the new work reintegration program

Workplace Safety and Insurance Board | Commission de la sécurité professionnelle et de l’assurance contre les accidents du travail

The New Work Reintegration Program

Transportation Safety Group

May 18, 2011

Gail Kovacs, Director and Practice Lead, Work Reintegration Program Development

Workplace Safety and Insurance Board


The Legislative Mandate of the WSIB

■ The WSIB operates within a defined legislative mandate. That mandate is comprised of four key elements, which can be summarised as follows:

– To promote health and safety in workplaces

– To facilitate the return to work and recovery of workers

– To facilitate the re-entry into the labour force of workers and spouses of deceased workers

– To provide compensation and other benefits

■ The existence of this legislative mandate sets clear parameters in which the WSIB must operate

2


Case for Change

■ Duration had increased at every window

■ The number and level of locked-in LOE awards had been rising

■ The WSIB’s Return to Work (RTW) and Labour Market Re-entry (LMR) programs had limited success with overall poor employment outcomes for injured workers

■ Injured workers concerned about “retraining for jobs that don’t exist”

■ Employers concerned about escalating costs

■ Too many injured workers not being re-employed with injury employer and the cost of LMR was transferred to the Unfunded Liability (UFL):

- 77% of workers in LMR had re-employment rights but did not RTW with the injury employer

- 48% of LMR cases have SIEF relief, at an average of 66%- most workers enter LMR just before or after the ER window closes

3


Value for Money Audit Recommendations

1. Integrated Work Re-integration Model

2. Employer Accountability

3. Cost Management

4. Service Quality

5. Worker Input and Choice

6. Complaint Management

4


Leading Practices in WR

■ Focus on “ability” rather than “disability”

■ Employer accountability for work reintegration

■ Worker centric work reintegration principles and approaches

■ Worker self-determination

■ Incentive programs for employers to retain or hire injured workers

■ Benefit schemes that remove long-term benefit dependency

■ Enhanced case management approach

■ Professionalization of staff responsible for work reintegration service to injured workers

5


Work Reintegration (WR) Model

■ The Vision – Reintegration into decent, safe , and sustainable employment, maintaining the dignity of the worker

■ The Goal - Employment.

■ The Principles

1. Maintain the employment relationship, wherever possible, between the worker and the injury employer, all parties have a shared obligation.

2. Provide effective and meaningful input and choice on the part of the worker,

3. Maintain high standards for services provided by WSIB staff, contracted parties, to ensure effective, quality services that achieve desired employment outcomes.

4. Manage the costs of the program but do not be managed by the cost.

5. Ensure workers are fairly compensated for wage loss, recognizing the difference between pre-injury earnings and post-injury earning ability.

6


New and Improved Features

■ Employer support with disability management programs

■ Early intervention in RTW and work transition (WT)

■ Retraining to remain with injury employer

■ Active engagement of injury employer

■ Accommodation requirements

■ Penalties for employer non-cooperation

■ More pathways for workers

7


New and Improved Features

■ Worker choice / motivation and cooperation defined

■ Program time limits

■ Recognition that part-time employment may be the best option

■ Relocation assistance

■ Employment placement and retention support services

■ Expanded Experience Rating window (3 4 years)

8


Roles within WR Program

■ Case Manager

– Set RTW and recovery goals and make appropriate decisions based upon legislation, policy and good practices

– Plan activities in collaboration with the workplace parties, complete with dates, milestones, and best outcomes required to achieve RTW and recovery and create a service plan to achieve the best outcome and enable timely follow-up and effective monitoring

– Co-ordinate and take action on planned activities and timely interventions and ensure workplace parties are well informed about what is happening, who is accountable, and what to expect

■ Return to Work Specialist

– Facilitate return to work by educating workplace parties on return to work principles and best practices, the benefits of return to work and services available, the return to work process, the employer's and worker's rights and obligations under the Workplace Safety & Insurance Act and relevant policies and procedures as well as available resources

– Identify and clarify issues relevant to the RTW process and any other matters that present barriers to RTW or are pertinent to the case

