Workplace Safety and Insurance Board Workwell Program 2011 Value for Money Audit. Executive Summary March 2012

Transcription

1 Workplace Safety and Insurance Board Workwell Program 2011 Value for Money Audit Executive Summary March 2012

2 Workwell program current profile Workwell was established as a pilot program in December 1987 as a policy designed to promote health and safety in Ontario workplaces by providing additional assessments to be levied on employers who are not maintaining safe and healthy working environments. The Board s current Operational Policy states that the Workwell program issues an additional premium charge to employers who have not taken sufficient precautions to prevent accidents in the workplace. Workwell operates independently of the Workplace Safety & Insurance Board s (WSIB) experience rating programs and its additional premium charges are issued in addition to any premium or premium rate adjustments that may be realized through experience rating. Employers are considered for the Workwell program based on mature WSIB data (e.g., injury costs, frequency information) input into the Firm Selection Model and Workwell Selection criteria. Referrals also come from Ministry of Labour orders, complaints from workers and other sources. Firms are notified that they have been identified for an audit through a WSIB letter and the phase 1 audit is scheduled by the Workwell Evaluator. A score of 75% is required to pass the audit. Firms that do not pass phase 1 have approximately six (6) months to improve their health and safety system prior to the phase 2 audit. Firms that do not pass phase 2 are subject to a surcharge of up to $500,000 based upon their audit score and annual premium amount. Employers may choose to use internal resources, external consultants or the Health and Safety Associations to assist in their Workwell preparation and implementation efforts. 2 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY Workwell program overview Workwell Evaluators closed 964 cases (i.e., Audits or Risk Management Plans) for the 12 month period ended December 2011 There are presently 22 Workwell Evaluators covering the province Workwell Evaluators perform Core Health and Safety Audits, Small Business Health and Safety Audits and Risk Management Plans (RMP) The 2011 (fully staffed) program budget was $4.028 million The 2011 surcharge levied was approximately $1.1 million Approximately 80% of firms do not pass the phase 1 audit Phase 2 audits are successfully completed by approximately 80% of firms

3 The changing landscape of Ontario s health and safety system The health and safety system in the Province of Ontario is currently in a state of transition as a result of the Tony Dean Report, introduction of Bill 160 and the forthcoming WSIB Funding Review and recommendations. Bill 160 actioned recommendations from the Tony Dean Report and enabled the Ministry of Labour to appoint the province s first Chief Prevention Officer, effective October Based on Ministry of Labour communications (MoL Backgrounder Ontario s First Chief Prevention Officer To Spearhead Improvements To Worker Health And Safety, December 16, 2011) the Chief Prevention Officer will be responsible for: Establishing a provincial occupational health and safety strategy; Promoting the alignment of prevention activities across all workplace health and safety system partners; Advising on proposed changes for the funding and delivery of prevention services; and Working with Ontario's Health and Safety Associations (HSAs) to establish effective delivery of prevention programs and services. Presently the Workplace Safety and Insurance Board (WSIB) provides funding to the Ministry of Labour ($95 million) to administer the Occupational Health and Safety Act and to the HSAs ($91 million including mine rescue) to provide services and resources to the province s employers. The WSIB Funding Review has been gathering information and input from stakeholders across the province over the past year to assess specific issues related to WSIB s financial situation. As part of the review employer incentives were evaluated through the following analysis: Is the present design and operation of these programs appropriate? What alternatives exist to promote increased safety in the workplace, fairness in insurance costs to employers, and incentives to employ injured workers? The Funding Review report and recommendations have not yet been made public. 3 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

4 Implications to Workwell from the changing landscape The essence of Bill 160 is that WSIB s previous prevention mandate will be transferred to the Ministry of Labour under the Chief Prevention Officer. WSIB is currently working with the Chief Prevention Officer to identify the existing prevention focused responsibilities within WSIB that could be allocated to the newly created organization. At the same time, the Chief Prevention Officer is beginning to develop the elements of a provincial occupational health and safety strategy that ultimately, amongst many other things, will define the scope and delivery of existing and new prevention programs. Independent of the strategy developed by the Chief Prevention Officer, WSIB needs to look at Workwell and assess whether the program in its current form has a role to play within the scope of WSIB s future operations, or whether there are modifications to the current program that would better align to emerging strategic directions. The Value for Money Audit (VfMA) is an annual regulatory requirement to assess the efficiency and effectiveness of a WSIB program delivered under the Act. In 2011 the Workwell program was selected for the VfMA. Stakeholders were interested in considering where Workwell should be positioned in the health and safety system given the shift of prevention activities. The findings from this project will help to inform future decisions on the scope, nature and service delivery mechanism for Workwell. 4 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

