STRATEGIC PLAN

Transcription

1 STRATEGIC PLAN

2 STRATEGIC PLAN TABLE OF CONTENTS WorkSafeNB: Who We Are 3 Message from WorkSafeNB s Chairperson 4 WorkSafeNB s Board of Directors 5 Setting WorkSafeNB s Strategic Direction 6 WorkSafeNB s Strategic Direction: Our Vision and Our Mission 7 WorkSafeNB s Strategic Direction: Our Values 8 WorkSafeNB s Goals, Measures, Strategies and Key Actions 9 Stewardship 10 Sustainability 12 Stakeholder Engagement 14 Safety 17 Service 19 Support 21 Staff Engagement 24

3 3 WORKSAFENB: WHO WE ARE We are a Crown corporation charged with overseeing the implementation and application of New Brunswick s Occupational Health and Safety Act; Workers Compensation Act; Workplace Health, Safety and Compensation Commission and Workers Compensation Appeals Tribunal Act; and, the Firefighters Compensation Act. For close to a century, WorkSafeNB has played a key role in the lives of New Brunswick s workers and employers by promoting healthy and safe workplaces. We are dedicated to ensuring every New Brunswick worker returns home healthy and safe at the end of each work day. When accidents do happen, we are devoted to providing a comprehensive and fair benefit package to injured workers, balanced with stable and appropriate costs to employers.

4 WORKING TOGETHER WITH OUR STAKEHOLDERS On behalf of WorkSafeNB s board of directors, I am very pleased to present our Strategic Plan, designed to chart WorkSafeNB's commitment toward continuous improvement over the next three years. WorkSafeNB's focus for the future will remain on preventing workplace injuries and illnesses, improving service delivery to workers and employers, and ensuring the financial sustainability of the system. We, along with our stakeholders, have worked diligently and have made measurable progress in recent years towards these goals, however, there is more to be done. Along with our successes, we also face some significant challenges. Sustainability With rising claim costs and an increase in employers premiums, this is a challenging time for WorkSafeNB. As stewards of the system, the board is engaged in a number of initiatives to transform the organization, which will secure a sustainable system for future generations of New Brunswickers. Stakeholder Engagement As the workers' compensation system undergoes this significant transformation, we are turning to our stakeholders for their valuable input. The board of directors has initiated a series of stakeholder engagement meetings to discuss key factors driving these system changes and to fully understand the needs and priorities of our stakeholders. To demonstrate our ongoing commitment to working closely with our stakeholders as we strive to maintain a sustainable system, WorkSafeNB has adopted a new corporate goal focused solely on stakeholder engagement. Effective Return-to-work Program One significant cost driver is a recent increase in claim duration. While injury prevention is the optimal way to keep workers safe and reduce overall costs, putting an effective return-to-work program in place is one of the best ways to manage the impact of an injury. This Strategic Plan reinforces WorkSafeNB's commitment to furthering safe and sustainable work arrangements for recovering workers. Service Excellence Lastly, WorkSafeNB's commitment to fostering a culture of service excellence remains steadfast - we must always strive to exceed the expectations of every person who looks to us for service. As such, WorkSafeNB has undertaken a significant initiative to transform its services and programs, including modernization of our systems, to better serve our clients. Our Strategic Plan is the product of our effort to determine how we should focus WorkSafeNB's resources and energies over the next several years. Our collective success will depend on our ability to work together as we adapt to a changing environment. Dorine Pirie, WorkSafeNB Chairperson 4

5 BOARD OF DIRECTORS Members representing Workers Members representing Employers Haley Flaro, Vice-Chairperson James Stanley Dorine Pirie, Chairperson Tim Petersen, Acting President & CEO Michèle Caron Hector Losier Maureen Wallace WorkSafeNB's affairs are managed by a board of directors that includes a chairperson, a vice-chairperson, four members representing employers, four members representing workers, as well as one non-voting member WorkSafeNB's president and CEO. WorkSafeNB's board of directors is charged with the stewardship of WorkSafeNB and is committed to the highest standards in governance. Julie Marr Lucien Sonier David Ellis Vacant 5

