Message from the Chair

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3 Message from the Chair It is with great pleasure that I present the Strategic Plan on behalf of the Workers Compensation Board of Directors. I would like to thank everyone involved in the development of the plan, especially those who provided valuable feedback on our programs and services. This product is a compilation of ongoing consultations and collaboration with our stakeholders. These efforts have ensured that our plan focuses on the priorities and needs of workers and employers. Our vision is the inspiration for all that we do at the Workers Compensation Board and the compass by which we navigate toward our common goals. At the WCB, our vision for the future continues to be one in which every Island workplace is safe, all workplace injuries are eliminated, and each client experience is one of service excellence. Together, we will make this vision a reality. We will implement our Strategic Plan by enacting our values of fairness, integrity, professionalism and teamwork. Our plan will focus on the following areas: injury prevention, return to work, engagement with partners, service excellence, financial sustainability, and investing in our organization. Above all, the WCB will continue to strive to ensure that all workers in Prince Edward Island make it home safely to their loved ones at the end of every day. Stuart Affleck Workers Compensation Board Chair Page 3

4 Executive Outlook As we begin our next strategic plan, I look forward to the exciting initiatives and ambitious goals ahead. Our strategic plan is integral to our organization, as it sets out the ways in which we focus our resources and position our organization. It is a roadmap for our work, helping us better serve Island workers and employers, and an investment in the health and safety of Islanders. As set out in our mission statement, the WCB exists to protect workers and employers through a sustainable no-fault injury insurance program by caring for injured workers, promoting safe and healthy workplaces, and enforcing safety legislation. To effectively achieve this mission, we must always keep informed and prepared to manage emerging trends and challenges. The WCB faces significant societal challenges, including an aging demographic, workplace mental health and stress, and rising health care costs. These are all factors that we need to consider as we serve our clients. As we developed our strategic plan, we took those factors into consideration. Our environment is constantly changing and so our strategic plan must be proactive, dynamic, and adaptable. The WCB is in a stable financial position, we have built a solid foundation of service satisfaction and the frequency of workplace injuries has been on a modest downward trend over the past 10 years. We continue to work collaboratively with our stakeholders and we have established a balanced approach in meeting the needs of Islanders. These are all excellent starting points for the work ahead of us as we strive toward safety, compensation, and service excellence. Together, we will strengthen the culture of safety and return to work in Prince Edward Island. Luanne Gallant Workers Compensation Board Acting Chief Executive Officer Page 4

5 Overview of the WCB The Workers Compensation Board (WCB) of Prince Edward Island has existed since It was in that year that An Act Respecting Workmen s Compensation was passed by the Legislative Assembly, effecting a historic compromise between our Island workers and employers. Before then, workers injured at work could seek restitution only through the courts, which not all could afford. At the same time, employers were also vulnerable to lawsuits brought on by injured workers, the consequences of which could force them to shut their doors. Through the Act, a modern system of workers compensation, including no-fault compensation, was brought to PEI. PEI s workers compensation system is grounded in the Meredith Principles. These recommendations, set out by Justice William Meredith in 1913, were the result of a royal commission tasked with studying and making recommendations on a new system of workers compensation for Ontario. The Principles have since become the cornerstones of all Canadian systems of workers compensation, including PEI s. The Meredith Principles are the following: No fault compensation, in which workplace injuries are compensated regardless of fault, and the worker and employer also waive the right to sue Collective liability, so that the total cost of the compensation system is shared by all employers Security of payment, with a fund established to guarantee that compensation will be available for injured workers when they need it Exclusive jurisdiction, with all compensation claims being directed solely to the workers compensation board An Independent board that is autonomous and financially independent of government or any special interest group Page 5

