SASWH Annual Report 2012

Workplace health and safety:

a priority for all.

Saskatchewan Association for Safe Workplaces in Health (SASWH)

Annual Report 2012

From left to right: Sandra Cripps, new SASWH

CEO and Norma Wallace, Board Chairperson.

Message from the Board Chairperson

I am honoured to chair the Board of the Saskatchewan Association for Safe Workplaces in Health (SASWH) and to be part of a safety association with such dedicated and passionate Board members and staff.

The SASWH Board does an excellent job representing the health care employers, unions and workers across the province. Thank you to outgoing Board member Pearl Blommaert, Worker Director at Large - CUPE, for her commitment to worker safety and leadership on the SASWH Board.

The year 2012 was very busy for SASWH, full of change and progress. Through the ongoing hard work of our SASWH staff in the Regina and Saskatoon offices, our work towards the strategic goals including Safety Management Systems, the website, networking and training continues.

Following the resignation of the SASWH CEO, George Marshall, in October 2012 the SASWH Director of Operations, Bonnie Hender, stepped into the Interim CEO position, providing excellent guidance and leadership during our transition. The strategic direction is outlined in this Annual Report and we are excited about the strides being made and the potential for the future.

The Board is pleased to introduce our new Chief Executive Officer Sandra Cripps. Sandra started with SASWH on March 4, 2013. Many of you know Sandra as she has worked with many health regions, unions and in the health care field in Saskatchewan. Sandra came to SASWH from the Workforce Planning Branch where she has been the Director of Program and Resource Development. Over the past year Sandra has been the expert advisor to the Ministry of Health on the Culture of Safety Hoshin. Please join me in welcoming Sandra to SASWH as we continue to move towards our goals, ready for the challenges and achievements ahead.

The health care employers, workers, unions along with the many stakeholders in health care and occupational health and safety, continue to work together to keep health and safety a top priority in the workplace. We have a long way to go to eliminate workplace illnesses and injuries in health care but we can do it, working together to ensure the safety of all in our workplaces.

The SASWH Board of Directors thanks you for your efforts and commitment in creating safer workplaces.

Norma Wallace

Board Chairperson

________________________________________________________________________________________

Message from the Board Chairperson Saskatchewan Association for Safe Workplaces in Health (SASWH) Annual Report 2012 Page 1

Message from the

Acting CEO It has been an exciting three years since our Board of Directors took on the challenge to establish the infrastructure, mandate and strategic priorities for the Saskatchewan Association for Safe Workplaces in Health (SASWH). The Board's dedication to this organization has meant we have made significant achievements in the short time we have been in existence. Without the passion and commitment of our board members, SASWH would not be able to move forward on so many levels to achieve its vision and goals as an organization.

There were times when we experienced growing pains, as any new organization does. However, thanks to a dedicated team of employees and our Board, we have achieved many goals and continue to earn the trust of our members and partners. Together, we are moving forward in our efforts to support employers in eliminating injuries in the workplace.

In 2012, we were part of a monumental moment in workplace safety when several safety groups and CEOs signed the Safe Saskatchewan Health and Safety Leadership Charter on June 14 in Regina. SASWH is very proud to have made a public declaration of our commitment to make employee health and safety a priority for all.

Another milestone was promoting the adoption of the Safety Management System (SMS) in health care. In collaboration with other health care leaders, we developed an SMS that contains the procedures, forms, practices, training and communication necessary to manage health and safety in the workplace.

Building partnerships and launching initiatives is a priority for SASWH as we work to help eliminate workplace injuries. For example, we formed a partnership with the Workers Compensation Board and the Ministry of Labour Relations and Workplace Safety to work on a health care initiative to address workplace safety issues in Saskatchewan in a proactive way.

We held our first major event for health and safety in the health care industry in March, 2012 with our

conference/AGM "Bridging the Gap." We brought in speakers from Saskatchewan and outside the country - to address over 200 people wanting to learn more about promoting health and safety in their workplace. We are working to establish SASWH as the first choice for members seeking safety information, consultative and training services and our safety advisors have been assigned specific health employers (such as group homes, private care homes, health regions) to provide these services. Their primary focus is to assist employers in the development and implementation of a Safety Management System in their organization(s). Of particular focus are health sector firms targeted under the WorkSafe Saskatchewan initiative. I continue to be amazed by the talents and dedication of the people who work in all facets of health care in this province. Safety must be a priority for all if we are to continue to provide the best in health care today and in the future.