6 SETTING WORKSAFENB'S STRATEGIC DIRECTION.')/ING + STRONG 7+!"%.')0+)1 FOR NEW BRUNSWICK'S 0')5-)$6%*'47-,$+!#',%$&$!-4 #,%+%*',$!+,!2&%$"#.!#,/%-,3#)',4-,! WorkSafeNB exists in a shifting environment that presents the organization with significant changes and challenges. Some of today's most pressing issues are increasing claim costs and duration along with the corresponding increase in employer premiums. These financial challenges are accentuated by New Brunswick s economic and social environment including an aging workforce, rising health care costs and a stalling economy. This Strategic Plan was developed, by not only considering these known economic and social challenges, but also anticipating additional significant system changes. Changes are expected to result from several government reviews of the workers' compensation system. First and foremost is the ongoing multi-phase review of New Brunswick's workers' compensation legislation. Furthermore, the Government of New Brunswick (GNB) has established a task force to examine the system and, finally, the Office of the Auditor General is conducting a value-for-money audit. Given the transformational change currently underway, WorkSafeNB has set a strategic direction to meet both today s and tomorrow s needs, resulting in a system that is fair, balanced, stable and sustainable in a changing environment. 6

7 WORKSAFENB'S STRATEGIC DIRECTION: OUR VISION AND OUR MISSION WORKSAFENB S VISION Healthy and safe workplaces and a sustainable workers compensation system in New Brunswick. WORKSAFENB S MISSION WorkSafeNB is a partner in building a safe and healthy work environment to the workers and employers of New Brunswick and efficiently provides quality client-centered services and fair administration of the legislation. 7

8 HOW DO WE REALIZE OUR VISION WORKSAFENB S VALUES Caring Service Core value Accountability Caring Service Excellence The client is the priority. Adhere to evidence-based disciplines, share all results, and communicate honestly and transparently. Create an exceptional service experience by treating clients with kindness and concern. Aspire to flawless execution and never take shortcuts on quality. Innovation Teamwork Innovation Transform the way we work, inspiring each other to continuously improve and empowering colleagues to offer creative ideas. Core Value Integrity Demonstrate the highest standards of professionalism, ethics, and personal responsibility. Respect Excellence The client is the priority. Accountability Integrity Safety Respect Safety Teamwork Treat everyone with respect workers, their families, employers, stakeholders, and our colleagues. Passionately protect the safety of our clients and colleagues. Optimize the service experience through collaboration and by leveraging the unique talents of each team member and our community partners. 8

9 WORKSAFENB'S GOALS, MEASURES, STRATEGIES AND KEY ACTIONS To realize our Vision, WorkSafeNB must have a clear focus for the next three years. With this in mind, the board of directors has established seven strategic goals for our organization. These goals are the bridge to turn WorkSafeNB's vision to reality. The following pages outline these seven goals, the associated targets, and the strategies WorkSafeNB will adhere to in an effort to achieve our ultimate vision of "Healthy and safe workplaces and a sustainable workers compensation system in New Brunswick". While it is crucial that we plan for the long-term, to realize progress we must also focus on the short-term. As such, this plan also outlines key actions linked to each strategy that will be taken within the next 18 months. 9

10 STEWARDSHIP STEWARDSHIP GOAL We will demonstrate transparency, accountability and commitment to our stakeholders through disciplined governance practices and responsible stewardship of the system. Measure 2016 Result 3-Year Target TARGET & MEASURE The Board of Directors Governance Index Governance Index Score of 53.2% By 2019, the Board of Directors Governance Index Score will meet or exceed 80% RISK MANAGEMENT Top Stewardship Risks: Balancing Benefits and Assessment Rates Impact of WCAT Decisions Board Independence Ensuring Intergenerational Equity and System Sustainability POLICY AGENDA 2017/2018 Board of Directors Policy Review: Governance Statement - WorkSafeNB Board of Directors Governance - Balancing Decisions Expense Rates and Allowances for Part-Time Members of the Board of Directors CAALL and CAP Mutual Recognition, Harmonization, and Alignment Projects (NEW) 10

