Health Services Manager

Serial No: 10877
Skills keywords: performance management, self-awareness
Current location:  New South Wales, Australia - View on map
Nationality: NZ
Spoken languages: english, Shona

Professional Qualifications

2014 Doctor of Health Services Management (Professional Doctorate), UNE, NSW

2005 Postgraduate Diploma in Health Services Management, Massey University, NZ

2004 Master of Occupational Therapy (Merit), Otago Polytechnic, NZ.

2003 Postgraduate Cert. Health Sciences (Endorsed in Clinical Rehabilitation), Otago University NZ.

1998 Certificate in Systemic Counselling, ZIST, Harare, Zimbabwe

1997 BSc (Hon) Occupational Therapy, U.Z. Harare, Zimbabwe



HDR Doctor of Health Services Management Candidate 2011-2013

• Nov 2013: HDR Thesis Examination: Exploring the Working World of Occupational Therapy Clinical Leaders

• 2008/S2: HSHM704 Professional Development in Health Services Management

• 2008/S1: HSHM703 Health Services Management Inquiry

• 2007/S2: HSHM702: Health Services Management in Context

• 2007/S1: HSHM701: Conceptualizing the Management of Health Services

Sunshine Coast Hospital and Health Service, Nambour, Qld.

Allied Health (Occupational Therapy Clinical Leader), Acute Medical Services, Mar 2008 – Oct 2010.

• Demonstrated executive level clinical management experience in the health sector across district-wide acute medical services using excellent clinician- leadership skills and strong operational management of assigned human, material and financial resources needed to translate identified performance gaps as specified in the parent annual financial statements’ management discussion and analysis and independent auditors’ opinions into high quality set service performance targets and better client health outcomes within annual service agreements.

• Demonstrated excellent stakeholder management skills, high quality strategic advisory capabilities, excellent motivational skills and operational management capabilities of human, material and financial resources to identify and achieve challenging Acute Medical Occupational Therapy Services business goals in a fast moving, reforming environment during the 2009/10 Acute Medical Services reforms.

• Analysed the Acute Medical Services Occupational Therapy Service patient flows and workforce management processes and transformed the service into a cost-effective efficient and integrated health service in collaboration with other key partners, to support safe, sustainable, efficient, high quality and responsive health care to all key partnerships and consumers.

• Developed strong research and analytical skills through examining new and existing business funding systems, trends in health care reforms as well as growth and partnerships prospects for integrated acute medical services, which resulted in an extra 90-in-patient bed capacity, extra 3.5FTE and extra assessment, treatment and outcome measure tools for Nambour Hospital’s New Block 3 Stroke and Gerontic New Models of Care.

• Utilized advanced occupational therapy clinical skills, expert leadership and operational management of human, material and financial resources to develop and implement an effective and consultative evolving 3 year operational Quality Improvement Plan that ensured the delivery of high quality and safe acute medical occupational therapy services responsive to emerging state and national health priority reforms.

• Organized and implemented relevant Nambour Hospital New Block 3 new models of care for the Acute Stroke and Gerontic Services within human resources, material and budget allocation using innovative Clinical Redesign Change Management methodologies.

• Demonstrated effective workforce management skills through contemporary evidence based research on the value-addition of clinician-leadership to improvements in clinical accountability, better client health outcomes, sustainable acute demand management strategies and patient-flows within hospital systems.

• Translated senior occupational therapists’ job descriptions and service based roles, into an appropriate organisational response to emerging health care trends, staff support needs and new campus and service re-development change projects.

• Organized monthly acute medical Occupational Therapy Services meetings to pitch potential service and staff performance opportunities.

• Demonstrated experience in appropriate risk management, compliance and clinical governance frameworks using an evolving Yearly Acute Medical Occupational Therapy Services Operational Plan, which assisted in identifying opportunities, service strengths and potential threats for continuous improvement initiatives in the areas of staff and service performance management reviews; workplace health and safety, staff clinical supervision, new business opportunities, health care and workforce planning and staff training programs.

• Developed, utilized and promoted a Risk and Clinical Governance Framework and Culture , which resulted in Occupational Therapy Acute Medical Services maintaining ACHS accreditation standards, as demonstrated by an achievement of over 80% Medical Record Documentation Audit Compliance during the period 2009-2010.

Far West Local Health District, NSW, Broken Hill.

Manager, Occupational Therapy Services, 2006-2008

• Demonstrated excellent budgeting and management accounting systems skills such as Management Discussion and Analysis Reviews, Independent Auditors’ Opinion Reviews, Cost-Volume-Profit Analysis; Balanced Scorecard, Financial ratios, DuPont System, Variances and Statement Analysis, Case Mix, Activity Based funding and job costing to monitor and report a cost-centre asset, human and other liabilities budget in excess of $900,000 within agreed service performance agreement goals, which improved the Broken Hill Occupational Therapy Service’s capacity to safely meet contractual targets.