6 Overview of the WCB (cont.) Today, the Workers Compensation Board serves approximately 70,000 workers and 5,000 employers through the fair and effective administration of the Workers Compensation Act policy framework. If a work related injury or illness occurs, the WCB helps to reduce the impact by providing compensation benefits and services to injured workers. The WCB assists injured workers in remaining at work, and if the worker is unable to perform regular job duties, the WCB works with the worker, the employer, and the healthcare provider (s) to develop an approach for a safe and timely return to work. The Workers Compensation Board is also responsible for the administration of the Occupational Health and Safety Act. In implementing the Act, the WCB collaborates with workers, employers, and all Islanders to increase awareness of health and safety at work, promote a culture of injury prevention, and enforce occupational health and safety standards. The Workers Compensation Board is committed to meeting and exceeding the safety and compensation needs of Island workers and employers. We do this in partnership with those we serve and by upholding the values of fairness, integrity, professionalism, and teamwork in all that we do. Page 6

7 Strategic Planning Process The Strategic Plan is the product of the collaborative efforts of many individuals and builds upon past successes. Early on in the development process, the Workers Compensation Board affirmed the continued relevance of the themes and initiatives identified in the plan. It was recognized that this new plan should be a refresh of its predecessor, continuing to build upon the solid foundation that had been built. As an initial step, modern-day challenges were identified. Management was asked to identify the trends, emerging issues, and areas of risk which would inform the development of the new plan. This intelligence was derived from a wide variety of sources including surveys, literature, and direct experience which provided critical context for plan development. At a facilitated session, additional insight was obtained from all staff, including those who work most closely with clients. This allowed the development team to obtain perspectives on a number of important questions: How do we interact more effectively with clients? How we can provide services more effectively? Where do we need to modernize? The Board of Directors provided input throughout the process, reiterating the importance of injury prevention and return to work, and noting the need to include emerging themes for workers compensation, including mental health and psychologically safe workplaces. Building upon this momentum, management identified the renewed strategic goals/themes and initiatives which would form the core of the Workers Compensation Board s strategic plan for Consultation is a critical part of the development and validation process. To ensure the plan would meet the needs of Island employers and workers, feedback from the public was sought. Interested parties were invited to provide their feedback through a variety of means, including online and in person. Through this collaborative and informed process, we have developed the following plan which will be our strategic roadmap for the next three years. We are pleased to work with WCB as new initiatives are rolled out across the Island to provide advice and feedback on policies, programs or directions. Thank you for the opportunity to provide input into the strategic planning process. - Stakeholder Feedback Page 7

8 Current State As a preliminary step in development, the state of workers compensation in PEI was evaluated. Trends, emerging issues, and risk areas from a wide variety of sources were identified. These provided critical context to the strategic plan development effort. Workers Compensation Environment Fully funded financial position Recent elimination of the 2 day waiting period Decreasing trend in injury frequency rate Recognition that a majority of workplace injuries continue to be soft tissue in nature Imperatives of injury prevention and safe and timely return to work Page 8

9 Current State (cont ) Demographic and Economic Conditions Aging population Seasonal economy Increased reliance on temporary foreign workers Relatively steady employment growth (2014 from 2013) A 2.2 per cent increase to the average hourly wage (2014 from 2013) A projected increase to minimum wage to $11.00/hour by October 2016 Low literacy levels Societal Health Issues Rising health care costs High levels of obesity, inactivity, and chronic disease Challenges in the provision of health care services Increased mental health concerns, including stress related conditions Increased concerns about possible misuse and abuse of oxycodone based products Medical marijuana controversy Client Expectations Increasing prevalence of online and mobile services, and use of social media Heightened awareness of privacy and security issues Accountability and sustainability Environmentally-friendly initiatives Decreased time to first cheque WCB has already taken great steps to increase the amount of services available online but the general public is now consuming more information from their mobile devices. Improving the ability for employers to send and receive information in their preferred technology would greatly enhance services to PEI employers. - Stakeholder Feedback Page 9

