates risks that jeopardize the implementation of the strategic plan.


• Employee Relations Strategy: We will promote pride in WCB employees and require accountability for individual and corporate achievements, and responsibility for how work is accomplished.

Key Result Area: Effective Processes
Objective: To ensure that 100% of key business processes have appropriate standards and controls in place that are monitored through quality control and quality assurance processes.

Objective Supports:

• Service Strategy: We will provide support to injured workers, their families and employers when they need it most and be cost effective in our processes. We will develop and promote injury prevention programs. We will return injured workers to wellness, including the return to suitable employment.


• Strategic and Risk Management Strategy: We will follow a planning process that anticipates and responds to the environment, that integrates operational planning, and that results in service and management excellence and efficiency. We will follow a risk management process that identifies and mitigates risks that jeopardize the implementation of the strategic plan.

Key Result Area: Effective Business Relationships
Objective: To build effective business relationships that advance mutual interests as measured by defined outcomes.

Objective Supports:

• Service Strategy: We will provide support to injured workers, their families and employers when they need it most and be cost effective in our processes. We will develop and promote injury prevention programs. We will return injured workers to wellness, including the return to suitable employment.


• Relationships Strategy: We will continue to build relationships that serve the interests of workers and employers.

Key Result Area: Safety and Prevention
Objective: To achieve a continuous reduction in workplace injuries, as measured by the provincial Time Loss injury rate.

Targets
2007 - 3.85%
2008 - 3.70%
2009 - 3.60%
2010 - 3.50%

Objective Supports:

• Service Strategy: We will provide support to injured workers, their families and employers when they need it most and be cost effective in our processes. We will develop and promote injury prevention programs. We will return injured workers to wellness, including the return to suitable employment.


• Relationships Strategy: We will continue to build relationships that serve the interests of workers and employers.

Key Result Area: Strategic Risk Management
Objective: To establish an enterprise risk management process that mitigates risks that threaten the WCB?s ability to successfully achieve its strategic goals and objectives.

Objective Supports:

• Strategic and Risk Management Strategy: We will follow a planning process that anticipates and responds to the environment, that integrates operational planning, and that results in service and management excellence and efficiency. We will follow a risk management process that identifies and mitigates risks that jeopardize the implementation of the strategic plan.

Key Result Area: Financial Integrity
Objective: To protect benefit entitlement and maintain competitive rates, the WCB will achieve 100% funded status, as required by policy, by December 31, 2012.

Objective Supports:

• Strategic and Risk Management Strategy: We will follow a planning process that anticipates and responds to the environment, that integrates operational planning, and that results in service and management excellence and efficiency. We will follow a risk management process that identifies and mitigates risks that jeopardize the implementation of the strategic plan.

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