Sincerely,

Bonnie Hender Acting CEO and Director of Operations

________________________________________________________________________________________ Message from the Acting CEO Saskatchewan Association for Safe Workplaces in Health (SASWH) Annual Report 2012 Page 2

Board of Directors

SASWH is a non-profit association, established

March 12, 2010, that is funded by all health care

employers through a portion of their WCB

premiums. SASWH is governed by a board of

directors representing health services workers,

employers and unions with a vision to make

workplace health and safety: a priority for all. This

unprecedented, co-operative level of labour and

management participation is critical to SASWH's

success at eliminating injuries within the health

care sector.

Norma Wallace Chairperson - Worker Director Occupational Health and Safety Officer Saskatchewan Union of Nurses

Gregory Cummings Vice-Chairperson - Employer Director Chief Executive Officer Heartland Regional Health Authority

Vivienne Hauck Treasurer - Employer Director Chief Executive Officer Luther Care Communities

Pearl Blommaert Worker Director – Director at Large President Canadian Union of Public Employees, Local 4980

Marga Cugnet Employer Director Chief Executive Officer Sun Country Regional Health Authority

Garnet Dishaw Worker Director Labour Relations Officer Health Sciences Association of Saskatchewan

Lorna Hamilton Worker Director Special Care Aid, Kelvington Saskatchewan General and Government Employees Union

Michael Higgins Employer Director Vice-President, Human Resources & Communications Regina Qu’Appelle Health Region

Lori Johb Worker Director Unit Assistant, Medical Floor, Humboldt District Hospital Service Employees International Union West

Shelly McFadden Employer Director Director, WorkSafe & Employee Wellness Saskatoon Regional Health Authority

Corinne Pauliuk Employer Director - Director at Large President Regina & District Personal Care Home Association

Merv Simonot Worker Director Staff Advisor, Canadian Union of Public Employees

________________________________________________________________________________________ Board of Directors Saskatchewan Association for Safe Workplaces in Health (SASWH) Annual Report 2012 Page 3

SASWH Board of

Directors

Left to right:

Mike Higgins, Gregory

Cummings, Marga Cugnet,

Lorna Hamilton, Corinne

Pauliuk, Vivienne Hauck,

Lori Johb, Shelly

McFadden and Norma

Wallace.

Missing:

Garnet Dishaw, Pearl

Blommaert and Merv

Simonot.

CORE VALUES

OF SASWH

Health and Safety

Stewardship

Trust

Collaboration

Innovation

Respect

Transparency

Commitment

Team SASWH

____________________________________________________________

Vision and Mission Statement

The vision and mission were developed in part based on the WCB funding agreement and bylaws of the organization.

Our Vision: Workplace health and

safety: a priority for all.

Our Mission: To guide the health related

industry in the elimination of workplace illness and injury.

________________________________________________________________________________________ Operational Team, Vision and Mission Statement Saskatchewan Association for Safe Workplaces in Health (SASWH) Annual Report 2012 Page 4

Operations Team - L to R: Amy Johannsen (Finance Clerk), Stephanie

Rogal (Educator), Kelsi Ashfield (Administrative Assistant), Candice Jordan

(Coordinator), Shelly-Anne Mckay (Director of Communications). Missing:

Bonnie Hender (Director of Operations, Bay Vayachek (Executive Assistant

to the CEO).

Safety Advisors – L to R: Deb Taylor (Saskatoon Office – Health Regions:

Kelsey Trail, Prairie North, Prince Albert Parkland and Saskatoon), Jacquie

Griffiths (Saskatoon Office – Health Regions: Heartland, Sunrise, Group

Homes, Personal Care Homes, and Ambulances), Bev Ward (Regina Office

– Health Regions Cypress, Five Hills, Regina Qu’Appelle, and Sun Country)

Culture of Safety Hoshin

The Province has identified some strategic

initiatives to be achieved by applying Lean

principles to healthcare. Part of this process

is the identification of Hoshins, which are

system strategic deployment initiatives

known as “must do can’t fail” activities.

Hoshin Kanri – is a strategic decision-making

tool for an executive team that focuses

resources on the critical initiatives

necessary to accomplish the business

objectives of the organization.

The selective objectives (Hoshins) are

translated into specific services and

deployed to the implementation level of

the organization. (Source: The Toyota Way

to Healthcare Excellence by John Black.) A

Culture of Safety is one of the Provincial

Hoshins.

Please note that once the 2013-14 plan for

the Culture of Safety Hoshin is approved it

will be posted on the SASWH website

(www.saswh.ca) for your information.

Specific Initiatives

Priority 21

A select group of Saskatchewan employers have

been classified as Priority 21 (formerly Priority 17)

based on their time-loss frequency data through the

Saskatchewan Workers’ Compensation Board

(WCB) and the Ministry of Labour Relations and

Workplace Safety (LRWS).