– Offer dispute resolution services such as mediation when education and guidance has not resulted in a successful return to work

– Establish the RTW goal and the intervention(s) to overcome obstacles to positive RTW outcomes

9


Roles within WR Program

■ Work Transition Specialist (New)– Provide expert advice, direction, vocational rehabilitation counselling and

support workers and employers to coordinate the work transition process– Identify appropriate and realistic work transition options for workers, such as

direct job entry or skills training, part-time employment, training on the job or direct job placement assistance

■ Employer Liaison Specialist (Refocused)– Assisting workplaces in understanding sector profiles and how to use them to

improve their disability management and RTW programs– Providing workplaces RTW and duration trends, information, data and

analyses to assist them in developing and implementing effective programs and approaches which will improve disability management and return to work and positively impact persistency and injury rates.

– Encourage and assist workplaces to build a network of job opportunities within own industry and identify placement opportunities to link workplaces to each other for disability management and return to work purposes

10


Work ReintegrationTouch-points

11

DOI

WT Plan approved – no later than 1yr

Adjust and amend WT plan, as required

WT plan closure and RTW outcomes communicated

RTWS meeting @ no later than 12wks

CM addresses RTW barriers

Initial meeting between worker, CM & WTS – between 6-9 months

ELS assist with RTW Program Development,

as neededCM = Case Manager WTS = Work Transition SpecialistELS = Employer Liaison Specialist RTWS = Return-to-Work Specialist WPPs = Workplace Parties

WTS meeting @ workplace with WPPs

Vocational Assessment completed, if needed

Vocational Assessment discussed with WPPs


Work Reintegration (WR) Policy Overview

■ Five interim principle-based WR policies and one draft NEER policy came into effect on December 1, 2010 and were developed to support the WSIB’s new WR program

■ Interim WR policies replace 24 existing policies covering ESRTW, re-employment and LMR

■ Intended to produce better return to work outcomes

■ Emphasis on greater accountability by workplace parties, and early WSIB involvement with ongoing support

12


Overview of Key Policy Concepts

13


WPP Non-Co-operation Penalties

14


Re-employment Penalties

15


Performance Measurement:

Introduction:

■ Institute for Work and Health (IWH) assisted in building the performance measurement and evaluation framework

■ Reporting has commenced and more will come

■ Data is building and maturing as more cases enter new program

■ Program is being refined based on early experience

Purpose:

■ To know if we’re doing better

■ Understand if our activities and strategies are producing intended results

■ To adjust and make mid-course corrections

■ Ensure success

16


WR Performance Measurement:Levels of Monitoring and Reporting:Establish accountability for results throughout the

organization:■ At the Corporate level■ At the Business line/Divisional level■ At the Team level■ At the Individual level■ At the Process level (including provider)

Methods:■ Information/data analysis■ Audits

– Case– Provider

■ Surveys– Annual Ipsos Reid– Continuous by WSIB

Dimensions:

17

WR ProgramPerformance Measures


Measurement Criteria

We have a comprehensive set of performance measures, for all dimensions and levels.

Some of the key measures are:

■ # and % of injured workers who RTW with injury employer and overall

■ # and % of injured workers who RTW within 3, 6, 12 months and 2, 4, & 6 years

■ Injured worker and employer satisfaction with WR services

■ Employed rate at end of work transition program

■ Costs of program vs. Benefit costs saved/avoided

■ Average cost of Work Transition programs overall and per employed worker

■ % of 100% LOE and overall average LOE at lock-in

18


WR Program Quantitative Benefits

1. Early Intervention

2. Reduced Volumes

3. Older Worker Pathway

■ Reduced average referral time from 21mths for LMR to 9mths for Work Transition = 12mths LOE

■ Alignment of incentive programs

■ WSIB active support in workplace to locate suitable work = LOE

■ Increased usage of statutory

lock-in for workers over 55yrs+

= LOE

19


WR Program Quantitative Benefits

4. Time limits for retraining

5. Provider Fees

6. Annual Operating Costs

■ Reduces average program length by one month = 1mth LOE

■ Fixed fees for next 2-4 years = cost control

■ Elimination of Primary Service Providers = operating costs

20


WR Model Qualitative Benefits

■ Better integration with case management; increased agility to respond to performance trends;

