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.
View WCB's
current Strategic and Operational Plan.
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:
- Provide the right service, at the right time, and be cost effective in our processes.
- Build positive relationships with workers, employers, and others affected by the workers' compensation system.
- Build positive relationships and implement programs that move Saskatchewan to zero workplace injuries.
- Communicate clearly our distinct identity, benefits, and beliefs.
- Ensure the organizational and financial integrity of the Workers' Compensation Board.
- Be accountable for our results.
Our Statement Of Principles and Beliefs
Our corporate principles and beliefs are:
- All workplace injuries are preventable.
- Injured workers and employers deserve excellent service.
- Workers, employers and others deal with us honestly.
- Employers care about their employees and care that their employees receive excellent service.
- The WCB's future relies on positive relationships built on trust, understanding and cooperation in our programs and services.
- WCB employees want to excel in customer service.
- 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.
- We will act with dignity and treat everyone with respect, and conduct our business in a fair, open, honest, balanced and professional manner.
- 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.
- Dignity - those we serve and those we work with are treated with respect and consideration.
- Fair - those we serve and those we work with are treated equally and without prejudice or bias, and in a timely manner.
- Honest - we are truthful with those we serve and those we work with.
- 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.
Review of the 2008 - 2010 Operational Plan
Operational planners noted that several projects on the 2008-2010 Operational Plan could be removed because they either
had been completed or had resulted in programs and processes that are operationalized within the administration of the WCB:
Completed
- Recommendations from the evaluation of the Early Intervention Program.
- Training in written communication skills.
- The redesign of the interprovincial payment system.
- The cascade of the Balanced Scorecard to the business unit level.
- A new policy review process.
- The quality assurance review of privacy policies and procedures.
- Improvements to the WCB's procurement procedure.
- A new funding policy is in place.
Operationalized
- Improving access to diagnostics and treatments is a continual administrative task.
- Continuous improvements to the WCB's interactive telephone services.
- Projects to develop and implement strategic risk management practices are complete and practices are now part of
annual planning and budget practices.
Revisions to the Operational Plan
The WCB's planning model supports collaboration between business units to achieve operational objectives. All members of
the Executive, and through them all of WCB management and operational staff, are collectively responsible for operational
success. This includes achievement of the operational plan.
Three matters dominated discussions on revisions to the operational plan:
- Greater efforts with faster results that eliminate workplace injuries and illnesses.
- Building on past successes in the area of customer service satisfaction.
- Continuing attention to the prudent management of WCB assets, including its financial assets.
Operational planners determined that the following revisions were needed to the operational plan to support the 2009 - 2011 Strategic Plan.
- The KRA Safety and Prevention was renamed Injury Prevention, to reflect the end goal of this operational objective.
During 2008, the WCB and the Ministry of Advanced Education, Employment and Labour (AEEL) signed a new Memorandum of
Agreement (MOU) for the WorkSafe Saskatchewan partnership. A joint strategic and operational plan to deliver the partnership
will be developed that optimizes common effort and minimizes duplication of resources for the two partners. The joint plan
will be published on the website of both partners. Accordingly, the Injury Prevention KRA references the joint plan and
directs readers to the WCB and AEEL websites for more information.
- The KRA Excellent Service continues its emphasis on achieving a customer satisfaction rating of 4.75 out of 5, based on
the Common Measurements Tool survey methodology.
Added to the initiative for this KRA is improving injured worker and employer perceptions of fairness in service delivery.
New to the projects supporting the KRA is adaptation of a return to work model for small business, and researching partnerships
with external organizations that could provide support to seriously injured claimants in their communities.
- A new initiative under the KRA Competent People has been added to reinforce a health and safety culture within the WCB.
- The KRA Financial Integrity now includes a project to complete a comprehensive review of health care outcomes and costs.
The information below describes the Key Result Areas, Operational Objectives and Initiatives that make up the 2009-2011 Operational Plan.
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Key Result Area: Injury Prevention
Objective: To eliminate workplace injuries and illnesses, as measured through a continuous reduction to the provincial workplace injury rate.
Interim Targets:
2009 - 3.50% 2010 - 3.30% 2011 - 3.20%
Supports Strategy Statement:
- Prevention: The new WorkSafe Saskatchewan Memorandum of Understanding created a Strategic and Operational
Plan that captures the initiatives and projects under this KRA. Please visit www.worksafesask.ca to view the Memorandum
of Agreement and WorkSafe Saskatchewan's Strategic and Operational Plan.
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 Statement:
- 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 Statement:
- 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 Statement:
- 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 Statement:
- 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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Strategic & Operational Plan