This group will serve as the primary focus for the

Association’s efforts and is part of a three-way

strategy between SASWH, WCB and LRWS to

focus on prevention and the reduction of injuries

and disease in the health care sector. Due to the

fact this group has such a strong financial impact in

relation to direct costs for the entire health care

sector, SASWH has focused its efforts specifically

on this group. Reducing time-loss injury claims

among Priority 21 will result in lowering premium

rates for all health care employers in the province,

regardless of their size.

Culture of Safety: Focus on patient and staff safety

Health care has the highest workplace injury rate of any

industry in the province. All workplace injuries are preventable;

however, the health care industry has over 5,000 injuries per

year resulting in over 90,000 days of missed work.

In 2010-2011, there were over 5,500 accepted Workers

Compensation Board (WCB) injury/medical aid claims in the

health care industry. These injuries impact the system by

causing reduced services, lifetime injury for staff, and patient

harm because safety practices are not being followed.

The collective goal of the health care system for the Culture of

Safety Hoshin is zero injuries. To ensure progress toward this

goal, we must see a minimal annual reduction of workplace

injuries.

Based on 2011-12 WCB data, there were 5,500 injuries in

health care. We have set a goal of a 20% reduction for 2012-

13 in the number of filed WCB claims. Progress indicates the

system is on target to meet or exceed this 20% reduction goal

for 2012-2013. Additional deliverables identified for this work in

2012-13 was the development and implementation of a Safety

Management System for health care.

We are working with targeted employers and leading practice

groups in the adoption and implementation of the Safety

Management System standard in health care by providing:

a) assessments of safety management systems

based on the standard;

________________________________________________________________________________________

Specific Initiatives Saskatchewan Association for Safe Workplaces in Health (SASWH) Annual Report 2012 Page 5

Specific Initiatives - continued-

b) consultation with regards to the development

and implementation of action plans; and

c) regional/site specific safety management

system related training and support as

required.

Additional targets over the next four years have

been identified to be:

2013-14: 25% 2014-15: 40%

2015-16: 50% 2016-17: 75%

and by March 31, 2017 and forward: zero workplace

accepted WCB claims (Zero injuries).

Other measures have been identified under the

work that target the culture of an organization and

support safe practices in the workplace.

Leading Practice Groups (LPG)s Leading Practice Groups (LPG)s consist of

employer members who share common operational

characteristics. They meet regularly with the intent

to reduce workplace injuries. This group intends to

use a mentorship model to pair members, who

have outstanding safety accomplishments, with

other members, so successes can be shared and

challenges can be overcome together. The goal of

an LPG is to identify leading practice policies and

procedures for the health care sector.

SASWH’s new website forum has become the

place where information is shared with members.

This is part of SASWH’s long-term vision to build a

continuously improving safety culture within the

health care sector so that Saskatchewan employers

rank as the safest in the country.

The Saskatoon Affiliates group is the first LPG that

has been created. It focuses on the development

and implementation of safety systems within the

continuing care sector, and receiving consultation

and training services from SASWH.

OHS Practitioners’ Group This group was aptly described by one of its

members as “a dedicated, committed group of

safety professionals who have given their time and

energy to address provincial safety initiatives that

promote safe workplaces in health.”

Paraphrased from its official Terms of Reference,

the Practitioners’ Group will, as a table of experts,

make recommendations to strategic partners in

order to support the goal of continuously reducing

and ultimately eliminating staff injuries in Regional

Health Authorities. The group believes safety is one

cornerstone in achieving patient- and family-

centred care. The Practitioners’ Group is

accountable to the Joint Workforce Planning

Committee and ensures key deliverables are

provided to the Council for approval.

SASWH acts as a support to both LPGs and the

OHS Practitioners group, with the goal of

developing leading practices.

________________________________________

“We have set a focus of working collectively and collaboratively on the process of effective change. Members of the group appreciate planning and acting as one towards a provincial safety management system, advancing the goal of healthcare being a safer place to work. The past year has proven to be very productive with much attention on implementing Lean management principles with safety practices in the workplaces to see a reduction in injuries, with a target of zero over time.”

–Practitioners’ Group Member

________________________________________________________________________________________


Specific Initiatives - continued -

The Multi-Union Advisory Group

The Multi-Union Advisory Group is comprised of

representatives from the five health care/G22

unions (CUPE, HSAS, SEIU West, SGEU and

SUN) and meets on a quarterly basis. The group

recognizes that health care unions play an integral

part in the promotion of the Safety Management

System (SMS) within their membership(s). The

group has played an active part in developing the

SMS and the corresponding training materials.

