Divisional Year End Reports
The WCB's operational planning process supports the Board Members' strategic plan. It is the responsibility of the WCB Executive to establish the operational plan and, through the plan, achieve the strategy set out by Board Members. This is accomplished by dedicating corporate resources and effort towards a set of key results and operational objectives.

The WCB's operational planning model is an integrated approach that requires the Executive to develop Key Result Areas (KRA's), Objectives, and Programs that are, in turn, operationalized by the WCB staff. This ensures these elements of the operational planning model are mutually supportive and adequately resourced.

KEY RESULT
Excellent Service

OBJECTIVE
To achieve a customer satisfaction rating of 4.75 out of 5 as defined by the Common Measurements Tool Survey Method.

OBJECTIVE SUPPORTS:
Service Strategy: We will provide support to injured workers, their families and employers, when they need it most. 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.

PROGRESS MADE
The program to improve the integration and alignment of WCB programs and the health care system is on schedule. This program is based on recommendations from an external review of WCB's medical rehabilitation model, formerly known as the Early Intervention Program, on how medical treatment delivery processes can be improved within the context of the compensation system as a whole.

The quality of communications with our customers continues to be a priority. A training program to improve written communications was completed. The Plain Language Strategy will begin in Q3 2008. Two new service standards were implemented: 1) to ensure a face to face meeting is held with case management clients within four weeks of referral, and 2) to improve client access to staff by implementing new telephone call handling protocols.

Work continued on programs to expand support services available to seriously injured workers.

The strategy to enhance service to small businesses was aided by the publications of A Guide to the Saskatchewan Workers' Compensation Board for Business, developed to provide a one-stop information publication for business. As well, a small business section was added to the Industry Issues section of the WorkSafe Saskatchewan website.

A program to research potential improvements in the WCB's mix of service delivery channels was enhanced by merging it with the project to expand the use of web-based service delivery for injured workers.

A program was started to research the best practices in the use of medical causation in entitlement decisions to identify potential for the expanded use of this concept in adjudication processes..

A number of reviews were undertaken:

• The overall effectiveness of the vocational rehabilitation program - on schedule;
• Excluded Industry Review - The purpose of this review is to research and analyze the coverage and injury costs related to industries and/or occupations which are excluded from coverage under the Act or Regulations, in order to assess the appropriateness of the exclusions. The research and analysis phase will be completed by the end of 2008; and
• The Permanent Functional Impairment methodology - on schedule.

Key Result:
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.

PROGRESS MADE
The WCB is committed to being an employer of choice to all people. The organization received the Youth Friendly Workplace designation and has been identified as a Top 10 Employer in Saskatchewan.

The WCB is an equity partner with the Saskatchewan Human Rights Commission (SHRC) and received SHRC's Equity Seal. Employment Equity initiatives continue to evolve, including the WCB's "Building the Future" bursary program. This initiative has contributed to the WCB building strong relationships with educational institutions and successfully hiring students with disabilities and Aboriginal students fro summer job opportunities.

Work continued with respect to organizational culture which resulted in the WCB achieving the second highest cultural audit rating in 10 years.

Employee health and safety initiatives continued with training provided to staff in a supervisory capacity. In addition, a number of programs were arranged in support of employee wellness.

Training and development continued to be a priority. As part of the extensive on-line training program for front-line staff, learning modules covering the payment process were developed and incorporated into the overall program. Management development continued and a process to capture new training and development needs will be launched in Q2/08.

Meetings to update information with respect to the succession management process are established for Q1/08.

Key Result:
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.

PROGRESS MADE
The work to complete the development of the remaining elements of the claims systems (IT) evolution plan is on schedule for completion by Q1/09.

The plan to extend the use of the Balance Scorecard (BSC) as a management tool progressed, with department/business units developing maps and scorecards that are linked to the corporate balanced scorecard. Through the use of these maps and scorecards, departments/business units can see how their actions and results contribute to the overall results of the WCB.

The evolution of the policy management framework was late for the policy review process, expected to be completed now in Q1/08. The administrative review process is on time for completion in Q2/08.

The work to develop and implement a corporate standard for an internal customer service delivery model is behind schedule. Support units will be consulted and a draft model is expected by Q2/08.

The plan to proactively enhance standards and controls for key business processes is on schedule. The Committee of Review (COR) recommendations relating to legislation are pending. Those within the WCB mandate will be implemented with quarterly reporting to the board.

The plan to implement the key findings from the 2006 communications review was completed. Implementation is delayed.

Key Result:
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.

PROGRESS MADE
The plan to develop standards and criteria for developing and executing relationship strategies with stakeholders is on schedule, with documentation completed and methodologies approved.

A plan to build relationships with Aboriginal communities is in the process of being developed and should be finalized in Q2/08.

Return to work partnerships with selected professional medical associations and health care product or service providers have been or are to be developed and are on schedule for Q4/08.

A program to develop a partnership in support of injury prevention strategies with the Ministry of Advanced Education, Employment and Labour is expected to be completed behind schedule for Q2/08. Note - The agreement with AEEL is an overarching agreement, not one specific to injury prevention. The one specifically related to injury prevention is included in the WorkSafe Saskatchewan MOU.

A plan to develop business relationships that advance or support research initiatives will advance with a pilot research payment program in Q1/08 (late) and program guidelines and procedures established in Q2/08 (late).

Key Result:
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.

PROGRESS MADE
In 2007, province-wide certification program is on schedule. The standards framework is complete, and safety associations are developing their own certification programs in line with the standards. A quality assurance process will be developed in 2008.

The strengthening of the WorkSafe Saskatchewan partnership between the WCB and the Ministry of Advanced Education, Employment and Labour (AEEL) is underway with monthly steering committee meetings.

The Safe Worker and Safe Employer Awards are established and will be expanded to more categories for 2009.

A program to sponsor research regarding societal attitudes towards injuries is on schedule.

Work continues to identify and work with specific workplaces, industry sectors, occupations or injury groups to introduce programs that address factors which contribute to the high incidence of workplace injury.

A comprehensive youth injury prevention program is in development.

Research has started on falls and preventing injuries in the aboriginal workforce.

Key Result:
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.

PROGRESS MADE
The plan to mitigate corporate risks by integrating the risk register and its review in WCB strategic, operational and business planning and budget cycle is on schedule.

Key Result:
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.

PROGRESS MADE
The project plan to implement a framework of policies and practices that promotes best financial management practices and the management of control issues is complete. Work on this is scheduled for Q1/08.

The comprehensive funding strategy was completed.

Preparations for the implementation of International Finance Reporting Standards (IFRS) were begun.

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