< PreviousEach year the Workers Compensation Board of Manitoba (WCB) develops a Five Year Plan – a synopsis of the initiatives the organization intends to pursue in order to achieve its vision, A trusted partner, insuring today and building a safer tomorrow.The WCB’s strategic plan communicates a clear direction and guides the organization in fulfilling an expanded prevention mandate and maintaining its delivery of high-quality compensation and return to work services. Over the next five years, the WCB will continue to execute the strategic plan according to four priorities:INTRODUCTIONourcustomers38 | WCB 2018 – 2022 FIVE YEAR PLAN80Strategic Priority:Understanding the diverse needs and expectations of workers and employers while providing proactive and relevant services.Goals:• To enhance our culture to ensure our customers and their needs are at the centre of all we do.• To leverage information and technology to make it easy to do business with us. • To deliver excellent services and programs to meet the diverse needs and expectations of our customers.Major Initiatives:Enhance customer service throughout our organization The WCB is committed to continuously seeking out new and innovative ways to enhance service to our customers. The WCB will continue to develop comprehensive customer service initiatives, implementing recommendations from the customer journey maps for workers and employers, improving the overall customer service experience, and enhancing ways for customers to provide feedback. Improve our customers’ compensation and Return to Work experienceThe WCB understands and cares about the diverse needs of our customers. The WCB will continue to implement best practices in customer service and Return to Work by making improvements in telephone service and providing enhanced training in best practices. Improve employers’ experience with our assessment processes The WCB is committed to continuing to implement enhanced online services for employers including making improvements to online payroll reporting and implementing online account statements.OUR CUSTOMERSFive Year Targets: In the five year period covered by this plan, the WCB is focused on the following milestones:in customer satisfaction of employers and injured workers80Achieve at least %of claims paid within 14 days of injury70Achieve at least %WCB 2018 – 2022 FIVE YEAR PLAN | 3981Strategic Priority:Protecting the integrity of the compensation system, honouring our governing principles and delivering on our mandate. GOALS:• To continuously improve system performance. • To ensure all workplace partners in the compensation system — the WCB, workers and employers — understand and act on their rights and responsibilities.• To maintain a balanced and financially sound system.• To ensure injured workers have a timely return to health and meaningful work. Major Initiatives:Revise the rate model to ensure balance and fairnessThe WCB will continue to implement a new rate model, making changes to the current model to enable a smooth transition to the new model, and communicating extensively with stakeholders.Design and implement electronic healthcare reporting and billing Healthcare providers play a vital part in the recovery and return to work of injured workers. In order to improve the quality, timeliness and efficiency of reporting and billing processes, the WCB has launched a multi-year project to enable electronic healthcare reporting and billing from doctors, chiropractors and physiotherapists.Use business intelligence to continuously drive excellence The WCB is committed to continuously utilizing and enhancing our data analytic capabilities through business. Access to rich WCB data gives our organization timely information to support performance monitoring, operational decision-making, strategic planning, and service improvements.Evolve our technical infrastructure to support collaboration, innovation and mobilityThe WCB is committed to enhance our technology to support strategic initiatives, collaboration, innovation, and online capabilities. Improvements include modernizing and simplifying the technical infrastructure and improving the online applications available to external customers and stakeholders. Improve Return to Work practicesThe WCB is committed to promoting the value of Return to Work and supporting best practices in Return to Work. This includes helping workplaces increase the effectiveness of their Return to Work programs, delivering Return to Work training, and ensuring the WCB provides quality services to assist workers to return to meaningful and productive work as soon as safely possible after an injury. OUR SYSTEM 40 | WCB 2018 – 2022 FIVE YEAR PLAN82Five Year Targets: In the five year period covered by this plan, the WCB is focused on the following milestones:of injured workers returning to health and meaningful work after 10 days70Achieve at least of injured workers returning to health and meaningful work after 60 days95Achieve at least 1Achieve and maintain an average assessment rate at under Maintain the accident fund reserve in keeping with the 130funding ratio target%%$%WCB 2018 – 2022 FIVE YEAR PLAN | 4183OUR PARTNERS Strategic Priority:Collaborating with our partners to deliver superior services and build a safer Manitoba.Goals:• To facilitate collaboration with our partners.• To build community capacity to promote safe workplaces.• To enhance our public reputation and increase stakeholder confidence.Major Initiatives:Support new and existing industry-based safety programsTo achieve its goal of reducing the number and severity of workplace injuries and illnesses, SAFE Work Manitoba is committed to working in partnership with existing industry-based safety programs and directly supporting the establishment of new safety programs in additional industries.Stakeholder outreach strategyThe WCB is committed to collaborating with partners and continues to reach out to stakeholders to deliver information and resources and gather feedback through new channels such as the Manitoba Chambers of Commerce AGM, the first ever WCB Return to Work Conference (in collaboration with the Manitoba Chambers), and the Winnipeg Chamber of Commerce’s Small Business Forum and Healthy Workplaces Program. The WCB also expanded its outreach by increasing the organization’s presence at trade shows for the purposes of promoting Return to Work. Five Year Targets: In the five year period covered by this plan, the WCB is focused on the following milestone:Increase the percentage of WCB-covered payroll served by an industry-based safety program to 72or more%42 | WCB 2018 – 2022 FIVE YEAR PLAN84Strategic Priority:Engaging our employees to harness their commitment and passion. Developing our capabilities and our capacity to excel.Goals: • To support staff and enhance their ability to provide excellent customer service.