Members of this group have promoted its use to

ensure that health and safety - and prevention of

injury and disease - is a top priority with G22

employers.

The Multi-Union Advisory Group has identified

communication between all of the stakeholders as

a key component to the success of the SMS and its

implementation. To reach this goal, the group is

working closely with SASWH on a communications

strategy. As an equal partner within SASWH, the

group’s input is both valued and respected.

Small Employer Risk Strategy

Typically, large employers introduce health and

safety management systems that consist of

numerous documents, policies, procedures, training

and communications. Often, the sophisticated

nature of this type of system does not make sense

for a smaller employer. Smaller employers tend to

identify specific risks in their workplace and then

work to mitigate those risks.

SASWH is presently working primarily with private

care homes to implement some of the safety

management system components. While there is a

lot of work to be done in this area, several exciting

initiatives have been developed. This phase of

implementation is expected to be completed

sometime in 2013.

________________________________________________________________________________________


Front row, left to right: Jan Kapacila (Cupe 4777), Lorna Hamilton (SGEU), Kim Nordmarken (SGEU),

Bonnie Erickson (SGEU), Donna Sarich. (Cupe 5111), Marilyn Goll (Cupe 5111).

Back row, left to right.: Brenda Ballagh (Cupe 3967), Gloria Fingas (Cupe 3967), Pearl Blommaert

(Cupe 4980), Cheryl Walchuk (Cupe 4980), Bonnie Dobranski (HSAS), Donna Krawetz (CUPE 4980),

Jacquie Griffiths (SASWH), Lori Johb (SEIU West), Bonnie Hender (SASWH), Denise Dick (SUN),

Norma Wallace (SUN), Helen Sawatsky (Cupe 4777), Marilyn May (SEIU West).

Members

of the

Multi-Union

Advisory

Group

“A workplace SMS is

all about prevention

and making workplace

health and safety a

priority for all.”

Connecting the Dots –

The Six Elements of a Safety Management System (SMS)

Patient safety is a top priority in the health care

sector. Health care workers have a higher number

of workplace injuries than most occupations. This

can make it challenging for employees to provide

consistent, quality patient care.

Worker health and safety, and patient safety, are

blended and are equally important. Most health

care professionals are extremely knowledgeable

about patient safety, but have room for

improvement about their own safety as a worker.

Being attentive to the health

and safety of health care

employees has a positive

impact on patient safety.

The process used to ensure

employee safety is called a

“Safety Management

System” (SMS) a collection of

all the documents, forms,

policies, procedures, practices,

training and communication required to effectively

manage health and safety in the workplace. It’s

called a system because all the elements are

interconnected. It is also often referred to as the

“Safety Program/Safety Manual.”

The principle behind the SMS is that hazards

associated with the workplace, and the work being

done, will be identified. After identification, methods

will be selected to remove as much of the risk as

possible.

A safety management system must include

management commitment and leadership, starting

at the highest level of the organization, such as the

board of directors/administrator/CEO. Leadership

commitment is a key component for an organization

to attain a culture shift and have a safe work

environment.

Worker participation is also key to the success of

an SMS. It’s necessary that workers participate

directly in program development – because workers

are the ones exposed to hazards. Workers should

be given appropriate orientation, ongoing training

and supervision to ensure they have the

knowledge, skills and resources to do their job

safely. Inspections should also take place to ensure

hazards are being controlled. All incidents,

including near misses, should be reported.

Investigations should take place to identify the root

cause so actions can be taken to

prevent a similar event from

happening.

In Saskatchewan, not only are

participation and consultation

needed, but legislation also requires

the Occupational Health Committee

(OHC)/ Representative be directly

involved in program design and

implementation through regular

meetings and inspections. Ongoing OHC

involvement continually builds a safer work

environment at all levels of the organization.

In collaboration with provincial health regions,

SASWH has developed SMS standards. SASWH

was approached by the OH&S Practitioners Group

to develop a repository for its SMS documents. This

has resulted in a private forum for the OH&S

Practitioners Group, accessed through SASWH's

website.

The forum has been divided into the six elements of

the SMS standards, and includes a "Frequently

Asked Questions" section. In addition to the

valuable information on the site, practitioners are

able to post questions in the forum area.