5 Project objectives and scope To meet legislative requirements, the Workplace Safety and Insurance Board is required to undertake an annual Value for Money Audit of at least one program delivered under the Act. Following a formal Request for Proposals and vendor selection process, Deloitte was engaged to conduct the VfMA. The project objectives and scope as referenced in the Request for Proposal and confirmed with management through input from the VfMA Steering Committee are outlined below. Objectives Scope Provide an opinion as to whether there is value for money in the outcomes generated by the Workwell program and recommend improvements that could be made. Include the three key elements of effectiveness, efficiency and cost of the Workwell program in the value for money opinion. Identify program improvements/opportunities that will allow efficient and effective alignment of the Workwell program with the new prevention mandate (Bill 160) as it develops. Identify opportunities for efficient and effective alignment of the Workwell program within the WSIB s Insurance System. Assist WSIB management in the formulation of a response to the recommendations of the Audit which are to be included in the final report. The cost, efficiency and effectiveness of the administration of the Workwell program will be assessed including roles and responsibilities, administrative controls, monitoring and reporting processes, use of information technology and training and development activities. The audit will assess the Workwell program from the Firm Selection Model process through to the completion of a Workwell case. Data will be provided by WSIB to assist in the evaluation of the program s effectiveness. Workwell selected firms from the 2006 through to 2010 cohort years will be assessed. 5 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

6 Basis of Value for Money Audit Opinion The value for money audit opinion for the Workwell program is based on a pre-determined guiding principle in combination with program specific criteria developed for each of the core value for money components systems, resources and outcomes. Opinion Guiding Principle The scope of the audit will focus on the efficiency, effectiveness and cost of Workwell and the program s alignment in the WSIB s Insurance System. Audit Criteria Systems Resources Statutory Definition The adequacy of management systems (including performance standards and measurement), controls and practices, including those intended to control and safeguard assets, and to ensure due regard to cost, efficiency and effectiveness. The extent to which resources have been managed in conducting relevant activities with due regard to cost and efficiency. Workwell Program Key Audit Criteria Attributes Roles, responsibilities, accountabilities, and performance expectations are defined, understood, and consistently executed by management and staff. Appropriate administrative controls and safeguards are in place to mitigate program risks. A tracking and reporting process is in place to monitor program performance; and, performance metrics are monitored and acted upon. The information technology systems in place to support the program have the desired functionality to deliver and monitor the program. Policies and processes supporting the program are documented, communicated, and understood by management and staff. Program resources are managed efficiently to meet program demands. Policies and processes are executed in a timely manner. Identified challenges and issues are addressed in a timely fashion and in accordance with the established escalation and resolution process. Adequate training and development programs are in place for management and staff to ensure succession planning and knowledge retention. Outcomes The extent to which programs, operations or activities of an entity have been effective. 6 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY The program has clearly defined objectives that are aligned with organizational strategies, and there are measures in place that demonstrate satisfactory progress towards those objectives. The program contributes to a sustainable (evidenced by WSIB reporting metrics in the years subsequent to a Workwell interaction) reduction in injuries and illnesses in the Province's workplaces. The program meets the needs of workplace parties in the Province of Ontario.

7 Alignment Rating categories Using input from documentation review, focus groups, interviews and data analysis, we applied the audit framework to determine the extent to which the Workwell program is achieving Value for Money for the WSIB. Bill 160 Rating Categories Audit Criteria No Improvements Systems Some Improvements Significant Improvements Resources Critical Outcomes Please note that for reporting purposes, the alignment of Workwell to the changes proposed under Bill 160 has been considered as separate and distinct to the statutory Value for Money Audit criteria, the assessment of which forms the basis of the audit opinion. However, the assessment of the alignment question is presented first in our report since the answer shapes the context for the Value for Money Audit findings and the future opportunities for consideration in developing and implementing health and safety prevention programs. 7 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

