#WeAreNorthern

Meet Mary De Gori, Allied Health Director. Mary rejoins Northern Health, having previously served as Interim Director of Allied Health and Director of Capital, Planning and Development from 2014 to 2019.

Let’s start with your coffee order please Mary?

Skinny, weak latte – even though many often comment, “Why even bother, that’s not a coffee!”

What inspired you to return to Northern Health, and what excites you most about stepping into the Director of Allied Health role?

It has been great to return to Northern Health to the welcome of many familiar faces, to meet new staff, and see the inspiring examples of how Northern Health is leading the way, especially in virtual care.

As Director of Allied Health, I am excited to work with the teams to further look at opportunities for innovation in the way we provide care to our patients and to enhance the roles of Allied Health to assist the organisation to meet the needs of our diverse community.

Any anecdotes from your last time here?

In my previous role as Director of Capital Development, during the refurbishment of the Emergency Department a fire sprinkler was accidentally struck, causing significant flooding in the area. What stands out most is the image of the Executive Director—closely aligned with Capital Development at the time—grabbing a broom and joining the team in the clean-up effort. His leather shoes and suit pants didn’t survive the ordeal, but the moment perfectly captured Northern Health’s “roll up your sleeves, support one another” culture that makes it such a remarkable place to work!

Having held leadership roles across both Northern and Western Health, how have these experiences shaped your vision for Allied Health services?

My various roles at Northern and Western Health have provided me with a broad understanding of health leadership and management, the complexity of public health care and the flexibility and agility required to successfully lead teams in these environments. In recent times, my experiences have taught me the importance of nurturing and supporting the development of our workforce.

My vision is to enhance the recruitment, retention and career pathways of Allied Health staff at Northern Health – with clinicians working at their top of scope, clinical experts in all disciplines providing  clinical leadership and expert knowledge, advanced practice clinicians in all disciplines providing innovative models of care and more timely access for our vulnerable community and a focus on interdisciplinary practice.

As a physiotherapist and Fellow of the Australian College of Health Services Management, how do you see clinical expertise influencing strategic leadership?

I think clinical expertise and leadership studies intersect to help the leader develop a strong understanding of both patient needs and the complex healthcare context in which we deliver care. In this way, the leader can develop strategies and implement improvements that are evidence-based, data driven, patient-centred and aligned with the goals of the organisation.

You’ve been involved in research and evidence-based practice—how do you plan to strengthen Northern Health’s research culture within Allied Health?

My vision for further strengthening research for Allied Health is to encourage and facilitate research at every level. It is important that research is embedded in every clinician’s work in some way – either through the implementation of evidence based practice, clinician researchers adding to the evidence base or translating it into practice.

I hope to see increasing numbers of Allied Health clinicians undertaking research higher degrees, obtaining research grants and continuing to increase our research publications and presentations to demonstrate the great work we are doing at Northern Health.

What do you see as the biggest opportunities for Allied Health in the next few years?

I think there is a great opportunity for Allied Health clinicians in advanced practice roles to provide innovative, alternative models of care for a number of patient cohorts, reducing waitlists and providing more timely access to care, to assist in workforce shortages and also in the retention of highly skilled clinicians.

 Lastly, tell us something  about yourself that we wouldn’t find on your résumé?

I am the master of many ‘grandma hobbies’– I bake and decorate cakes, crochet for charity, make candles and have recently started pottery classes.

I have read that grandma hobbies help reduce stress, promote mindfulness, foster creativity and improve cognitive function – and when that doesn’t work, a nice glass of Heathcote Shiraz at the end of the work week does wonder.