• I achieved sustainable workforce planning for the service involving 100% recruitment into existing staff vacancies, utilized innovative staff development initiatives for geographically isolated practice areas and reduced staff attrition by 50% compared to previous year periods.

• Demonstrated high quality human resource priority setting by translating job descriptions and service based staff responsibilities into an appropriate organisational response to the existing national blueprint on Better Health Outcomes in the National Primary Health Care and Allied Health Strategic Framework and emerging trends in contemporary rural and regional health care management and service performance targets, which increased occupational therapy input and visibility within MDTs and remote health services’ Royal Flying Doctor Service, by more than 90%.

• Constantly provided strategic counsel to senior management on acute and community demand management strategies and collaborated with strategic service partners such as Acute, Community, Indigenous Health Services, Sub-Acute Rehabilitation, Primary Health Care Services, Paediatric Services and Remote Services’ Royal Flying Doctor Services on matters that impacted on patient flows, budget, human and material resource targets. The service achieved 100% cost centre management performance compliance for material, sub-contracted health services, human, staff development and clinical resources.

• Fostered and promoted key partnerships and collaboration for evidence based service development, which resulted in the implementation of the Far West Virtual MDT Cancer Services and appropriate Occupational Therapy’s Acute Services, Community and Specialist Rural Outreach Programs, to improve client outcomes and safe delivery of timely and responsive care for Acute, Community, outreach, and chronic care patients, in view of NSW Health’s aim to promote current and future healthy lifestyles for all consumers.

• Supervised and supported the delivery of the Co-Partnership Medical and Allied Health Specialist Community Paediatric Services contract with high quality outcome Key Performance Indicators.

• Utilized existing and new organisational communication tools to facilitate and promote a culture of education, training and research during the 2006/2008 period for improved patient safety and health outcomes thereby achieving a consistent 100% Service Mandatory Training Compliance. This process resulted in a 60% improvement in the team’s capacity to provide safe and timely complex occupational therapy services to isolated regional and remote areas.

• Utilized expert leadership and excellent operational management competencies of human, material and financial resources to resolve with good outcomes all operational management directed requests and conflicts in line with organisational values, policies and procedures, which enabled the OT team to become more cohesive.

Waikato District Health Board, Thames-Hauraki Regional Health Service

Charge Occupational Therapist, 2005-2006

• Successfully utilized excellent accounting and budgeting skills such as Cost-Volume-Profit Analysis; Balanced Scorecard, Financial ratios, Variances and Statement Analysis, Activity Based funding and job costing to manage a cost-centre budget exceeding NZ$1M annually, within set service performance and resource utilization targets and achieved designated better population health outcomes.

• Successfully coordinated the implementation of the Occupational Therapy Patient Equipment Storage facility change program in compliance with the 2006 Thames Hospital Accreditation Standards’ Infection Control and Manual Handling recommendations, within effective human, material and financial resource utilization.

• A New Business Funding application as supplementary budget in excess of $50 000 was approved by the Thames-Hauraki Area Health Manager for the implementation of the Thames Occupational Therapy Equipment Storage facility

• Utilized ethical decision making in the achievement of organisational goals, which was rewarded through a Simply the Best Team Award by the Waikato District Health Board for successfully leading The Thames Hospital occupational therapy campus and service re-development project.

• Developed strong research and analytical skills through examining new and existing business funding systems, trends in health care reforms as well as growth and partnerships prospects for integrated acute medical services, which resulted in the 2005 implementation of the Thames Hospital Occupational Therapy Service Campus and Acute and Sub-Acute Service Re-Development Project

• Developed, utilized and promoted a Risk and Clinical Governance Framework and Culture by implementing the Hospital Risk Management Accreditation Recommendations for the Thames-Hauraki Patient Equipment and Infection Control Project Management project.

Northland Health District Health Board, Regional Sub-Acute Rehabilitation, Whangarei Hospital, NZ

Head Occupational Therapist, 2003-2004

Mid-Central District Health Board, Palmerston North Hospital, NZ

Occupational Therapist, 2001-2003

West Coast District Health Board, Grey mouth Hospital, NZ

Locum Occupational Therapist, Feb 2001-Aug 2001

Ministry of Health, Chinhoyi Provincial Hospital, Zimbabwe

Head of Occupational Therapy Services, 1999-2000

Ministry of Health, Chinhoyi Provincial Hospital, Zimbabwe

Occupational Therapist, 1997-1998

Research Activity and Publications

• Shiri, S. 2014, Stakeholder Management: A universal strategic health services management approach to unlock a profitable return on investment. (Peer Review Process).

• Shiri, S. 2014, Universal Medical Insurance Coverage: Spare a Moment for Developing Nations. Unpublished, Opinion Article

• Shiri, S. 2014 Priority setting in publicly funded health care systems: A recurring agenda for health policy review, Unpublished Opinion article.

• Shiri, S. 2013, Driving successful health care reforms: Is it time to re-define key drivers? Unpublished Opinion Article.