8 Bill 160 alignment findings WSIB s new vision aspires the organization to be the leading workplace compensation board. To accomplish this vision the Board s mandate is: To promote health and safety in the workplace Facilitate return to work Provide compensation where required. Bill 160 s intent is to promote, educate and foster commitment to health and safety for employees and employers within the Province s workplaces (Section 4.1 (2)). Specifically the objectives of the Prevention mandate are: To promote occupational health and safety and to promote the prevention of workplace injuries and occupational diseases To promote public awareness of occupational health and safety To educate employers, workers and other persons about occupational health and safety To foster a commitment to occupational health and safety among employers, workers and others The implication of Bill 160 is that WSIB s previous prevention mandate was transferred to the Ministry of Labour under the Chief Prevention Officer effective April 1, While our review indicates that there are a number of facets to the Workwell program including education, creating awareness, monitoring compliance and enforcement activities, all of which can be construed as promoting health and safety in the workplace, we conclude that the program is fundamentally an injury prevention program. Further, as we identify later in our report, there are a number of elements within Workwell that require significant improvement to make the program, or its elements, a more effective contributor to the Province s Health and Safety system. 8 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

9 Bill 160 alignment findings (cont d) Therefore, based on our review of the Workwell program and an assessment of the implications of Bill 160, we conclude that the Workwell program, in its current form, no longer aligns to the WSIB s new strategic direction. There is an opportunity to perform the education, implementation and monitoring activities for employer s health and safety systems on a more integrated basis across the system partners. WSIB needs to work with the Chief Prevention Officer (CPO) to support the CPO in determining the elements of the current Workwell program that could be retained in a new Prevention system, defining the nature and scope of the future offering, and identifying the system partner(s) best qualified to deliver the activities within that offering. 9 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

10 Summary Opinion The scope of the audit assessed the cost, efficiency and effectiveness of the Workwell program from the Firm Selection Model process through to the completion of a Workwell case. We present the following summary conclusions: Systems: Review of current program management systems reveals some controls and practices are in place to safeguard assets with due regard to cost, efficiency and effectiveness. There are opportunities to: Clarify the roles and responsibilities of Workwell Evaluators, particularly with reference to the program mandate (e.g., compliance vs. consultative, incentive vs. punitive). Improve the reporting on the Health & Safety System -Target & Performance Dashboard to include outcome indicators. Improve the use of technology that support Workwell Evaluators. Resources: Program resources are being managed to conduct relevant activities with due regard to cost and efficiency. There is some room for improvement to: Focus attention on the Firm Selection Model and the need to use leading indicators in the model. Perform the Workwell intervention in a more timely manner after the incident which led to the firm being identified for audit. Train and deploy resources based on industry expertise. (cont d..) 10 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

11 Summary Opinion (cont d) Outcomes: An analysis of LTI outcomes has not provided evidence that the program has a unique impact on declines in LTI rates since evidence is mixed and there are many other environmental factors that impact LTI. Although LTI rates do decline after Workwell interventions, there is limited quantitative evidence that declines are due to the audit and the on-going trending of firms undergoing intervention is no different than overall declines in LTI across the Province. There is evidence that some workplace interventions (i.e., within Workwell and considering other programs such as Safety Groups and SCIP) may have more impact than others notwithstanding opportunities to improve clarity around the mandate and execution of the program. Key improvement opportunities include: Clarify the mandate of the program and align the appropriate program elements and activities to the WSIB and health and safety system partners according to the new strategic direction advanced by the introduction of Bill 160. Track and report metrics to evidence Workwell s ongoing success (i.e., fewer injuries and illnesses, reduced risk of injury). Overall: While elements of the Workwell program do provide some value (e.g., notifications to employers and Risk Management Plans) the Workwell program as a whole has not clearly delivered value for money for the Workplace Safety & Insurance Board. 11 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