10 Our Mission The Workers Compensation Board exists to protect workers and employers through a sustainable no-fault injury insurance program by caring for injured workers, promoting safe and healthy workplaces and enforcing safety legislation. Our Vision Workplaces are safe. Injuries are eliminated. Service excellence is assured. Our Values Integrity We honour and are accountable for our commitments to our stakeholders and each other by operating in an open and transparent manner and being responsible for our actions and performance. Fairness Our work focuses on the needs of our stakeholders and a balance of both worker and employer interests. We consistently apply legislation and policy. Professionalism We strive for excellence in all aspects of our service delivery. We interact in a respectful, competent and efficient manner. We possess the knowledge, skills and attitudes that foster confidence in our stakeholders. Teamwork We build a collaborative culture by supporting each other; sharing ideas, opinions and strengths; and sharing responsibility and leadership to meet our common goals. We continue to support the Vision, Mission and Values of the PEI WCB and we are satisfied with the Board s efforts to promote both a safety culture and a return to work program. -Stakeholder Feedback Page 10

11 Strategic Themes Enhancing PEI s Workplace Safety Culture Improving Return to Work Outcomes Ensuring Financial Sustainability Strengthening Engagement and Partnerships Providing Continued Service Excellence Investing in Our Organization

12 Enhancing PEI s Workplace Safety Culture Initiatives Educate Island employers, workers, and youth in incorporating safety in all aspects of their workplace Focus on higher risk sectors, including health care Identify and implement actions to further advance PEI s workplace safety culture Workplace safety on Prince Edward Island is based on the internal responsibility model, in which everyone has a role in keeping workplaces safe. Universal participation in the internal responsibility model is a critical success factor in the development of a safety culture, where safety principles become engrained in every aspect of the workplace. Building a culture of safety begins with awareness. The WCB will work with workers and employers to raise awareness of the importance of workplace safety in every Island workplace. Particular attention will be on youth education, to instill safety habits in the next generation of Island workers and employers. Recognizing that safety is important to every workplace, there are high risk sectors that require focused and distinct interventions. The Workers Compensation Board will concentrate on industries and occupations that experience increased safety risks due to factors such as the nature of the work or characteristics of the workforce. The WCB will work with these sectors on injury prevention and safety enforcement to enhance the culture of workplace safety. Improving injury prevention, especially in the health care sector, has been identified as a priority for the Strategic Plan. -WCB Board of Directors Page 12

13 We are pleased to see the inclusion of mental health and psychologically safe work environments being a focus for policies when dealing with return to work goals. Both are incredibly important for good outcomes with return to work. -Stakeholder Feedback Initiatives Improving Return to Work Outcomes Foster an increased understanding of the benefits of a safe and timely return to work Develop a framework to support comprehensive return to work planning Evaluate emerging issues for return to work, including mental health, psychologically safe workplaces, and the aging population A safe and timely return to work provides benefits for individuals, employers, and society. For workers, the continued attachment to work can accelerate the recovery process. For employers, it can mean retaining skilled and trained staff. Research has shown that the longer an injured worker is away from work, the less likely he or she is to return. The Workers Compensation Board will continue to work with all Islanders to promote the physical, emotional, and social benefits of a safe and timely return to work. As part of the Strategic Plan, the Workers Compensation Board will develop a framework to support comprehensive return to work planning. Through an integrated and client-centric approach to case management and with streamlined IT infrastructure, the WCB will optimize its processes and provide the support and services necessary to foster appropriate return to work outcomes for injured workers. The Workers Compensation Board is also cognizant that the environment in which it operates is evolving. As part of the new plan, the WCB will be evaluating a number of emerging issues for workers compensation, including the aging population, mental health, and the psychological safety of workplaces. The WCB is committed to ensuring that its policies and programming are keeping pace with the increasingly complex workers compensation environment. Page 13