■ Significant reduction in perverse influence of profit motivation on program behaviour

■ Increased simplicity of communication and co-ordination of services between WSIB and workers

■ Increased clarity of accountability

■ Greater assurance of workers getting the service they need when they need it

21


WR Model Qualitative Benefits

■ Significantly improved quality of education and training, giving workers credible credentials to seek employment

■ Provides for workers to have more self determination in vocational choices

■ Increased consistency of services provided in similar circumstances

■ Improved management of expectations and provides for a reasonable level of investment within clear cost parameters

22


Director, WRP Development and Practice Lead WRP – Gail Kovacs

Manager Program Development (1)

Exec. Assist.Nicole Lindo

Exec. Sec. Christine Servello

Vice PresidentJudy Geary

Director, Program & Provider Effectiveness – Linda Kelly

Business Assistant (Shared) - Alana Gregoire

Manager, Labour Market

Information(1)

Program Development

Specialist (3) –

Labour Market Information

Specialist (4)

Manager, Quality Management – Maddy

Roppoli

Manager, Evaluation – Sophia Voumvakis

Quality Management Specialist (8) – Fil Viviani, Nina Hadjas, Denise Chai-Chong, Michelle Beehari

Contract Manager (2) –

Sr. Information Analyst (2) – James Brinker

Matthew Griffin

Work Reintegration Division

04/22/23

Summer Student (3) - TBD

Manager, Strategic Adult Education

Alliance(1)

Program Development Specialist (1)

Program Evaluation

Analyst (2) –

Information Analyst (1)

Complaints Officer (2) – Breda Neher


Work Reintegration Division approach

■ To do “with” and not “for” or “to”

■ Stakeholder identification and engagement processes

■ Focus on customer service

■ Full transparency and integration

■ Clear and consistent communications

■ Leadership by example

24


Overview of Program Development

25


Leadership

■ Researching and developing best practice

■ Leading on projects / committees

■ Providing Professional expertise / opinion

■ Building positive relationships – internally / externally

■ Providing technical support to service delivery

■ Professionalizing resources

■ Leading by example

26


Research and Development

■ Identifying emerging trends

■ Identifying gaps, issues and innovations

■ Determining best (better) practice

■ Recommending new programs / services or change to existing ones

■ Setting and reviewing standards

■ Developing guidelines, policies, procedures, briefing materials, formats, templates

■ Responding to sensitive issues

27


Promotion and communications

■ Developing communication strategies

■ Creating partnerships

■ Educating internal and external stakeholders

■ Promoting service and delivery

And with Program and Provider Effectiveness (PPE)

■ Collecting and evaluating data

■ Developing and managing CQI processes

■ Managing risk

28


Adult Education and Labour Market

■ Strategic roles

■ Keeping current and projecting trends

■ Researching best practice and recommending new programs and processes to external stakeholders to meet worker, employer and WSIB needs

■ Liaising with external stakeholders in order to collect information, develop and share best practice and influence direction

■ Providing guidance and advice based on expertise to Service Delivery and complaints officer

29


Program Development initiatives

■ Guidelines for EPS Providers and WSIB staff around motivation, cooperation and consent

■ Guidelines related to disclosing worker criminal records

■ Accessibility responsibilities within the Colleges

■ Template for College Progress Reports

■ Guidelines/expectations around Standardized assessments

■ Fine tuning of Transferable Skills Inventory / Analysis

■ Strategy for assisting workers with narcotic related issues

■ Strategy for collaborating with CPP

■ Removal of the stigma attached to “older workers”

30


Professionalization

31


Work Reintegration Contacts

■ Judy Geary – [email protected]

■ Gail Kovacs – [email protected]

■ Linda Kelly – [email protected]

■ Joanne Webb – [email protected]

■ Mike Curtis – [email protected]

■ John Mutch – [email protected]

32


Questions

33

the new work reintegration program

Documents