11 HOW WILL WE ACHIEVE OUR STEWARDSHIP GOAL? Stewardship Goal 36 Months Strategy 1: Adhere to a disciplined legislative and policy decision-making process to balance benefits and assessment rates Strategy 2: Remain accountable and transparent to our stakeholders through engagement, communication, oversight, auditing, evaluation, and risk management Strategy 3: Enhance governance performance through Board evaluation and professional development 18 Months Key Action 1A: Provide input on phase III of the legislative review Key Action 1B: Review the board of directors policy discipline Key Action 1C: Enhance WorkSafeNB s policy and legislative consultation process Key Action 1D: Implement CAALL & CAP Mutual Recognition, Harmonization and Alignment Projects Key Action 2A: Improve access to board records Key Action 2C: Participate in the Workers Compensation Task Force established by GNB Key Action 2E: Advance an enterprisewide approach to business intelligence and information sharing Key Action 2B: Report progress on mandate letters Key Action 2D: Finalize enterprise risk management framework Key Action 2F: Develop new target(s) to report on progress in achieving the Support Goal Key Action 3A: Establish skills matrix for board appointments Key Action 3B: Review board committee structure Key Action 3C: Examine board evaluation methodology Key Action 2G: Support value-for-money audit undertaken by the Office of Auditor General 11

12 SUSTAINABILITY SUSTAINABILITY GOAL We will ensure system sustainability while achieving appropriate assessment rates for employers and full funding, which guarantees security of payment for injured workers. Measure 2016 Result 3-Year Target TARGET & MEASURE Funding Position 112% In 2019, at a minimum, we will maintain a 110% funded liability RISK MANAGEMENT Top Sustainability Risks: Impacts to Stakeholders Due to Volatility of Assessment Rates Increasing Claim Volume and Duration Influences on WorkSafeNB s Funding Position POLICY AGENDA 2017/2018 Board of Directors Policy Review: Investment Goals and Objectives Determining Continued Eligibility for Loss of Earnings Benefits Three-Day Waiting Period 12

13 HOW WILL WE ACHIEVE OUR SUSTAINABILITY GOAL? Sustainability Goal 36 Months Strategy 4: Protecting the integrity of the system Strategy 5: Ensure a disciplined approach to investment management, financial management, and fiscal and economic planning Strategy 6: Maintain the current funding strategy to achieve the 110% funding goal Strategy 7: Ensure effective and efficient administration of the system 18 Months Key Action 4A: Explore assessment rate options Key Action 4B: Implement a toll-free tip line to report fraudulent activity and abuse to the system Key Action 5A: Explore investment models Key Action 5B: Review hybrid model to purchase goods and services Key Action 5C: Initiate enhancements of WorkSafeNB s financial management system Key Action 6A: Explore options benefiting both workers and employers to distribute funds when over funding target Key Action 7A: Improve stakeholder access to WorkSafeNB administration information and data Key Action 7B: Finalize service agreement with GNB as a selfinsured employer Key Action 7C: Zero increase to administrative budget for

14 STAKEHOLDER ENGAGEMENT STAKEHOLDER ENGAGEMENT GOAL We will engage our stakeholders in meaningful dialogue, relationships, partnerships and decisionmaking to ensure a sustainable workplace health, safety and compensation system. TARGETS & MEASURES Measure 2016 Result 3-Year Target Stakeholder confidence N/A N/A - Baseline Year Stakeholder perception of the balance of the interests of workers and employers. N/A N/A - Baseline Year Number of decisions rendered by WorkSafeNB s board that incorporated stakeholder feedback. N/A N/A - Baseline Year RISK MANAGEMENT POLICY AGENDA Top Stakeholder Engagement Risks: Stakeholder Confidence Government Confidence 2017/2018 Board of Directors Policy Review: Governance - Engaging Stakeholder Technical Committees in Legislative & Regulatory Reform 14

