SASWH Connects Magazine - Issue 4 : simplebooklet.com

CONTENTS SASWH CONNECTS • 3 2 • SASWH CONNECTS SILENCE NORMALIZES.Let's work together to reduce workplace violence. #IWillReportUpcoming Events .......................................................................................................... 5 CEO Update ................................................................................................................... 6Five Steps to Building a Workplace Violence Prevention Program ......................... 8One Size Doesn't Fit All: The Case for Role-Based Risk Training ........................... 10Workplace Violence: An Employer's Duties and Obligations ................................. 12#IWillReport ................................................................................................................. 14Save the Date: 2026 Annual General Meeting......................................................... 16Safety Talk: Staying in Touch When Working Alone ............................................... 18

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CEO UPDATEBy: Sandra Cripps, MHRMSASWH Chief Executive OcerCEO UpdateAt the Saskatchewan Association for Safe Workplaces in Health, we recognize that strong, positive relationships with our system partners, and the broader workforce are essential to achieving excellence in injury prevention. These relationships are the foundation of our shared commitment to fostering safer workplaces across Saskatchewan’s healthcare sector.Together, we are facing a growing and deeply concerning challenge: the rise in workplace violence and aggression. While acts of violence aect workers in many sectors, those working in healthcare are disproportionately impacted. Incidents are not only increasing in frequency, but also in severity - a reality that has been echoed in news headlines and witnessed in facilities across the province.Safety is a shared responsibility, and it begins with awareness, communication, and a genuine commitment to protect one another. Whether at work, at home, or in the community, your vigilance and leadership make a dierence. Let us continue to work together locally and provincially with the shared goal of creating a safer, more respectful healthcare system for all.Frontline Ownership (FLO) is an approach that combines the concepts of Positive Deviance with engagement techniques called Liberating Structures to deeply engage those who are “touching the problem”, namely frontline sta. Liberating Structures are change methodologies and tools used to drive frontline sta to identify areas for change, develop creative and appropriate local solutions, and focus on achieving those goals for eective and sustainable results.FRONTLINE OWNERSHIP (FLO) This is a call to collective action. While provincial eorts are underway to better assess and manage the risks associated with violence in healthcare, it is equally important to consider how local and individual initiatives can align and contribute meaningfully to a broader, unied approach. The answer is clear: they absolutely can and must work hand in hand. A concept that holds relevance here is Frontline Ownership (FLO). Those working at the front lines of healthcare are not only the most aected by violence and aggression, but they are also uniquely positioned to identify solutions that are practical, sustainable, and eective. Empowering and supporting frontline sta to take ownership of their safety and well-being is critical to driving meaningful change.Source: Leah Gitterman, MHsc National Health Network 6 • SASWH CONNECTS SASWH CONNECTS • 7 To that end, I encourage every member of our healthcare community to take proactive steps:• Report all incidents of violence or aggression, no matter how minor they may seem.• Support one another by fostering a culture where speaking up is encouraged and valued.• Engage in root cause investigations and implement corrective actions.• Assess your work environment regularly for potential hazards, including materials that could be misused.• Remain vigilant in recognizing early warning signs of escalating behaviours whether from patients, families or others.