________________________________________________________________________________________

The Six Elements of a Safety Management System (SMS) Saskatchewan Association for Safe Workplaces in Health (SASWH) Annual Report 2012 Page 8

The Six Elements of a Safety Management System (SMS) - continued –

The six SMS elements and the sub-elements available are as follows:

Element 1: Management Commitment and Leadership

Governance Responsibilities

Senior Management Involvement Accountability

Policy Statement Safety Rules Worker Rights Measurement

Element 2: Hazard Identification and Control

Risk Assessment Personal Protective Equipment (PPE)

Safe Work Practices/Procedures Procurement

Element 3: Training and Communication Training Communication

Orientation Document Development, Review

Occupational Health Committee and Communication

Employee Involvement

Element 4: Inspections

Inspections

Element 5: Incident Reporting and Investigation

Reporting Investigations

Element 6: Emergency Response

Programs

SASWH offers the following education programs, which support a Safety Management System:

Core Programs

Safety Management Systems (SMS Basics)

This course is designed to ensure those who will be

self-assessing their organization against the

SASWH Safety Management System (SMS)

Standards and those involved in the development,

implementation and evaluation of the SMS in their

workplace, have a working knowledge of safety

management systems as outlined in the SASWH

standards and the self-assessment tool.

SMS Self-Assessment Education Course

This course emphasizes the fundamental elements

found in an effective SMS and concentrates on the

assessment of current practices against the

SASWH SMS Standards. Upon completion of the

course, participants will be able to do a basic

assessment of the SMS in their own organization.

Additional tools are included for assessors:

• Verification application chart

• Documents required checklist

• Observation checklist

• Informal interview suggested questions

Effective OHCs in Health Care

This course is designed to provide Occupational

Health Committees with information and tools to

assess their current OHC practices against leading

________________________________________________________________________________________________________________________

Programs Saskatchewan Association for Safe Workplaces in Health (SASWH) Annual Report 2012 Page 9

Programs - continued -

practice standards. Suggestions are included to

achieve maximum efficiency through education,

knowledge, and cooperation of all workplace

parties. Attendees receive information to put into

practice in their own workplaces.Topics covered

include:

• Rate your committee self-evaluation

• OHC Terms of Reference

• New member orientation

• Responsibilities of members

• Dealing with concerns

• Making recommendations

• Meeting success

Leadership and Safety

Today’s healthcare managers and supervisors are

accountable for a variety of tasks, including the

safety of employees. SASWH offers an interactive

session to provide information, tools and resources

to assist leaders in understanding legislative

requirements and to implement a constantly

improving safety culture in their environment.

Risk-Based Training Programs

Transferring Lifting Repositioning (TLR©)

This program is designed to assist workers with

identifying and managing/eliminating risks

associated with client handling and moving general

objects.

Professional Assault Response Training

(PART©)

This program is designed to assist workers with a

means of identification and appropriate response to

potentially assaultive situations. PART principles

support the emphasis of self-control, assessment

skills and verbal crisis intervention.

Safe Moving and Repositioning Techniques

(SMART©)

This program is designed to assist workers with

identifying and managing/eliminating risks

associated with manual handling of

objects/materials.

Strategic Plan

Strategic Priority

1 Promote the adoption of the Safety Management System (SMS) in Healthcare.

1. Develop an SMS standard in healthcare, including guidelines for effective accountability.

2. Develop a quality assurance process to govern the assessment/evaluation of the safety management system standard in healthcare.

3. Work with targeted employers and leading practice groups in the adoption and implementation of the safety management system standard in healthcare by providing:

a. Assessments of safety management systems based on the standard b. Consultation with regards to the development and implementation of action plans c. Training and support as required

4. Develop a small employer risk based strategy which is accessible and practical for all members.

________________________________________________________________________________ Programs, Strategic Plan Saskatchewan Association for Safe Workplaces in Health (SASWH) Annual Report 2012 Page 10

Update:

• Since committing to implement the SMS internally in July, 2012, SASWH has completed development of a Safety Management System (SMS) standard and the Safety Management System Evaluation Tool that will enable the employer to assess what is currently in place and what components of the safety system need to be improved or developed. Each Regional Health Authority (RHA) will conduct a self-assessment by utilizing the evaluation tool.

• SASWH developed an educational tool to assist with the training of individuals who will be tasked to complete the self-assessment and will assist in increasing the capacity of each employer to assess their facilities.

• SASWH continues to develop and deliver training on the six components of a safety management system, which will assist the RHAs to address the deficiencies identified in their self-assessments.

• A quality assurance process will be developed to assess SMS standards.

• The expectation by the Ministry of Health is that the SMS self-assessments and the action plans to address any deficiencies in the SMS, will be submitted by March 31, 2013.