12 Audit Opinion findings - Systems The following table shows our summary audit findings for the Systems component of the Value for Money Audit Framework as it relates to the Workwell program. Audit Criteria Key Audit Criteria Attributes Observations Rating Systems Roles, responsibilities, accountabilities, and performance expectations are defined, understood, and consistently executed by management and staff. Workwell Evaluator Job description notes that they are to be providing collaborative risk-based consultative services to customers. There is confusion internally and externally regarding their role. The Workload Objective to ensure a minimum of sixty (60) evaluations are completed on a rolling twelve (12) month basis is not being consistently met. Some Improvement Resources Appropriate administrative controls and safeguards are in place to mitigate program risks. Efforts to align the Workwell Evaluator Evaluation Process and ISO 19011:2002 standards are partially completed. Further effort is required to ensure the standard is accurately applied to the Workwell process. The Workwell Findings Committee has not met regularly during Concerns were noted by stakeholders that the Workwell Evaluators may not have sufficient and appropriate background to understand the health and safety issues for all of the types of businesses encountered by Workwell. The Workwell program System Collaboration Branch Survey of Employers Undergoing First Workwell Audit only looked at Phase 1 of the process. Some Improvement Outcomes A tracking and reporting process is in place to monitor program performance, and performance metrics are monitored and acted upon. The Health & Safety System -Target & Performance Dashboard report is point in time and does not include metrics to demonstrate sustainability of improved performance for employers involved in the Workwell program. Financial metrics for surcharges generated by Workwell audits are not tracked and reported. Some Improvement LEGEND No Improvements Some Improvements Significant Improvements Critical 12 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

13 Audit Opinion findings Systems (cont d) The following table shows our summary audit findings for the Systems component of the Value for Money Audit Framework as it relates to the Workwell program. Audit Criteria Key Audit Criteria Attributes Observations Rating Systems The information technology systems in place to support the program have the desired functionality to deliver and monitor the program. There is opportunity for efficiency improvement by enabling the use of electronic forms/documents by Workwell Evaluators to eliminate duplication of input efforts. Instances of poor data quality and integrity issues were noted during the analysis. Some Improvement Resources Policies and processes supporting the interpretation of the guiding legislation are documented, communicated to, and understood by management and staff. There is a lack of clarity amongst staff (and consequently customers) regarding the Workwell mandate (i.e., is it compliance or instructional and guidance driven?). Workwell program policy indicates that Employers that fail the initial evaluation are required to work with a health and safety program provider. However, this is not the current practice. Significant Improvement Outcomes LEGEND No Improvements Some Improvements Significant Improvements Critical 13 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

14 Audit Opinion findings - Resources The following table shows our summary audit findings for the Resources component of the Value for Money Audit Framework as it relates to the Workwell program. Audit Criteria Key Audit Criteria Attributes Observations Rating Systems Resources Program resources are managed efficiently to meet program demands. The program s actual spend is presently operating at approximately 71% of the year to date budget with only 65% of the budgeted FTE. There is opportunity for additional management support for field operations. The Firm Selection Model may result in numerous large, multi-site operations being selected due to use of the WSIB account number being the primary employer data driver. Locations that caused the incidents may not be selected for review and sites that demonstrate good performance may be reviewed. Subsequent to implementing the 2008 Risk Management and Monitoring Plan Procedure the number of Risk Management Plans has been reduced and represents only 8% of completed cases for the past two (2) years. Through the data analysis, in some instances RMPs demonstrated larger reductions in LTI rates than a full Workwell audit. Significant Improvement Outcomes Policies and processes are executed in a timely manner. The use of lagging indicators in the selection models results in a considerable period of elapsed time (potentially greater than 2 years) prior to being identified for Workwell intervention. A selected firm may not be audited for an additional 12 months after being notified that they have met the Workwell criteria. The Firm Selection Model s reliance on a one year negative performance spike may limit the ability of Workwell to interact with firms which experience many years of consistently poor or below average performance. Significant Improvement LEGEND No Improvements Some Improvements Significant Improvements Critical 14 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

15 Audit Opinion findings Resources (cont d) The following table shows our summary audit findings for the Resources component of the Value for Money Audit Framework as it relates to the Workwell program. Audit Criteria Key Audit Criteria Attributes Observations Rating Systems Identified challenges and issues are addressed in a timely fashion and in accordance with the established escalation and resolution process. There is lack of an integrated prevention approach and mechanisms between Workwell and other programs in Ontario s health and safety system to foster sustainability (e.g., transition for Workwell audited employer into a sustaining type program such as SCIP or Safety Group; Health and Safety Associations function to provide ongoing support to Workwell audited firms). Despite Workwell appeals not being frequently successful (i.e., results are overturned) analysis of the reason(s) for the appeal being launched is not performed. Significant Improvement Resources Adequate training and development programs are in place for management and staff to ensure succession planning and knowledge retention. A formal mechanism to identify the Workwell Evaluator subject matter expert (SME) areas of expertise and to continue to develop and retain the Evaluator s experiences and capabilities is not in place. Formal succession planning processes are not in place. Some Improvement Outcomes LEGEND No Improvements Some Improvements Significant Improvements Critical 15 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