• To increase staff commitment and engagement.Major Initiatives: Implement initiatives to engage employeesThe WCB is committed to increasing staff engagement and to enhancing collaboration to better serve our customers. The WCB will continue to conduct regular employee engagement surveys, implement action plans emerging from those surveys and regularly solicit input from staff about their work and the organization. The WCB has implemented a mental health strategy as well as workforce management strategies that ensure alignment with our strategic plan.Enhance our leadership developmentStrong leadership is essential to accomplishing organizational goals. The WCB will continue to support its leaders through training and development and by providing change management tools and strategies. Build skills and competencies to support our innovation cultureThe WCB is committed to finding new and better ways to provide service and to making our system more responsive, efficient and effective. The WCB will continue to implement agile innovation projects and support leaders in developing an innovation culture.Renew our physical work environment The WCB has developed an office renewal plan to allow for a more effective workspace to meet the needs of the organization and work has begun on implementing improved office space for Compensation Services.OUR PEOPLEFive Year Targets: In the five year period covered by this plan, the WCB is focused on the following milestone:in employee engagement Achieve at least 80%WCB 2018 – 2022 FIVE YEAR PLAN | 4385Goals:• To prevent and continuously reduce the number and severity of workplace injuries and illnesses.Major Initiative:Implement SAFE Work Manitoba’s Strategic PlanSAFE Work Manitoba will continue to implement key objectives, including supporting and enhancing new industry-based safety programs, implementing SAFE Work certification and prevention rebate programs and developing the technology to support prevention.Five Year Targets: In the five year period covered by this plan, the WCB is focused on the following milestones: 2018 - 2022 FIVE YEAR PLANSAFE WORK MANITOBA 2018 – 2022 FIVE YEAR PLAN | 86Time Loss InjuriesAchieve a rate of 2.413,200 or lessReduce the number toor less per 100 full time workersSevere InjuriesAchieve a rate of 0.52,450 or lessReduce the number toor less per 100 full time workersSAFE WORK MANITOBA 2018 – 2022 FIVE YEAR PLAN | 87or less Days Lost to Workplace Injury or IllnessAchieve a rate of 1.46 785,000 or lessReduce the number toor less per full time workerPercentage of WCB-Covered Payroll that is SAFE Work Certified42Achieve at least %2018 – 2022 BUDGETED AND PROJECTED FINANCIAL STATEMENTSThe pro-forma financial statements for the years 2018-2022 present the financial outcomes of the strategic and operational plans of the WCB. The average assessment rate is maintained at $0.95 throughout the five year plan. A surplus distribution is planned commencing in 2019, with a goal of reducing the funding ratio toward the 130 per cent policy target. WCB revenues include:Premium revenue: this amount represents a combination of estimated annual assessable payroll and the average assessment rate, using reasonable assumptions for economic and inflationary growth. The average assessment rate used in the Five Year Plan is $0.95. Investment revenue: this amount represents a return that is consistent with the WCB’s investment portfolio profile. A steady rate of return of six per cent is used throughout the Plan, as it is not possible to predict investment markets. Actual results in this area will vary and fluctuations can be significant.WCB expenses include:Claim costs: this amount assumes the injury rate will decline during the Five Year Plan period and includes a reasonable assumption for cost inflation. Fluctuations in claim costs can occur if there is an increase to injury rates, very expensive claims, a change in the mix of old and new claims, or a change in average claim duration. Operating expenses: this amount represents salaries, employee benefits, infrastructure, the Appeal Commission, the Research and Workplace Innovation Program, SAFE Work Manitoba and administrative costs.46 | WCB 2018 – 2022 FIVE YEAR PLAN88Proforma Statement of Financial Position (unaudited)As at December 31 (in thousands of dollars)2017 Actual2018 Budget2019 Projection2020 Projection2021 Projection2022 ProjectionAssets$2,007,428$2,034,957$2,021,309$2,003,586$1,981,354$1,958,170Liabilities1,349,1091,376,1391,408,9821,438,4121,463,9891,488,683Funded position658,319658,818612,327565,174517,365469,487 $2,007,428$2,034,957$2,021,309$2,003,586$1,981,354$1,958,170Funding ratio148.8%147.9%143.5%139.3%135.3%131.5%Proforma Statement of Operations and Comprehensive Income (unaudited)For the years ending December 31 (in thousands of dollars)2017 Actual2018 Budget2019 Projection2020 Projection2021 Projection2022 ProjectionProjected average assessment rate$1.10$0.95$0.95$0.95$0.95$0.95Premium revenue$243,597$214,141$218,415$219,660$220,112$223,662Investment income129,76995,78496,29395,07893,69792,443Revenue373,366309,925314,708314,738313,809316,105Claim costs incurred191,072205,326208,288205,580202,661203,366Operating expenses100,259104,100106,388108,841111,109112,580Total expenses291,331309,426314,676314,421313,770315,946Operating surplus82,0354993231739159Surplus distribution-- (46,523) (47,470) (47,848) (48,037)Net surplus (deficit)82,035499 (46,491) (47,153) (47,809) (47,878)Other comprehensive (loss) income (25,017)-----Total comprehensive income (loss)$57,018$499$ (46,491)$ (47,153)$ (47,809)$ (47,878)WCB 2018 – 2022 FIVE YEAR PLAN | 4789Next >