14 Ensuring Financial Sustainability Ensuring financial sustainability is obviously very important for all citizens and the WCB has been doing well in this area. - Stakeholder Feedback Initiatives Re-evaluate the current funding policy framework Monitor for future risks and emerging issues Promote responsible fiscal management, planning, and accountability In accordance with the Meredith Principles, employers are collectively liable for the costs of the workers compensation system. As the administrator of this system on PEI, the Workers Compensation Board must strive for sufficient but responsive funding and rate-setting policies, as well as the prudent fiscal management of the financial resources entrusted to it. The Workers Compensation Board has been in a fully funded position since In 2014, this funded position grew to 125%. As part of the Strategic Plan, the WCB will be re-evaluating its funding policy. The WCB s policy must ensure the stability of the system, so that the costs of present and future workplace injuries are always covered, while remaining as affordable as possible for employers. Mechanisms must also be in place to allow for contingencies. The WCB is beginning to examine how it can best strike this balance. The WCB will also be adopting a prospective and proactive approach to fiscal management by regularly monitoring for emerging areas of risk. To help reduce costs and protect workers, the Workers Compensation Board also works with workplaces to develop effective injury prevention and return to work programs. Page 14

15 Strengthening Engagement and Partnerships Initiatives Implement a social media strategy Strengthen relationships, and engage with partners and communities to further enhance safety culture and return to work outcomes The Workers Compensation Board knows that achieving our safety and return to work goals requires a collaborative approach with our stakeholders and our community. The WCB is committed to enhancing its existing partnerships and building new relationships to further these objectives. One way in which the WCB will forge new partnerships is through its social media strategy. Through social media, the WCB will reach out to new audiences in timely and efficient ways to engage in open and responsive dialogue about safety and return to work priorities. We will enhance our stakeholder engagement initiatives to ensure that our programs and services reflect the feedback and evolving needs of Island workers and employers. It s really important that we reach out to our stakeholders through many different channels. Social media is another tool that we can use. - Staff Feedback Page 15

16 Providing Continued Service Excellence Initiatives Evaluate and enhance our programs, services, and policies Modernize the means by which we deliver our services During the previous strategic planning cycle, the Workers Compensation Board s service satisfaction ratings reached all-time high levels from both injured workers and employers. The WCB will build upon this solid foundation of service satisfaction through rigorous evaluation and enrichment of our current programs and policies. Through our stakeholder research and engagement, we have learned that many of our stakeholders would prefer to conduct business with us electronically. As a result, the WCB is embarking upon an information technology modernization initiative to enhance accessibility and timeliness of WCB services. The modernization will occur across the suite of WCB services so that all stakeholders can benefit from the convenience and security of electronic service delivery. We support WCB s proposal to improve service delivery through better policy, program and service evaluation and enhancement, as well as through a modernization of service delivery. -Stakeholder Feedback Page 16

17 Investing in Our Organization Initiatives Foster a culture that is representative of our organization s values Support the skills and competencies development of our staff To achieve its mission, the Workers Compensation Board requires skills, competencies, and a commitment to living its values. As part of its Strategic Plan, the WCB will foster a culture that is representative of its values, and support the skills and competencies development of its staff. By investing in the organization in this manner, the WCB will effect the conditions necessary for service excellence. Page 17

18 Linking Themes and Initiatives Although Initiatives are aimed at one primary theme, they can help achieve multiple ones, as can be seen in the following table. Strategic Themes Enhance PEI s workplace safety culture Improve return to work outcomes Ensure financial sustainability Strengthen engagement and partnerships Provide continued service excellence Invest in our organization Initiatives 1. Educate Island employers, workers, and youth in incorporating safety in all aspects of their workplace 2. Focusing on higher risk sectors, including health care 3. Identify and implement actions to further advance PEI s workplace safety culture 4. Foster an increased understanding of the benefits of a safe and timely RTW 5. Develop a framework to support comprehensive RTW planning 6. Evaluate emerging issues for RTW, including mental health, psychologically safe workplaces, and the aging population 7. Re-evaluate the current funding policy framework 8. Monitor for future financial risks and emerging issues 9. Promote responsible fiscal management, planning, and accountability 10. Implement a social media strategy 11. Strengthen relationships, and engage with partners and communities to further enhance safety culture and RTW outcomes 12. Evaluate and enhance our programs, services, and policies 13. Modernize the means by which we deliver our services 14. Foster a culture that is representative of our organization s values 15. Support the skills and competencies development of our staff Indicates primary theme Indicates secondary themes Page 18

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