2017-2019 strategic plan - worksafenb...environment including an aging workforce, rising health care...

2017-2019 STRATEGIC PLAN

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


TABLE OF CONTENTS

WORKSAFENB: WHO WE ARE

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.

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.

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Dorine Pirie, WorkSafeNB Chairperson

On behalf of WorkSafeNB’s board of directors, I am very pleased to present our 2017-2019 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.

WORKING TOGETHER WITH OUR STAKEHOLDERS

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.

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.

Effective Return-to-work ProgramOne 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 2017-2019 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.

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Sticky Note

Unmarked set by DooleyL

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.

BOARD OF DIRECTORS

Members representing Employers

James Stanley

Julie Marr

Haley Flaro, Vice-Chairperson

Dorine Pirie, Chairperson

Michèle Caron Hector Losier Maureen Wallace

Lucien Sonier David Ellis

Tim Petersen, Acting President & CEO

Members representing

Workers

Vacant 5

SETTING WORKSAFENB'S STRATEGIC DIRECTION

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 2017-2019 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.

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WORKSAFENB'S STRATEGIC DIRECTION: OUR VISION AND OUR MISSION

WORKSAFENB’S

VISION WORKSAFENB’S

MISSION Healthy and safe workplaces and a sustainable workers’

compensation system in New Brunswick.

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

HOW DO WE REALIZE OUR VISION

WORKSAFENB’S

VALUES Core value The client is the priority.

Accountability Adhere to evidence-based disciplines, share all results, and communicate honestly and transparently.

Caring Service Create an exceptional service experience by treating clients with kindness and concern.

Excellence Aspire to flawless execution and never take shortcuts on quality.

Innovation Transform the way we work, inspiring each other to continuously improve and empowering colleagues to offer creative ideas.

Integrity Demonstrate the highest standards of professionalism, ethics, and personal responsibility.

Respect Treat everyone with respect – workers, their families, employers, stakeholders, and our colleagues.

Safety Passionately protect the safety of our clients and colleagues.

Teamwork Optimize the service experience through collaboration and by leveraging the unique talents of each team member and our community partners.

Caring Service

The client is the priority.

Core Value

Accountability

Respect Safety

Teamwork Innovation

Integrity Excellence

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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.

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STEWARDSHIP

We will demonstrate transparency, accountability and commitment to our stakeholders through disciplined governance practices and responsible stewardship of the system. STEWARDSHIP GOAL

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%

Measure 2016 Result 3-Year Target

RISK MANAGEMENT Top Stewardship Risks:

Balancing Benefits and Assessment RatesImpact 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)

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HOW WILL WE ACHIEVE OUR STEWARDSHIP GOAL?

Stewardship Goal

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

Key Action 1A: Provide input on phase III of the

legislative review

Key Action 2A: Improve access to board records

Key Action 2C: Participate in the Workers’ Compensation Task Force

established by GNB

Key Action 2G: Support value-for-money audit undertaken by the

Office of Auditor General

Key Action 2B: Report progress on

mandate letters

Strategy 3: Enhance governance performance through Board

evaluation and professional development

Key Action 3B: Review board committee

structure

Key Action 3A: Establish skills matrix for board appointments

Key Action 3C: Examine board evaluation methodology

Key Action 2D: Finalize enterprise risk

management framework

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

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Key Action 2E: Advance an enterprise-

wide approach to business intelligence and

information sharing

Key Action 2F: Develop new target(s) to

report on progress in achieving the Support

Goal

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Investment Goals and Objectives

SUSTAINABILITY

We will ensure system sustainability while achieving appropriate assessment rates for employers and full funding, which guarantees security of payment for injured workers. SUSTAINABILITY GOAL

TARGET & MEASURE


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


Funding Position 112%

In 2019, at a minimum, we will maintain a 110% funded liability

Determining Continued Eligibility for Loss of Earnings

Benefits

Three-Day Waiting Period

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HOW WILL WE ACHIEVE OUR SUSTAINABILITY GOAL?

Sustainability Goal

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

Key Action 4A: Explore assessment rate

options

Key Action 5A: Explore

investment models

Key Action 6A: Explore options benefiting both

workers and employers to distribute funds when over funding target

Strategy 7: Ensure effective and efficient administration of the system

Key Action 7B: Finalize service agreement with

GNB as a self-insured

employer

Key Action 7A: Improve

stakeholder access to

WorkSafeNB administration

information and data

Key Action 5B: Review hybrid

model to purchase goods

and services

Key Action 5C: Initiate enhancements of

WorkSafeNB’s financial management system Key Action 7C:

Zero increase to administrative budget for 2018

Key Action 4B: Implement a toll-free tip line to report fraudulent activity and abuse to the

system

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STAKEHOLDER ENGAGEMENT

We will engage our stakeholders in meaningful dialogue, relationships, partnerships and decision-making to ensure a sustainable workplace health, safety and compensation system.