16 Audit Opinion findings - Outcomes The following table shows our summary audit findings for the Outcomes component of the Value for Money Audit Framework as it relates to the Workwell program. Audit Criteria Key Audit Criteria Attributes Observations Rating Systems The program has clearly defined objectives that are aligned with organizational strategies, and there are measures in place that demonstrate satisfactory progress towards those objectives. Metrics to evidence the program s ongoing success by internal or external stakeholders (i.e., fewer injuries and illnesses, reduced risk of injury) are not tracked and reported at a level to enable conclusions to be made of the program effectiveness. The current Workwell prevention mandate does not specifically align with the updated WSIB mandate, vision statements and strategic direction. Critical Resources Outcomes The program contributes to a sustainable reduction in injuries and illnesses in the Province s workplaces. Data analytics did not show consistent evidence that Workwell alone has helped to reduce LTI on a sustained basis. All LTI rates, based on WSIB supplied data, show sustained declines independent of an intervention. Notifications combined with a Risk Management Plan (RMP) are generally the most successful Workwell intervention to show evidence of decreasing a selected firm s LTI rate. Consistent criteria to define the application of one Workwell interaction (e.g., Risk Management Plan or Core Audit) versus another depending on the characteristics of the client are not in place. Workwell does not analyze the effectiveness of its various methods of intervention (e.g., Core Audit vs. RMP, vs. Notification only). Critical LEGEND No Improvements Some Improvements Significant Improvements Critical 16 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

17 Audit Opinion findings Outcomes (cont d) The following table shows our summary audit findings for the Outcomes component of the Value for Money Audit Framework as it relates to the Workwell program. Audit Criteria Key Audit Criteria Attributes Observations Rating Systems Resources The program meets the needs of the workplace parties in the Province of Ontario. There are opportunities for overall program improvements to enhance Workwell s operational effectiveness and efficiency. There is some confusion in the employer community with respect to the role of Workwell Evaluators and Ministry of Labour Inspectors and their application and interpretation of regulatory and legislative requirements. Both are often viewed as compliance and enforcement focused and the prevention intent is lost during the intervention. An integrated approach for prevention and health and safety programs is not in place for the Province s workplaces. Our audit indicates that, notwithstanding confusion as to the existing mandate of the Workwell program, Workwell in its current form no longer aligns to WSIB s mandate. Significant Improvement Outcomes LEGEND No Improvements Some Improvements Significant Improvements Critical 17 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

18 Summary Audit Findings The table below shows our summary audit findings of each component as it relates to the Workwell program. Audit Criteria Systems Observations There is confusion within the Workwell team and in the employer community about the nature of the program i.e., is it compliance or consultation and collaboration? Program volumes are not being met. Health and Safety dashboard reporting does not track and report trending to enable monitoring of the sustainability of health and safety efforts once a Workwell audit has been performed. The Workwell Case Information System has opportunities for enhanced functionality through the use of electronic forms which would improve the efficiency of Workwell Evaluators. Data analytics on an ongoing basis is a challenge due to WSIB s use of multiple systems which prevents integrated data reporting. Rating Some Improvement Resources Outcomes The level of deployed program resources may not be commensurate with the program design and objectives. There is opportunity to evaluate the structure of management support provided to field operations. Employers noted concerns about the background of Workwell Evaluators and whether there is sufficient experience to effectively assess the wide variety of businesses in the province. Resources engaged in large, multi-site audits may not target or visit the worst offender locations within the organization. There is opportunity to use predictive analytics to select firms for Workwell audits. Metrics to evidence Workwell s ongoing success (i.e., fewer injuries and illnesses, reduced risk of injury) are not tracked and reported. Data analytics did not show consistent evidence that Workwell alone has helped to reduce LTI on a sustained basis. All LTI rates, based on WSIB supplied data, show sustained declines independent of an intervention. Consistent criteria to define the application of the type of Workwell intervention are not in place. The Workwell Core Health and Safety Audit tool is very comprehensive. However, there are opportunities for improvements to the design and execution of the tool. The province does not have an integrated approach between Workwell and other prevention and health and safety programs. Significant Improvement Critical 18 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