15 HOW WILL WE ACHIEVE OUR STAKEHOLDER ENGAGEMENT GOAL? Stakeholder Engagement Goal 36 Months Strategy 8: Inform our stakeholders by proactively providing relevant and timely information, being accessible via multiple communication channels, and ensuring transparency and accountability Strategy 9: Consult with our stakeholders by asking for their input on programs, policies, and legislation Key Action 8A: Inform stakeholders of WorkSafeNB milestones such as policy and legislative changes, publishing of corporate reports, assessment rate setting, response to recommendations from reviews and audits, etc. Key Action 9A: Consult with the medical community on key issues such as opioids and marijuana for medical purposes 18 Months Key Action 8B: Launch new corporate website Key Action 8D: Create orientation, including a tour of the WRC, for newly elected officials and Workers Compensation Appeals Tribunal (WCAT) members Key Action 8C: Produce easy-to-understand resources about WorkSafeNB, WorkSafeNB s Rehabilitation Centre (WRC), and our processes Key Action 9B: Lead development of the Issues Resolution Working Group as outlined in the mandate letter from Government Key Action 9C: As part of the enhanced policy consultation, solicit feedback for all policies under review 15

16 HOW WILL WE ACHIEVE OUR STAKEHOLDER ENGAGEMENT GOAL? Stakeholder Engagement Goal 36 Months Strategy 10: Involve our stakeholders in the identification of issues and the development of solutions Strategy 11: Collaborate with key stakeholders by partnering to accomplish shared objectives and inspiring stakeholder confidence Strategy 12: Empower key stakeholders by investing time, effort, and resources into organizations that help WorkSafeNB realize its vision Key Action 10A: Establish regular forum with Crown corporation CEOs Key Action 11A: Host quarterly stakeholder engagement meetings Key Action 12A: Involve and collaborate with safety associations in the development of initiatives 18 Months Key Action 10B: Involve stakeholders to inform the board s position on phase III of the legislative review Key Action 11B: Improve relations with GNB Key Action 12B: Empower Standing Committee on Construction-related Issues 16

17 SAFETY SAFETY GOAL We will vigorously pursue a safe work culture that will lead to a decline in workplace injuries. Measure 2016 Result 3-Year Target TARGETS & MEASURES Workplace injury frequency rate per 100 FTE in NB Lost-time workplace injury frequency rate per 100 FTE in NB 2016 Target: <2.99 Results: 3.06 WorkSafeNB s lost-time injury frequency rate per 100 FTE was the 2 nd lowest in Canada (1.15*) *2015 results By 2019, the workplace injury frequency rate per 100 FTE will be <2.99 In 2019, WorkSafeNB s lost-time workplace injury frequency rate per 100 FTE will remain among the three lowest jurisdictions in Canada (top quartile) Perceptions of Health and Safety Culture Survey Employer Target: 90.7% Employer Result 90.1% Worker Target: 76.2% Worker Result 81.2% By 2019, the percentage of workers and employers who believe their workplace has a safe work culture will meet or exceed 90% RISK MANAGEMENT Top Safety Risk: Self-Insured Health and Safety Performance POLICY AGENDA 2017/2018 Board of Directors Policy Review: Safety Achievement Financial Incentive System (SAFIS) 17