STAKEHOLDER ENGAGEMENT GOAL

TARGETS & MEASURES



Stakeholder confidence N/A N/A - Baseline Year

N/A - Baseline Year

N/A - Baseline Year Stakeholder perception of

the balance of the interests of workers and employers.

N/A

Number of decisions rendered by WorkSafeNB’s board that incorporated stakeholder feedback.

N/A

Governance - Engaging Stakeholder Technical

Committees in Legislative & Regulatory Reform

RISK MANAGEMENT Top Stakeholder Engagement Risks:

Stakeholder Confidence Government Confidence

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HOW WILL WE ACHIEVE OUR STAKEHOLDER ENGAGEMENT GOAL?

Strategy 9: Consult with our stakeholders by asking for their input on

programs, policies, and legislation

Key Action 9B: Lead development of the Issues Resolution Working Group

as outlined in the mandate letter from Government

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.

Strategy 8: Inform our stakeholders by proactively providing relevant and timely information, being

accessible via multiple communication channels, and ensuring transparency and accountability

Key Action 8B: Launch new corporate website

Key Action 8C: Produce easy-to-understand

resources about WorkSafeNB, WorkSafeNB’s Rehabilitation Centre

(WRC), and our processes

Stakeholder Engagement Goal

Key Action 8D: Create orientation, including a tour of the

WRC, for newly elected officials and Workers’ Compensation Appeals Tribunal

(WCAT) members

Key Action 9A: Consult with the medical community on key issues such as opioids and marijuana for medical purposes

Key Action 9C: As part of the enhanced policy consultation, solicit feedback for all policies under review

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Stakeholder Engagement Goal

Strategy 10: Involve our stakeholders in the identification of

issues and the development of solutions

Strategy 12: Empower key stakeholders by investing time, effort, and resources into organizations that

help WorkSafeNB realize its vision

Strategy 11: Collaborate with key stakeholders by

partnering to accomplish shared objectives and inspiring stakeholder confidence

HOW WILL WE ACHIEVE OUR STAKEHOLDER ENGAGEMENT GOAL?

Key Action 12A: Involve and collaborate with safety

associations in the development of initiatives

Key Action 12B: Empower Standing Committee on

Construction-related Issues

Key Action 11A: Host quarterly stakeholder engagement

meetings

Key Action 11B: Improve relations with GNB

Key Action 10A: Establish regular forum with

Crown corporation CEOs

Key Action 10B: Involve stakeholders to inform the board’s

position on phase III of the legislative review

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Safety Achievement

Financial Incentive System (SAFIS)

SAFETY

We will vigorously pursue a safe work culture that will lead to a decline in workplace injuries. SAFETY GOAL

TARGETS & MEASURES

2016 Result 3-Year Target

RISK MANAGEMENT Top Safety Risk: Self-Insured Health and Safety Performance


Measure

2016 Target: <2.99 Results: 3.06

By 2019, the workplace injury frequency rate per 100 FTE will be

<2.99

By 2019, the percentage of workers and employers who believe their

workplace has a safe work culture will meet or exceed 90%

In 2019, WorkSafeNB’s lost-time workplace injury frequency rate per

100 FTE will remain among the three lowest jurisdictions in Canada

(top quartile)

Lost-time workplace injury frequency rate per 100 FTE

in NB

WorkSafeNB’s lost-time injury frequency rate per

100 FTE was the 2nd lowest in Canada (1.15*)

*2015 results

Perceptions of Health and Safety Culture Survey

Employer Target: 90.7% Employer Result 90.1% Worker Target: 76.2% Worker Result 81.2%

Workplace injury frequency rate per 100 FTE

in NB

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HOW WILL WE ACHIEVE OUR SAFETY GOAL?

