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Another year-end is in sight

Year-end Processes:

Accounts Payable

To ensure all invoices for the 2025/2026 fiscal year are entered, they need to be received by the Southport accounts payable department by Wednesday, April 15th, 2026.

To ensure the deadline is met, you will need to receive the invoices from the department managers, etc. before this date to give you time to batch and send them.

Please send accounts payable batches as they are ready, do not keep all your year-end payables right to the end of the cut-off date.

Process for 2025/2026 invoices after the April 15th, 2026 deadline is as follows:  Between April 16th and 28th, 2026 (inclusive), invoices for the 2025/2026 fiscal year are to be batched separately from the new fiscal year.  2025/2026 invoices are to be sent to accounts payable as per usual process but please ensure that you cc: your Junior Accountant, Financial Analyst or Business & Finance Analyst for possible accrual. Please make a note in the comments portion of your batch header that this batch contains prior year invoices.

With the beginning of a new fiscal year April 1st, 2026, it is necessary to modify our batch header numbering. The format to be used for the year 2026/2027 will be XXAP7XXX. For example, your first batch headers for April 2026 invoices would begin XXAP7001, XXAP7002, XXAP7003, etc.

Accounts Receivable

Please ensure that the last of the receivables for 2025/2026 are received by the La Broquerie accounts receivable department by Wednesday, April 15th, 2026.

Please send Patient Care Reports (PCR’s) for ERS and miscellaneous accounts receivable requests as they are ready, do not keep all your year-end receivables right to the end of the cut-off date.

Accounts receivable invoices for 2025/2026 (excluding donations) need to be posted by Friday, April 24th, 2026.

All remaining 2025/2026 donation accounts receivable invoices to be completed by Monday, April 27th,2026.

Please share this notice as needed in your areas of responsibility and thank you for your cooperation!

Submitted by: Danielle Dupuis, Director – Financial Reporting

Cultural Safety & Education Consultant – Indigenous Health

This announcement is to share that Faye Tardiff has accepted an Education and Training position with the Winnipeg Regional Health Authority (WRHA). Faye’s last day with Southern Health-Santé Sud will be Friday, October 3, 2025.

I want to thank Faye for her tremendous contributions to Southern Health-Santé Sud as the Cultural Safety & Education Consultant – Indigenous Health.  

Please join me in wishing Faye all the best in her future endeavors.

Submitted by: Doretta Harris, Regional Lead – Indigenous Health

Legal

Legal

Service of a Statement of Claim Reference for Staff

What is a Statement of Claim (“Claim”)? It is a document prepared by the party initiating a lawsuit.

How claims work:

  • A claim can be filed against Southern Health-Santé Sud (SH-SS) as a region and also against sites and staff members. Anyone listed on the claim will be called a Defendant.
  • All named Defendants on the claim must be served.
  • It can take up to 6 months to be served after claim is filed.
  • Staff should not accept service of a claim on behalf of SH-SS or sites.
  • Our lawyer for service will be accepting service of claims.
  • If SH-SS does not respond in 20 days we are noted in default.
  • Our lawyer will defend staff named in a claim.
  • Staff who have retired and/or moved to another job are covered if they were employees at the time of the event; and so long as they assist with investigation and defence.
  • All employees are insured through HIROC. The only way a staff member wouldn’t receive coverage under the HIROC policy is if they wouldn’t provide information for defence purposes or provide a signed statement.
  • Any doctors listed on a Statement of Claim are not employees so not represented by our insurance and/or legal counsel.
  • There is no coverage for staff involved in criminal or intentional acts eg. snooping or sexual assault.
  • Staff can contact with our insurance adjuster directly to discuss the process after service of the Claim who will calm staff and ease their worries. Request contact information for the insurance adjuster from Quality, Planning & Performance Administrative Assistant.

NEW PROCESS:

If a process server attends regional sites and/or sites to serve a claim on behalf of SH-SS or a named site, staff are to say:

“I do not have the authority to accept service here.”

If a process server attends a site to serve a claim personally on a staff member then the staff member named in the claim must accept service of that claim.

beenhere

Question:

Contact Quality, Planning & Performance [email protected]

Risk Management

Risk Management

Risk management in Southern Health-Santé Sud (SH-SS) is a multi-faceted approach to proactively identify risks and establish measures to prevent the risk before it happens or mitigate the likelihood and impact. There are multiple pieces to the puzzle.