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STEPS TO BUILDING A WORKPLACE VIOLENCE PREVENTION PROGRAMSafety MinuteSASWH would like to thank Public Services Health & Safety Association (PSHSA) in Ontario for their ongoing partnership and the sharing of the valuable resources they have developed to address the prevention of violence and aggression in the healthcare system.STEP 1: SECURING LEADERSHIP COMMITMENTSTEP 2: ASSESSING YOUR PROGRAM NEEDSSTEP 3: DEVELOPING THE PROGRAM COMPONENTSSTEP 4: IMPLEMENTING THE PROGRAM – COMMUNICATION, MARKETING, AND EDUCATIONSTEP 5: EVALUATING THE PROGRAMSECURING LEADERSHIP COMMITMENTASSESSING YOUR PROGRAM NEEDSDEVELOPING THE PROGRAM COMPONENTSIMPLEMENTING THE PROGRAMEVALUATING THE PROGRAMFiveFive 8 • SASWH CONNECTS SASWH CONNECTS • 9 Workplace violence prevention must be a clear priority for all. Once a strategic plan and set targets have been established by the CEO or home operator, they should be shared with everyone in the working environment. Leadership should advocate for the reporting of all violent or threatening incidents and events, and sta should be encouraged to provide input on policy and procedures, and to participate in workplace health and safety training.Working groups must be assembled for each department and must include representatives of the sta in that department. This working group can use the Workplace Violence Risk Assessment Tools available on SASWH’s website to assess the physical environment, work setting, and work practices. Internal documents (i.e., incident reports, OHC minutes, grievances, workplace safety and WCB claims) should be reviewed in addition to the WVRA outcome to form a more thorough understanding of the risks and previous incidents that have occurred in that department.Once a violence prevention plan has been created, it must be implemented in the workplace. This can be done through marketing and communication strategies. Existing sta should be trained on the program procedures with additional training for workers who face greater risks in the workplace. This training should also be part of the onboarding process for new hires and should be regularly reinforced through annual training, safety talks, and team meetings.Measuring and evaluating the program is essential so that the program can evolve and improve to better meet the needs of the workplace over time. Evaluations can be made through the collection of information from quantitative sources (e.g., incident reports, workplace inspection reports) and qualitative sources (e.g., sta surveys, compliance audits, training evaluations). The leadership team must ensure that workers feel safe and supported in reporting incidents and providing feedback on health and safety in the workplace so that these critical evaluations can be performed.After the assessment is completed, the leadership team should use that information to create the framework for their violence prevention plan. This plan must address the “3 P’s” for dierent incidents:• Prevention – strategies to deter the onset of workplace violence (client risk assessments, care planning, communication policies).• Protection – strategies performed during an incident to limit the extent of harm (de-escalation techniques, managing individual behaviours, sta codes, mobilization of resources and security measures).• Post-incident Response – strategies undertaken after an incident has occurred to reduce the long-term negative eects on involved parties (team debrieng, reporting procedures, victim assistance and support, investigations to prevent recurrence).

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Not all employees face the same types or levels of risk. When training is tailored to the specic risks associated with a role, employees are better equipped to recognize, respond to, and prevent incidents. This proactive approach reduces the likelihood of costly errors, breaches, or incidents.Healthcare is governed by regulations that require proof of adequate training. Employees are more likely to engage with training that is relevant to their daily responsibilities. This relevance not only improves knowledge retention but also demonstrates that the organization values their role and safety.By focusing training eorts where they are most needed, organizations can allocate time and resources more eectively.One Size Doesn’t Fit All: The Case for Role-Based Risk Training By: Aimée Smith, BEd, MAEd, OHSP, CRSPSASWH Director of Programs and InnovationBest Practices 10 • SASWH CONNECTS SASWH CONNECTS • 11 WHY ROLE-BASED RISK TRAINING MATTERSRisk Exposure Varies by RoleImproved Risk Mitigation Regulatory Compliance Enhanced Engagement and RetentionEcient Use of ResourcesIn today’s complex and rapidly evolv-ing business environment, organiza-tions face a wide array of risks—from cybersecurity threats and regulatory compliance to operational hazards and reputational damage. One of the most eective ways to mitigate these risks is through targeted, role-specic training. Aligning training with the risk of role is a strategic investment in organizational resilience. It empowers employees, strengthens compliance, and safe-guards the organization against a wide range of threats. In a world where risk is ever-present, targeted training is not just smart, it’s essential!IMPLEMENTING RISK-ALIGNED TRAININGTo successfully align training with role-based risk, organizations should:• Conduct a Job Hazard Analysis: Identify the specic risks associated with each role.• Develop Role-Specic Content: Customize training to address those risks directly.• Leverage Technology: Use learning management systems (LMS) to deliver, track, and update training eciently.• Monitor and Evaluate: Continuously assess the eectiveness of training and update it as risks evolve.