Safety Goal

Strategy 16: Advance safety standards in

New Brunswick through legislative recommendations and occupational health and

safety (OHS) enforcement

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

Key Action 13D: Work with industry to

mitigate violence in healthcare

Key Action 13A: Waste collection

Key Action 13C: Garages

Key Action 13B: Nursing homes

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 multi-channel format

Key Action 15B: Expand elementary school Safety Days

throughout NB

Key Action 15C: Partner with safety

organizations that share WorkSafeNB’s vision

Key Action 15D: Build model for youth

leadership forum

Key Action 15E: Launch campaign to prevent workplace

injuries in young workers

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 Construction- related Issues

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Review of Claim-Related

Decisions by the Issues Resolution

Office

SERVICE

We will create a client-centred service experience for each person we serve. SERVICE GOAL

TARGET & MEASURE


RISK MANAGEMENT Top Service Risks:

Aging Systems Meeting Service Delivery Expectations for Claims


Client Satisfaction 2016: N/A By 2019, worker and

employer satisfaction with service delivery will meet or exceed

80% 2014: Injured Worker: 67.2%

Employer: 79.8%

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HOW WILL WE ACHIEVE OUR SERVICE GOAL?

Service Goal

Strategy 18: Use technology to support a

client-centred service experience

Key Action 18A: Define information technology (IT)

business requirements for core system modernization

Strategy 17: Resource, create, and continuously improve a service delivery model

where clients are the priority

Key Action 17A: Complete client segmentation and

journey mapping

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

Strategy 19: Demonstrate our leadership’s commitment to client-centred

service throughout WorkSafeNB

Key Action 19A: Implement Lean Six Sigma throughout WorkSafeNB

Key Action 19B: Establish a project management

office

Key Action 19C: Mature WorkSafeNB’s change

management discipline

Key Action 20A: Develop a process for client insight,

service experience measurement and complaint handling

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

Strategy 20: Engage with our clients and

stakeholders to ensure their voices are heard

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SUPPORT

We will support workers in recovering from workplace injuries and support employers experiencing the impacts of workplace injuries. SUPPORT GOAL

TARGET & MEASURE


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


TBD N/A TBD

Care Allowance

Home Care and

Independence Workers Under 21

Conditions for

Entitlement – General Principles

Permanent Physical

Impairment

Identifying Suitable

Employment

Medical Aid -

Medical Purposes

Marijuana for

(New)

Personal Non-compensable Intervening Conditions

During Rehab.

Calculation of Benefits

Vocational Rehabilitation

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HOW WILL WE ACHIEVE OUR SUPPORT GOAL?

Support Goal

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 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 22A: Provide ongoing training and coaching for claims

management staff

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

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HOW WILL WE ACHIEVE OUR SUPPORT GOAL?

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

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

Strategy 24: Advance and implement leading practices

to facilitate staying at work during recovery and safe return-to-work

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

Support Goal

Strategy 25: Advance and implement leading

practices in adjudication in an ever changing environment

Key Action 25A: Evaluate and modernize process for

call intake and management, calculating annuity benefits and first

adjudication decision

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STAFF ENGAGEMENT

We will have high performance teams that are competent, engaged and empowered to achieve WorkSafeNB’s strategic goals.

STAFF ENGAGEMENT GOAL

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


N/A

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Staff Engagement Goal

HOW WILL WE ACHIEVE OUR STAFF ENGAGEMENT GOAL?

Key Action 27A: Review human resources directives and

processes for strategic alignment

Strategy 27: Transform the Human Resources

department role and business processes to one of strategic partner

Key Action 28A: Review

WorkSafeNB’s Code of Ethics

Key Action 28C: Further WorkSafeNB’s internal Safety

Leadership program, including psychological wellness

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 28B: Support staff efforts

of community involvement

Key Action 26B: Expand flexible work

arrangements

Strategy 26: Leverage staff engagement survey results

Key Action 26C: Define and develop innovation culture

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Staff Engagement Goal

HOW WILL WE ACHIEVE OUR STAFF ENGAGEMENT GOAL?

Key Action 29B: Further develop

leadership capability and define leadership

competency model

Strategy 29: Deliver innovative and proven talent management initiatives, including succession

planning and a robust performance development system.

Key Action 29A: Develop WorkSafeNB

competency framework

Key Action 29C: Restructure employee

performance development and

professional development approach

Strategy 30: Use evidence-informed practices, and technology, to advance the

human resource functions to support the work of the organization.

Key Action 30A: Upgrade and enhance WorkSafeNB’s human resources management

system and reporting capabilities

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PUBLISHED BY:

WorkSafeNB 1 Portland Street P.O. Box 160 Saint John, N.B. E2L 3X9 Canada

www.worksafenb.ca 1 800 222-9775


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