19 Recommendations for improvement Based on our analysis of the Workwell program audit findings and conclusions and the alignment of the program with the WSIB mandate we offer our recommendations and the respective Management Responses. No. Recommendation 1 Workwell program alignment with WSIB mandate As a result of Bill 160, the Workwell program no longer aligns with the WSIB's future mandate and operations. The WSIB should support the Chief Prevention Officer in determining which elements of the current program could be retained and/or refined in the new system, defining the nature and scope of the elements, and identifying the system partner(s) best qualified to deliver the activities within those elements. WSIB agrees with the recommendation. Management Response WSIB will support the Chief Prevention Officer (CPO) in identifying the elements of Workwell that should be retained and/or refined in the new Prevention system. WSIB will assist the CPO in defining the nature, scope and delivery of those elements by the end of Q4, WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

20 Auditors Report To the Directors, Workplace Safety & Insurance Board: We have conducted a Value for Money Audit of the Workwell program at the Workplace Safety and Insurance Board (WSIB) of Ontario in accordance with WSIB s request for proposals No. RFP # SVB. The objective of the audit, as stated in the request document, was to: Provide an opinion as to whether there is value for money in the outcomes generated by the Workwell program and recommend improvements that could be made Identify improvements/opportunities that will allow efficient and effective alignment of the Workwell program with the new prevention mandate (Bill 160) as it develops (please see page 5 of this report for a full description of the project s objectives and scope). We conducted our audit in accordance with the value for money audit standards recommended by the Canadian Comprehensive Auditing Foundation and accordingly included such tests and other procedures as we considered necessary in the circumstances. Specific criteria encompassed by this audit are identified on page 6 of this report. 20 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

21 Considerations for program redesign In the pages that follow, we present a series of considerations for the redesign of the Workwell program as part of the broader development by the CPO of a new prevention system within the Province. Theme Program development opportunity Program Strategy and Communications Health and safety system partners - System partners should collaborate their efforts to increase awareness and standardization related to the programs, procedures, processes, tools and methodologies which are available to support an organization s health and safety initiatives. Where possible, the use of existing standards such as CSA Z-1000 and ISO should be considered in developing and delivering the programs. Roles and responsibilities should be developed to ensure that firms continue to experience interaction with system partners once the intervention is complete. Ongoing involvement with other programs offered by system partners upon exiting the intervention process may help to sustain health and safety improvements in the organization and reduce the possibility of future incidents or non-compliance. Communications To reduce the likelihood of confusion in the employer and worker community the new program should clearly identify its nature and intent in the official communications and publications. For example, mixing terminology such as incentive, compliance, consultative and audit creates differing perceptions for stakeholders related to outcomes and type of involvement which may be experienced while interacting with the program. 21 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

22 Considerations for program redesign Theme Program development opportunity Role clarity Based on the new program s direction there should be clearly defined roles and responsibilities for the management and staff job descriptions. It is important to delineate more clearly between education versus consultative versus audit versus enforcement roles. The roles and responsibilities should be communicated appropriately to all stakeholders (e.g., workplace parties, WSIB, Health and Safety Associations, and Ministry of Labour). Role Clarity and Expertise Specialist roles and Subject Matter Experts (SME) - Specialist type roles based on industry and sector specific organizations (e.g., to perform interventions at clients such as hospitals and healthcare institutions) should be developed as a program resource. The staff in these roles should be trained regarding the specific types of risks within these organizations and have an understanding of the terminology and health and safety methodologies and practices which should be in place. In addition, program staff that are considered to be subject matter experts (but not necessarily acting in a specialist role) in their industry or area of expertise should be identified and recognized as a resource within the team. Ongoing training needs for the SME should be identified and formalized through the performance management process in order that their knowledge level remains current and relevant. The listing of subject matter experts should be shared across the program team to ensure they may be consulted as required during the interaction with the employer/firm. Active participation and involvement between subject matter experts and the employer will build credibility, enable knowledge transfer and retention of expertise within the program. 22 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