18 HOW WILL WE ACHIEVE OUR SAFETY GOAL? Safety Goal 36 Months Strategy 13: Focus on high-risk industries Strategy 14: Engage in firm-level interventions to improve workplace safety Strategy 15: Advance safety leadership and build a WorkSafe culture Strategy 16: Advance safety standards in New Brunswick through legislative recommendations and occupational health and safety (OHS) enforcement 18 Months Key Action 13A: Waste collection Key Action 13B: Nursing homes Key Action 13C: Garages Key Action 13D: Work with industry to mitigate violence in healthcare Key Action 13E: Implement combustible dust explosion prevention initiative Key Action 14A: Facilitate development of OHS within Regional Hospital Authorities Key Action 14B: Explore a partnership with GNB and related OHS funding requirements Key Action 15A: Expand OHS education programs to multichannel format Key Action 15C: Partner with safety organizations that share WorkSafeNB s vision Key Action 15E: Launch campaign to prevent workplace injuries in young workers Key Action 15B: Expand elementary school Safety Days throughout NB Key Action 15D: Build model for youth leadership forum Key Action 15F: Continue to advance investment in health and safety leadership initiative (SafeAlign & S.A.F.E.R) Key Action 16A: Work with GNB to implement WorkSafeNB s legislative and regulatory recommendations on logging and silviculture, construction, and hygiene Key Action 16B: Consult on amendments related to commercial diving, fishing and workplace violence Key Action 16C: Support Standing Advisory Committee on Constructionrelated Issues 18

19 SERVICE SERVICE GOAL We will create a client-centred service experience for each person we serve. TARGET & MEASURE Client Satisfaction Measure 2016 Result 3-Year Target 2014: 2016: N/A Injured Worker: 67.2% Employer: 79.8% By 2019, worker and employer satisfaction with service delivery will meet or exceed 80% RISK MANAGEMENT Top Service Risks: Aging Systems Meeting Service Delivery Expectations for Claims POLICY AGENDA 2017/2018 Board of Directors Policy Review: Review of Claim- Related Decisions by the Issues Resolution Office 19

20 HOW WILL WE ACHIEVE OUR SERVICE GOAL? Service Goal 36 Months Strategy 17: Resource, create, and continuously improve a service delivery model where clients are the priority Strategy 18: Use technology to support a client-centred service experience Strategy 19: Demonstrate our leadership s commitment to client-centred service throughout WorkSafeNB Strategy 20: Engage with our clients and stakeholders to ensure their voices are heard Key Action 17A: Complete client segmentation and journey mapping Key Action 18A: Define information technology (IT) business requirements for core system modernization Key Action 19A: Implement Lean Six Sigma throughout WorkSafeNB Key Action 20A: Develop a process for client insight, service experience measurement and complaint handling 18 Months Key Action 17B: Assess service delivery model options Key Action 18B: Improve process for paying client travel Key Action18C: Continuing to improve MyServices for workers and employers Key Action 19B: Establish a project management office Key Action 19C: Mature WorkSafeNB s change management discipline Key Action 20B: Engage workplaces to improve electronic reporting of accidents Key Action 20C: Develop and implement transactional surveys Key Action 20D: Develop a survey tool and process to measure client experience 20

21 SUPPORT SUPPORT GOAL We will support workers in recovering from workplace injuries and support employers experiencing the impacts of workplace injuries. Measure 2016 Result 3-Year Target TARGET & MEASURE TBD N/A TBD RISK MANAGEMENT Top Support Risks: Varying Expectations of WorkSafeNB s Role in Supporting Workers and Employers Varying Views on Standard of Evidence The Changing Legislative Definition of Accident in Other Jurisdictions to Include Cumulative Mental Stress POLICY AGENDA 2017/2018 Board of Directors Policy Review: Medical Aid - Marijuana for Medical Purposes (New) Care Allowance Home Care and Independence Workers Under 21 Calculation of Benefits Permanent Physical Impairment Identifying Suitable Employment Vocational Rehabilitation Personal Noncompensable Intervening Conditions During Rehab. Conditions for Entitlement General Principles 21