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Compliance CornerWorkplace Violence: An Employer’s Duties and ObligationsHow Can SASWH Help?TRAININGRISK ASSESSMENT TOOLSPECIALIST SUPPORTSASWH oers several courses which address workplace violence. 12 • SASWH CONNECTS SASWH CONNECTS • 13 SASWH is fortunate to have been granted access to online risk assessment tools developed by Public Services Health & Safety Association (PSHSA) in Ontario. These tools are a valuable resource to employers building a prevention plan to minimize or eliminate violence. The three online tool kits currently available are: • Workplace Violence Risk Assessment – Acute Care • Workplace Violence Risk Assessment – Long-Term Care• Assessing Risk in the CommunityProfessional Assault Response Training (PART®) provides work-ers with the understanding of, and ability to assess, potentially violent situations and a means to manage, reduce or eliminate risks. PART® is available in various levels depending on the level of risk a worker may be exposed to on the job.Workplace Assessment Violence Education (W.A.V.E.) is an intro-ductory program that focuses on appropriate communication and awareness of surroundings so that workers better understand how to protect themselves in an adverse situation.Safety for Supervisors supports supervisors in learning their legal duties regarding occupational health and safety legislation and eective supervision of workers.Overwhelmed and not sure where to begin? SASWH Workplace Safety Specialists are available to G22 employers for consultation and can provide advice and guidance, regardless of where an employer is in the violence prevention process! Contact info@saswh.ca for more information."Recent amendments to The Saskatchewan Employment Act (SEA) require all provincially regulated employers to take action in protecting their workers from violence."Violent and threatening acts occur in the health-care sector with disheartening frequency. Re-gardless of the parties involved or whether incidents result in injuries, violence in the workplace should never be viewed as “part of the job”. Recent amendments to The Saskatchewan Employ-ment Act (SEA) require all provincially regulated employers to take action in protecting their workers from violence. Part of these responsibilities include the development and implementation of a policy statement and prevention plan which addresses workplace violence.An eective prevention plan should be developed in consultation with the Occupational Health Com-mittee and workers at all levels so that the plan identies the risks facing workers and eective ways to minimize or eliminate those risks. The workplace’s unique facilities and operations should also be taken into consideration in the preven-tion plan: the presence of hazardous materials or equipment, working alone, or working with clientele who have been violent in the past are topics which would need to be addressed in the plan. The policy statement and prevention plan should be reviewed a minimum of every three years.

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18SAFETY TALK:When Working AloneSTAYING IN TOUCHSource: The Occupational Health and Safety Regulations, 2020, Part III, Div. 1, 3-24(ii)For more information, visit saswh.ca Page 1 of 1August 2025DEFINITIONS:Working Alone: Saskatchewan’s Occupational Health and Safety Regulations, 2020 definesworking alone as being the only worker of the employer at the worksite, or in instances whereassistance is not readily available to the worker in the event of an injury, ill health, oremergency. The Occupational Health and Safety Regulations, 2020 state that when a worker is required towork alone, or at an isolated place of employment, the employer, in consultation with theoccupational health committee or representative, shall identify the risks that result from theconditions and circumstances of the work being done or from working alone. Risks that areidentified need to be eliminated or managed; Staying in Touch is one method to accomplish that.There must be an effective communication plan in place. This can consist of:radio communicationphone or cellular communicationEffective CommunicationProcedures that could be included in the Stay in Touch plan:preparing a daily work plan specifying where the worker will be and at what timesdesignating a main contact person and a back-up to whom the lone worker checks in withhaving the contact person check in on the lone worker periodically, through either phonecalls or physical visitsclarifying how often, and under what circumstances, a lone worker is required to check inkeeping a written log of contact madelimitations on, or prohibition/elimination of, specific activitiesdeciding on a code word (such as “white”) when the lone worker needs help, as well as the useof panic buttons or call bellscreating an emergency plan when the lone worker does not check in at the designated timesknowing cellular coverage and having a plan for when there is no cellular coveragereporting vehicle information (i.e. year, make, model, colour, license plate number)reporting the plan of travel (i.e. highway number, grid road information)provision of personal protective equipment, emergency supplies for use in travelling, cellularphone (with charger)ProceduresBeing accountable for safety is everyone’s responsibility.the lone worker must be accountable to check in as requiredthe employer must be accountable to monitor the lone workerAccountabilityThe plan for Staying in Touch must be developed and communicated to all workers so everyoneknows and follows the plan.Safety TalkQUESTIONS OR COMMENTS?WE'D LOVE TO HEAR FROM YOU!! SASWH CONNECTS • 19 18 • SASWH CONNECTS

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SASWH Connects Magazine - Issue 4

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