23 Considerations for program redesign Theme Program development opportunity Program Resources Program resources - The level of resources, both financial and human, which are committed to the program, should be commensurate with the program design and objectives. Program outputs and outcomes should be monitored to ensure optimal program performance. Program organization structure - The program organization structure should be designed to ensure that appropriate levels of administrative control, oversight and field level support are in place. For example, a Field Supervisor type role with responsibility to review and approve completed interventions, communicate with employers for customer service issues and provide program introduction seminars to the employer community would be beneficial as a link between field operations and head office functions. Staff performance objectives - The workload target quantity of interventions to be performed by staff should consider the overall program goals and objectives in addition to throughput volumes. A series of factors should be considered to plan the potential effort required to complete an intervention such as: -employer history and risk profile(s); -number of employees; -number of facilities/locations; -square footage; -number and type of shifts; -nature of workplace hazards. Based on the anticipated and actual efforts to complete a case a scalable metric should be developed to record and track the types of interventions to be completed by program staff. 23 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

24 Considerations for program redesign Theme Program development opportunity Targeting and Intervention Use of predictive analysis in Firm Selection Model The system partners should collaboratively identify and establish a methodology and criteria to enable more timely workplace interventions with firms experiencing poor health and safety records. The use of current performance metrics and predictive analysis should be considered in the Firm Selection Model to ensure that issues within firms are quickly and proactively addressed to reduce risk and potential cost to the employee, employer, WSIB and system partners. The Firm Selection Model should be made available to the public through the partner s websites. This would increase program transparency and enhance employers understanding of why they have been selected for intervention. Intervention types and data analytics A series of workplace interventions should be developed to ensure the widest possible coverage of Ontario s workplaces based on results output from the Firm Selection Model and other targeting methods. Workplace interventions by type should be tracked and analyzed. This analysis will also be of use to determine which type(s) are most effective in order to inform future resource deployment. Consistent criteria should be created to identify the type of workplace interaction which is appropriate for the employer s circumstances, risk profile and health and safety system which may be in use. The use of current injury data (i.e., subsequent to the intervention) should also be considered to determine which interactions are most effective at sustaining improved health and safety performance. Factors to consider may include injury profile, firm size and injury results by full-time equivalent (FTE). Targeted interventions - A detailed analysis of multi-site operations identified during the selection process should be completed to ensure that the location(s) and incidents responsible for poor performance are targeted and reviewed during the intervention. This analysis will enable program resources to be deployed to areas of highest risk within selected organizations. 24 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

25 Considerations for program redesign Theme Program development opportunity Outcomes and Reporting Dashboard reporting The program should develop and implement reports and dashboards to enable tracking and ongoing performance for key metrics such as lost time injuries (LTI) and high impact claims for firms which have been selected for intervention. Use of these types of analytics will assist health and safety system partners in identifying those firms which are chronic repeaters in the selection process in a more timely manner. In addition, positive outcomes for firms that have embraced health and safety as a result of interaction with the program may be identified. Where possible, this trending data should be shared with other partners in the health and safety system to ensure that appropriate and targeted interventions are executed. Continuous program improvement The program should develop and implement a process to obtain feedback from stakeholder groups (e.g., employers, workers, system partners) to assess the program s effectiveness and delivery compared to its goals and objectives. Feedback obtained through the process (e.g., program experience surveys completed by firms which have participated in an intervention) should be evaluated by program management and staff to identify solutions in order to address noted concerns. 25 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

26 Considerations for program redesign Theme Program development opportunity Data collecting and sharing - As part of the program design consideration should be given to ensure that data, results and other program information can be shared and reported across the system partners as required. The program should consider an inventory of the relevant data, classification of data, ranking (i.e., who has access to the data) and how the planned use of data aligns with management s decision making. Information Technology Systems 26 WSIB - Workwell Program Value for Money Audit - DRAFT FOR DISCUSSION PURPOSES ONLY

27 Deloitte, one of Canada's leading professional services firms, provides audit, tax, consulting, and financial advisory services through more than 6,200 people in 50 offices. Deloitte operates in Québec as Samson Bélair/Deloitte & Touche s.e.n.c.r.l. The firm is dedicated to helping its clients and its people excel. Deloitte is the Canadian member firm of Deloitte Touche Tohmatsu. Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, its member firms, and their respective subsidiaries and affiliates. As a Swiss Verein (association), neither Deloitte Touche Tohmatsu nor any of its member firms has any liability for each other's acts or omissions. Each of the member firms is a separate and independent legal entity operating under the names "Deloitte," "Deloitte & Touche," "Deloitte Touche Tohmatsu," or other related names. Services are provided by the member firms or their subsidiaries or affiliates and not by the Deloitte Touche Tohmatsu Verein. 27 WSIB/CRA Registration Program Value for Money Audit Member of Deloitte Touche Tohmatsu