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, we excel in the development and delivery of workers' compensation programs and services. In serving all workers and employers, we develop and deliver injury prevention programs and services that move Saskatchewan quickly to zero workplace injuries.

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. Build positive relationships with workers, employers, and others affected by the workers' compensation system.
3. Build positive relationships and implement programs that move Saskatchewan to zero workplace injuries.
4. Communicate clearly our distinct identity, benefits, and beliefs.
5. Ensure the organizational and financial integrity of the Workers' Compensation Board.
6. Be accountable for our results.

Our Statement Of Principles and Beliefs
Our corporate principles and beliefs are:
1. All workplace injuries are preventable.
2. Injured workers and employers deserve excellent service.
3. Workers, employers and others deal with us honestly.
4. Employers care about their employees and care that their employees receive excellent service.
5. The WCB's future relies on positive relationships built on trust, understanding and cooperation in our programs and services.
6. WCB employees want to excel in customer service.
7. We are guided by our corporate values, Code of Conduct and Ethics, and our responsibility for the protection of privacy of information, in all of our decisions.
8. We will act with dignity and treat everyone with respect, and conduct our business in a fair, open, honest, balanced and professional manner.
9. We will expect and recognize individual and corporate achievements and contributions to our workplace.

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 Corporate 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 return injured workers to wellness, including the return to suitable employment.

Prevention - We will promote workplace safety and injury prevention. We will support workers and employers in the development and implementation of injury prevention programs that eliminate workplace injuries.

Relationships - We will continue to build positive 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 2008-2010 Operational Plan differs from its predecessor in three ways:

1. Two Key Results are removed from the plan.
   
   • Key Result: Strategic and Risk Management - The projects in this key result were completed. The transition of strategic and risk management from strategic imperative to operational practice is complete.
   • Key Result: Effective Business Relationships - The framework of business relationships is integrated within the WCB and no longer meets the strategic requirements of a Key Result.
2. While the operational plan is built on an integrated framework that relies for success on cross-collaboration within the organization, the plan does reflect a ranking of Key Results. The five Key Results in the 2008-2010 Operational Plan have been ordered to reflect strategic importance. Safety and Prevention appears first, reflecting the strategic significance it holds within the larger strategic plan. Excellent Service appears next, followed by Effective Processes, Competent People, and Financial Integrity.
3. The operational objective for two key results have been rewritten:
   
   • The operational objective for Key Result: Safety and Prevention now reads:
     
     To eliminate workplace injuries and illnesses, as measured through a continuous reduction to the provincial workplace injury rate.
     
     Interim Targets:
     2008 - 3.70% 2009 - 3.50% 2010 - 3.30%
     
     
   • The WCB achieved its target of 100 per cent funded status at year-end 2007. The operational objective for Key Result: Financial Integrity reflects the importance of maintaining that status and now reads:
     
     To protect benefit entitlement and maintain competitive rates by maintaining funded status.

Each Key Result and Operational Objective in the operational plan is supported by integrated initiatives 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, Operational Objectives and Initiatives that make up the 2008-2010 Operational Plan.

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Key Result Area: Safety and Prevention
Objective: To eliminate workplace injuries and illnesses, as measured through a continuous reduction to the provincial workplace injury rate.

Interim Targets:
2008 - 3.70% 2009 - 3.50% 2010 - 3.30%

Supports Strategy
Statements:

• Prevention: We will promote workplace safety and injury prevention. We will support workers and employers in the development and implementation of injury prevention programs that eliminate workplace injuries.

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.

Supports Strategy
Statements:

• 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 return injured workers to wellness, including the return to suitable employment.


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

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.

Supports Strategy
Statements:

• 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 return injured workers to wellness, including the return to suitable employment.


• 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.

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.

Supports Strategy
Statements:

• 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 return injured workers to wellness, including the return to suitable employment.


• Employee Relations: 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: Financial Integrity
Objective: To protect benefit entitlement and maintain competitive rates by maintaining funded status.

Supports Strategy
Statements:

• 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.

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