Graphic of risk management policy

Regional Corporate Risk

In compliance with the Provincial Risk Management Policy (HCS.200.4 – revised and approved in 2022), Southern Health-Santé Sud compiles a regional risk report annually based on the Provincial Risk Management Framework. The annual risk report is approved by the Board of Directors, submitted to Shared Health and Manitoba Health.

HIROC Risk Assessment Checklist

The aim of the HIROC Risk Assessment Checklist Program is to improve patient safety by assisting our organization in identifying and prioritizing areas of improvement. It is a self-assessment tool for compliance with a number of actionable evidence-based mitigation strategies to effectively address top risks leading to medical malpractice claims. Each year, our Senior Leadership Team chooses regional programs to participate in the Risk Assessment Checklist following a three-year cycle. Each year the programs complete or updates a set of risk modules, which are then submitted to HIROC for review and feedback. In the current cycle (2022-2025) the region chose two programs: Acute Care and Long Term Care modules.

Risk Assessment Checklists | HIROC

Quality Improvement Plans

Quality Improvement Plans

Quality improvement plans are a formal set of goals and actions that teams make to improve specific outcomes, practices, processes, and/or quality issues. It is not an all-encompassing list of everything teams are working on towards priorities. They align with the strategic priorities of our 2023-2028 Strategic Plan.

Quality Improvement Plan Template
Quality Improvement Plan Guide
Quality Improvement Plan Education

Team Plans

If you are unable to access the Teams Plans, please contact

LEAN

LEAN

For more info. contact

Lean Six Sigma is a process improvement methodology that can be used to improve processes and quality across the spectrum of services we provide to deliver health care.

Provincial Lean Six Sigma Resources
A3 Report
Black Belt Projects

Black Belts (BB) primary role is to work with leadership to identify and lead system wide improvement areas; responsible for training other belt levels; completed projects below:

CARED For!
S.O.S. (Surviving Operational Staffing) Part 2
STAT (Southern Turn-Around Time)
The Cut Above
Green Belt Projects

Green Belts (GB) lead and provide mentorship for team based improvement projects and have increased technical knowledge regarding the Lean Six Sigma process; completed projects below:

Are We There Yet
Bits $ Buys
Bugss
The Chronically Positives
Connecting the Docs
Count Accura
IMPACTS
Interceptors
Lean Mean Ordering Machine
Movers and Shakers
Laundry Hang-ups (Notre Dame)
Operation NOT
PAC-Attack
Respite Restructurers
Rub a Dub Dub
S.O.S (Surviving Operational Staffing)
Secret Agents
Southern Comfort
The A Team
Waste Not Want Not
We Communicate Best

Yellow Belt Projects

Yellow Belts (YB) complete small projects within their work areas and/or spread existing successful projects completed projects below:

BEH(ter) Action Lists
Law and Ordering
Lean Mean Problem Solving Machine
Moving on Down
Super Supports
Improving Workflow at Access
Lean to 96
Chain Reaction
Total Recall
Who’s Who in the Zoo? (Identity Management)
Rehab Rockets
Care Plan Standardization
Deliver for Deliveries
Accounts Payable Lean
Vaccine Inventory Management
C.A.R.T.
Smooth Movers
Physician Onboarding

5S Projects

5S is defined as a methodology that results in a workplace that is clean, uncluttered, safe, and well organized to help reduce waste and optimize productivity. It’s designed to help build a quality work environment, both physically and mentally; completed projects below:

Better Flow
Over Storage Wars
The C-Lean Team

Belt Projects —

Ethics

Ethics

Quality, Planning & Performance

Visual of Ethical Framework Steps

leaf Step 1

Gather data

leaf Step 2

Identify key participants

leaf Step 3

Determine core values & ethical principles

leaf Step 4

Determine desired outcomes

leaf Step 5

Identify options

leaf Step 6

Act on choice

leaf Step 7

Evaluate

Ethical Decision Making policy

Ethical Decision Making Framework Form

Shared Health Ethics Service

(Note: for accessible format, contact )

If you would like further support for ethics consultations, please reach out to the Ethics Committee

To provide valuable feedback and for tracking purposes, please complete the survey related to your completed ethical dilemma.

Learning Opportunities

Ethics Education (Self-learning)

Healthier people. Healthier communities. Thriving together.