• The provincial safety management system (SMS) has received the input and endorsement of the OHS Provincial Practitioners Group. Further, the SMS has been vetted with a multi-union health care advisory group, which has provided input and support.

2 Build partnerships and launch initiatives that align with the goal of eliminating

injuries.

1. Align with and support the regional health authorities’ and Ministry of Health’s strategic plans where they relate to eliminating injuries through the adoption of the safety management system standard in healthcare. 2. Establish and facilitate a multi-union healthcare committee to respond to ad hoc workplace safety issues as required.

3. Participate on and support leading practice groups in the adoption of the safety management system standard in healthcare.

4. Lead the way in developing and implementing a healthcare specific initiative with SASWH and WorkSafe Saskatchewan (the Saskatchewan Workers’ Compensation Board and the Ministry of Labour Relations and Workplace Safety).

5. Participate in the Saskatchewan Association of Safety Associations (SASA).

6. Advocate for better and more comprehensive OHS education at post-secondary institutions and regulatory/professional organizations.

7. Partner with other healthcare safety associations throughout the country where feasible.

Update:

SASWH continues to grow its existing partnerships with various organizations to meet its strategic

priorities by:

• Participating in regular meetings with the OHS Practitioners Group, Saskatoon affiliates and the Multi- Union Advisory Group.

• Participating in quarterly meetings with the Saskatchewan Association of Safety Associations (SASA).

• Participating in SIAST’s Occupational Health and Safety Practitioner’s Program Advisory Committee.

________________________________________________________________________________ Strategic Plan Saskatchewan Association for Safe Workplaces in Health (SASWH) Annual Report 2012 Page 11

• Providing educational sessions on safety to health care students.

• May 28, 2012 SASWH's office moves to 952 Albert Street in Regina to accommodate the organization's growing staff and future training needs. A satellite office is located in Saskatoon at 1124-8th St East.

• A pilot has been initiated with personal care homes to assess training/education needs.

• June 14, 2012 SASWH signs "Saskatchewan Health and Safety Leadership Charter" - playing a key role in

publicly showing its commitment to making employee health and safety a priority for all.

• SASWH partners with WorkSafe Saskatchewan in a significant health care initiative.

3 Establish the Saskatchewan Association for Safe Workplaces in Health as the first

choice for members, OHS information, consultative and training services.

1. Develop the association’s website to include a comprehensive set of OHS information products, e-tools, links and e-learning options that can be accessed by all members.

2. Develop training programs to help employers implement the safety management system standard in healthcare.

3. Develop training programs to help employers implement the small employer risk based strategy.

4. Explore and implement where appropriate online solutions to supplement all training programs.

5. Assess the programs and delivery mechanisms for the Transferring Lifting Repositioning (TLR®) program©, Professional Assault Response Training (PART) program©, and Safe Moving and Repositioning Techniques (SMART®) program©.

Update:

• SASWH will continue to work with the Occupational Health and Safety Provincial Practitioners

Group to support the transformation into a Leading practice group committed to implementing and

improving their safety management systems through the sharing of information and identifying and

developing best practices to address the various deficiencies that may exist in a safety management system.

• SASWH safety advisors have developed individual work plans to support their assigned employers in

meeting their injury reduction goals.

• SASWH held its first Conference/AGM “Bridging the Gap” in Saskatoon on March 15, 2012 to

provide education on safety-related topics and allow members to network and form new partnerships.

The second annual Conference/AGM “Connecting the Dots: Safety in Healthcare” is scheduled for

March 21, 2013 in Regina.

________________________________________________________________________________________ Strategic Plan Saskatchewan Association for Safe Workplaces in Health (SASWH) Annual Report 2012 Page 12

Independent Auditors’ Report

KPMG LLP Chartered Accountants

McCallum Hill Centre, Tower II 1881 Scarth Street, 20th Floor Regina,SK S4P 4K9 Canada Telephone (306) 791-1200 Fax (306) 757-4703 www.kpmg.ca

To the Directors We have audited the accompanying financial statements of Saskatchewan Association for Safe Workplaces in Health, which comprise the statements of financial position as at December 31, 2012, December 31, 2011 and January 1, 2011, the statements of operations and net assets and cash flows for the years ended December 31, 2012 and December 31, 2011, and notes, comprising a summary of significant accounting policies and other explanatory information.

Management's Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian accounting standards for not-for profit organizations, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditors' Responsibility Our responsibility is to express an opinion on these financial statements based on our audits. We conducted our audits in accordance with Canadian generally accepted auditing standards. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable

assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on our judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, we consider internal control relevant to the entity's preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.