22 HOW WILL WE ACHIEVE OUR SUPPORT GOAL? Support Goal 36 Months Strategy 21: Advance and implement leading practices in medical rehabilitation Strategy 22: Advance and implement leading practices for case management to benefit workers and employers Key Action 21A: Implement best practice treatment for mild traumatic brain injuries Key Action 21B: Establish WorkSafeNB as a primary resource for those seeking research and information pertaining to workplace injury and disease Key Action 22A: Provide ongoing training and coaching for claims management staff 18 Months Key Action 21C: Partner with first responders to host mental health and post-traumatic stress disorder (PTSD) conference Key Action 21D: Comprehensive review of Canadian Health Solutions Key Action 21E: Explore northern rehabilitation options including multidisciplinary treatment, psychosocial health services, advanced practice physiotherapy, and advanced diagnostic imaging Key Action 22B: Ensure timely transfer of clients to centralized long-term disability services Key Action 22C: Evaluate expanded vocational retraining pilot Key Action 22D: Implement a survey measuring the level of support workers and employers believe they received from WorkSafeNB 22

23 HOW WILL WE ACHIEVE OUR SUPPORT GOAL? Support Goal 36 Months Strategy 23: Recognize the individual needs of our clients by providing information and actively offering benefits they are entitled to receive under the Workers Compensation Act Strategy 24: Advance and implement leading practices to facilitate staying at work during recovery and safe return-to-work Strategy 25: Advance and implement leading practices in adjudication in an ever changing environment 18 Months Key Action 23A: Develop communication tools to increase awareness of benefits and services available to meet their needs Key Action 23B: Investigate tools to assist with identification and tracking of eligible benefits Key Action 23C: Improve resources to help clients understand their injury and anticipated course for care and recovery Key Action 24A: Explore the expansion of disability management in New Brunswick workplaces Key Action 24B: Expand direct referral to physiotherapy program to more workplaces Key Action 24C: Assist GNB to build their capacity for effective injury management Key Action 25A: Evaluate and modernize process for call intake and management, calculating annuity benefits and first adjudication decision 23

24 STAFF ENGAGEMENT STAFF ENGAGEMENT GOAL We will have high performance teams that are competent, engaged and empowered to achieve WorkSafeNB s strategic goals. Measure 2016 Result 3-Year Target TARGET & MEASURE Staff Engagement 2016 Result: 54.0% By 2019, the staff engagement survey results will meet or exceed 60% RISK MANAGEMENT Top Staff Engagement Risks: Impact of Pace of Change on WorkSafeNB Staff Impact of Increased Workload on WorkSafeNB Staff POLICY AGENDA 2017/2018 Board of Directors Policy Review: N/A 24

25 HOW WILL WE ACHIEVE OUR STAFF ENGAGEMENT GOAL? Staff Engagement Goal 36 Months Strategy 26: Leverage staff engagement survey results Strategy 27: Transform the Human Resources department role and business processes to one of strategic partner Strategy 28: Foster a culture of respect, health, safety, and wellness amongst employees Key Action 26A: Develop and implement internal communications strategy including launch of a new intranet platform Key Action 27A: Review human resources directives and processes for strategic alignment Key Action 28A: Review WorkSafeNB s Code of Ethics Key Action 28B: Support staff efforts of community involvement 18 Months Key Action 26B: Expand flexible work arrangements Key Action 26C: Define and develop innovation culture Key Action 28C: Further WorkSafeNB s internal Safety Leadership program, including psychological wellness 25

26 HOW WILL WE ACHIEVE OUR STAFF ENGAGEMENT GOAL? Staff Engagement Goal 36 Months Strategy 29: Deliver innovative and proven talent management initiatives, including succession planning and a robust performance development system. Strategy 30: Use evidence-informed practices, and technology, to advance the human resource functions to support the work of the organization. Key Action 29A: Develop WorkSafeNB competency framework Key Action 29B: Further develop leadership capability and define leadership competency model Key Action 29C: Restructure employee performance development and professional development approach Key Action 30A: Upgrade and enhance WorkSafeNB s human resources management system and reporting capabilities 18 Months 26

27 STRATEGIC PLAN PUBLISHED BY: WorkSafeNB 1 Portland Street P.O. Box 160 Saint John, N.B. E2L 3X9 Canada