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Strategic goals
WorkSafeBC holds itself accountable for meeting its strategic goals and reporting its progress to its stakeholders in an open and accessible manner. To help measure and communicate that progress, WorkSafeBC tracks several key performance indicators. These indicators are tied directly to the WorkSafeBC's Strategic Plan and are used to measure the WorkSafeBC's progress against its major corporate goals.
Beyond simply acting as a balanced scorecard, these performance indicators provide direction, promote accountability, promote cross-divisional thinking, and provide an explicit link between objectives and actions.
Although there are several performance measures used within each division at WorkSafeBC, the following table shows the main indicators of the WorkSafeBC's organizational performance as a whole. They reflect the broadest and most fundamental objectives set out in the WorkSafeBC's strategic plan, and collectively they provide a bird's-eye view of the WorkSafeBC's operational performance.
2007 highlights at a glance
The following chart provides a quick overview of the WorkSafeBC's performance targets and results for the year 2007. In each measurement category, you'll find the WorkSafeBC's target goal, actual result achieved, and 2008 target.
For more information, visit WorkSafeBC's 2007 Annual Report and 2008-2010 Service Plan.
|
Key objective/ |
2007 |
2007 result |
2008 target | |
|---|---|---|---|---|
|
Reduce the provincial injury rate (the number of short-term disability claims accepted by WorkSafeBC per 100 person-years of employment) |
3.06 |
3.07 |
3.04 |
|
|
Reduce the average short-term claim duration |
45.4 days |
46.3 days |
46.3 days |
|
|
Improve return-to-work outcomes for workers in vocational rehabilitation |
75% |
81.8% |
75% |
|
|
Improve timeliness of initial short-term disability payments |
17.5 days |
18.4 days |
18.0 days |
|
|
Improve injured workers' rating of overall experience with WorkSafeBC |
71% |
73% |
73% |
|
|
Improve employers' rating of overall experience with WorkSafeBC |
79% |
78% |
78% |
|
|
Raise public confidence |
82% |
82% positive |
82% positive |
|
|
Achieve an Accident Fund ratio (smoothed basis), including reserves, in the range of 100 to 130 percent 1 Achieve a funding level reflecting 100 percent of the target Capital Adequacy Reserve |
121%
— |
125%
34% |
—
50% |
|
|
Attain an aggregate premium rate between $1.25 and $2.25 (per $100 of assessable payroll) |
$1.67 |
$1.66 |
$1.55 |
|
|
Control administration costs (per $100 of assessable payroll) (previous method) Control administration costs (per $100 of assessable payroll) (new method) |
$0.39
$0.35
|
$0.36
$0.33
|
—
$0.34
|
|
|
Improve decision making throughout WorkSafeBC, ensuring consistency with legislation and policy (proportion of issues leading to overturned decisions at the review and/or appeal level due to WorkSafeBC error in law or policy) |
Review level: |
2.0%
|
1.3%
|
2.0%
|
|
Appeal level: |
2.5%
|
2.4% |
2.5%
|
|
1In 2007, WorkSafeBC’s Board of Directors approved the establishment
of a Capital Adequacy Reserve, which significantly changes how WorkSafeBC reports on its funding level. In past years, WorkSafeBC stated its targets in terms of the funded ratio. Targets in this area will now be based on a formal capital adequacy methodology.