Opinion In our opinion, the financial statements present fairly, in all material respects, the financial position of Saskatchewan Association of Safe Workplaces in Health as at December 31, 2012, December 31, 2011 and January 1, 2011 and the results of its operations, changes in net assets and its cash flows for the years ended December 31, 2012 and December 31, 2011 in accordance with Canadian accounting standards for not-for-profit organizations. Chartered Accountants

Regina, Canada February 8, 2013

________________________________________________________________________________________

Financials Saskatchewan Association for Safe Workplaces in Health (SASWH) Annual Report 2012 Page 13

Balance Sheet Year ended December 31, 2012, with comparative data from December 31, 2011 and January 1, 2011

December 31, 2012 December 31, 2011 January 1, 2011

Assets

Current Assets Cash $ 173,484 $ 143,886 $ 136,984 Accounts receivable 33,682 29,583 –

Prepaid expenses 3,345 14,928 12,636 Investment (note 4) – 401,754 400,986

210,511 590,151 550,606 Investment (note 4) 206,108 – – Property, plant and equipment (note 5) 90,298 75,500 2,000

$ 506,917 $ 665,651 $ 552,606

Liabilities and Net Assets Current liabilities: Accounts payable and accrued liabilities (note 6) $ 134,069 $ 37,065 $ 1,403 Deferred revenue – 10,496 –

134,069 47,561 1,403 Net assets 372,848 618,090 551,203 Commitments (note 7)

$ 506,917 $ 665,651 $ 552,606 See accompanying notes to combined financial statements.

________________________________________________________________________________________


Statement of Operations and Net Assets Years ended December 31, 2012 and 2011

2012 2011

Revenue: Funding from Saskatchewan Workers' Compensation Board $ 1,032,500 $ 882,250 Training and development 59,218 116,194 Rental 25,632 – Interest and other 8,368 33

1,125,718 998,477

Expenses: Salaries and benefits 917,821 448,007 Meetings and travel 113,026 54,999 Rent 108,293 45,040 Advertising and promotion 41,276 27,239 Training and development 32,652 44,120 Office and administration 27,421 30,305 Amortization 24,223 13,642 Communications 23,478 21,839 Consulting 19,037 10,214 Miscellaneous 14,367 3,270 Professional fees 12,961 7,160 Contracting fees 12,836 207,001 Utilities 8,318 4,683 Repairs and maintenance 7,552 9,582 Insurance 4,521 4,489 Loss on disposal of property, plant and equipment 3,178 –

1,370,960 931,590

(Deficiency) excess of revenue over expenses (245,242) 66,887 Net assets, beginning of year 618,090 551,203

Net assets, end of year $ 372,848 $ 618,090 See accompanying notes to financial statements.

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Statements of Cash Flows Years ended December 31, 2012 and 2011

2012 2011

Cash provided by (used in):

Operations: (Deficiency) excess of revenues over expenses $ (245,242) $ 66,887 Items not involving cash:

Amortization of property, plant and equipment 24,223 13,642 Loss on disposal of property, plant and equipment 3,178 –

Change in non-cash operating items: Increase in accounts receivable (4,099) (29,583) Decrease (increase) in prepaid expenses 11,583 (2,292)

Increase in accounts payable and accrued liabilities 97,004 35,662 (Decrease) increase in deferred revenue (10,496) 10,496

(123,849) 94,812

Investments:

Purchase of property, plant and equipment (42,199) (87,142) Net proceeds (purchase) of investment 195,646 (768)

153,447 (87,910)

Increase in cash 29,598 6,902 Cash, beginning of year 143,886 136,984

Cash, end of year $ 173,484 $ 143,886 See accompanying notes to financial statements.

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Notes to the Financial Statements

1. Nature of operations: The Saskatchewan Association for Safe Workplaces in Health (the "Corporation") is Incorporated under The Non-Profit Corporations Act of Saskatchewan. The primary

purpose of the Corporation is to develop and co-ordinate safety training programs for safety and injury prevention for workers in the province of Saskatchewan.

Pursuant to a funding agreement, the Corporation receives significant funding revenue from the Saskatchewan Workers' Compensation Board (the "WCB") to finance the development and co-ordination of the safety training programs referred to above. As a result, the Corporation is dependent upon the continuance of this funding to maintain operations at their current level.

The agreement provides further that all property, plant and equipment or assets acquired for safety program development and training are deemed to be supplied by the WCB and shall remain the property of the WCB. Additionally, the agreement provides that on disolution of the Corporation, assets will be transferred to the WCB.

2. Basis of preparation:

The financial statements for the year ended December 31, 2012 have been prepared in accordance with Canadian Accounting Standards for Not-For-Profit Organizations outlined in Part III of the CICA Handbook. These are the first financial statements prepared in accordance with Canadian Accounting Standards for Not-For-Profit Organizations.

The Corporation’s previous financial statements were prepared in accordance with Canadian generally accepted accounting principles (GAAP). While Canadian GAAP differs in some areas from Canadian Accounting Standards for Not-For-Profit Organizations, there were no differences that affected the Corporation’s financial statements.

3. Significant accounting policies:

The following accounting policies are considered significant:

(a) Revenue recognition:

Contributions are recognized as revenue when received or receivable if the amount to be received can be reasonably estimated and collection is reasonably assured.

(b) Financial assets and liabilities:

Financial instruments are recorded at fair value on initial recognition and are subsequently recorded at cost or amortized cost, unless management has elected to carry the instruments at fair value. The Corporation has not elected to carry any such financial instruments at fair value.

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Notes to the Financial Statements - continued- Significant accounting policies - continued -

Financial assets and liabilities – continued

Transaction costs incurred on the acquisition of financial instruments measured subsequently at fair value are expensed as incurred. All other financial instruments are adjusted by transaction costs incurred on acquisition and financing costs, which are amortized using the straight-line method.

Financial assets are assessed for impairment on an annual basis at the end of the fiscal year if there are indicators of impairment. If there is an indicator of impairment, the Corporation determines if there is a significant adverse change in the expected amount or timing of future cash flows from the financial asset. If there is a significant adverse change in the expected cash flows, the carrying value of the financial asset is reduced to the highest of the present value of the expected cash flows, the amount that could be realized from selling the financial asset or the amount the Corporation expects to realize by exercising its right to any collateral. If events and circumstances reverse in a future period, an impairment loss will be reversed to the extent of the improvement, not exceeding the initial carrying value.

(c) Property, plant and equipment:

Property, plant and equipment is recorded at cost. Amortization is calculated using the straight-line method over their estimated useful lives as follows:

Asset Rate Office furniture and equipment 5 years Leasehold improvements 5 years Computer hardware 5 years Computer software 5 years

(d) Income taxes:

The Corporation is incorporated under the Non-Profit Corporations Act of Saskatchewan. Under present legislation, no income taxes are payable on reported income of such corporations.

(e) Use of estimates:

The preparation of the financial statements requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenue and expenses during the year. Actual results could differ from those estimates.

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Notes to the Financial Statements - continued-

4. Investment:

The investment is comprised of a term deposit that has an effective Interest rate of 0.80% (2011 – 1.25%) and maturity date of January 11, 2014 (2011 – January 11, 2012).

5. Property, plant and equipment:

2012 2011

Accumulated Net book Net book Cost amortization value value

Office furniture and equipment $ 49,158 $ 11,561 $ 37,597 $ 26,768 Leasehold improvements 17,615 3,523 14,092 3,178 Computer hardware 46,554 17,078 29,476 35,181 Computer software 14,351 5,218 9,133 10,373

$ 127,678 $ 37,380 $ 90,298 $ 75,500

6. Accounts payable and accrued liabilities:

Included in accounts payable and accrued liabilities are government remittances payable of $11,866 (2011 - $125), which include amounts payable for PST and payroll related taxes.

7. Commitments:

The Corporation is committed under leases for office space, office equipment and vehicles over the next five years as follows:

2013 $ 130,906 2014 119,062 2015 118,476 2016 112,024 2017 37,341

$ 517,809

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Notes to the Financial Statements - continued-

8. Financial risks and concentration of credit risk:

(a) Liquidity risk: Liquidity risk is the risk that the Corporation will be unable to fulfill its obligations on a timely basis or at a reasonable cost. The Corporation manages its liquidity risk by monitoring its operating requirements. The Corporation prepares budget and cash forecasts to ensure it has sufficient funds to fulfill its obligations. There has been no change to the risk exposures from 2011.

(b) Credit risk:

Credit risk refers to the risk that a counterparty may default on its contractual obligations resulting in a financial loss. The Corporation is exposed to credit risk with respect to the accounts receivable, cash and investment. The Corporation assesses, on a continuous basis, accounts receivable and provides for any amounts that are not collectible in the allowance for doubtful accounts.

(c) Interest rate risk:

The Corporation has limited exposure to interest rate risk on its investment due to its short-term nature.

9. Comparative figures:

Certain 2011 comparative figures have been reclassified to conform with the financial statement presentation adopted in the current year.

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SASWH Annual Report 2012

Documents

Transcript of SASWH Annual Report 2012