• Shiri, S. 2013, Exploring the Working World of Occupational Therapy Clinical Leaders, Doctor of Health Services Management Thesis, School of Health, University of New England, NSW, Australia.

• 4-8 July 2011: UNE Postgraduate Research Conference: Partnerships and the research Journey. Presented, DHSML Thesis Draft on, Exploring the Working World of Occupational Therapy Clinical Leaders.

• 5-7 July 2010: UNE Higher Degree Postgraduate Research Committee Candidacy Approval for Research Proposal. UNE Postgraduate Research Conference: Bridging the Gap between Research and Ideas. Armidale, NSW.

• 16 December 2009: University of New England Human Research Ethics Committee 3 Year Full Approval for HDR Title: Exploring the Working World of Occupational Therapy Clinical Leaders. Armidale, NSW. Australia.

• 13-17 July 2009, Education Building, University of New England. 4th Annual Postgraduate Research Conference. Bridging the Gap between Ideas and Doing Research. Presented A Doctor of Health Services Research Proposal entitled: Exploring the Working world of Australian Occupational Therapy Clinical Leaders: A hermeneutic phenomenological study informed by Heidegger and Gadamer.

• 15-18 July 2008- Attended Bridging the Gap between Ideas and Doing Research. 3rd Annual Postgraduate Research Conference, Education Building, University of New England, Armidale, NSW.

• Shiri, S. 2007 (Nov), Sink or Swim? Reflecting on the value of occupational therapy services within the Australian Health Care System, Unpublished.

• Shiri, S. 2007 (Sept), ICF and CMOPE: Similar but different? , Unpublished.

• Shiri, S. 2006, Job satisfaction, physical acute care and occupational therapists, New Zealand Journal of Occupational Therapy, 53(2), 5-11

• Shiri, S. 2004, Job Satisfaction: Views of Physical Acute Care Occupational Therapists, Master of Occupational Therapy Thesis, Otago Polytechnic, School of Occupational Therapy, Dunedin, New Zealand.

• Shiri, S. 1996, Draw A Man Tool: Testing its validity in Paediatric Mental Health Occupational Therapy Services, BSc (Hon) Occupational Therapy Dissertation, School of Health Sciences, University of Zimbabwe, Harare.

Career Development Plan

• 24 April 2013: Bridging the Career Gap. Connecting where you are with where you want to be. Career Review and Strategy. EPR Careers, Sydney, Australia.

• 12 March 2010: Joint Training and Coaching Program on: The Brain. Ortho/Surgical and Acute Medical Services Clinical Networks, Nambour General Hospital, Qld.

• 28 January 2010: Leadership & Planning Occupational Therapy Services Sunshine Coast-Wide Bay Health Service District One Day Workshop Title: Strategic Planning: Mission Vision & Values of Occupational Therapy Services Now and the Future

• 29 October 2009: Organized Acute Medical Occupational Therapy Medical Record Documentation Audit on Administrative Requirements, Client Consent, Initial Assessment and Progress Documentation. Nambour General Hospital. Overall Audit Compliance Outcome 85% Pass.

• 10 Sep 2009: Professional training to Nambour Hospital Occupational Therapy Acute Medical Services on Reflective Practice; 1300-1400Hrs, Allied Health Meeting Room, Nambour General Hospital, Qld.

• 10 Aug 2009: Training and Coaching Nambour Hospital Nurses and Nurse Unit Managers on The role of occupational therapy in Acute Stroke Services, 10-12PM, Nambour General Hospital, Qld.

• 21 May 2009: 1300-1400 Hrs. Training and Coaching Session: The Minimental State Examination Tool. Acute Medical Occupational Therapy Team. Nambour General Hospital, Qld.

• 17 May 2009: New Business Case Submission to Sunshine Coast Hospital and Health Services’ Director of Occupational Therapy Services as Supplementary staff, material and financial budget application for New Block 3 Acute Medical Occupational Therapy Services.

• 5 May 2009: 1000-1200 Hrs. Joint Training and Coaching Program. Documentation Guidelines Review. Orthopaedics/Surgical and Acute medical Clinical Networks. Nambour general Hospital, Qld.

• 15 March 2009: 1300-1400Hrs Training and Coaching to Sunshine Coast Hospital and Health Service Acute Medical Occupational Therapy Services Team on: Demystifying Complex Discharge Planning: An Acute Medical Unit Setting. Allied Health, Nambour General Hospital.

• 28-29 January 2009: Two Days Workshop: “Inspiring Leadership for Managers and Supervisors”. “Better Workplaces”: Workplace Culture & Leadership Centre, Queensland University of Technology at Nambour General Hospital, QLD.

• 11 January 2009: Recruitment and Selection for Panel Members, Nambour General Hospital.

• 13-14 November 2008: Two-Day Workshop: LEAN Thinking Model in Health Care Organizations, Nambour General Hospital, Learning and Development.

• 4 June 2007: Virtual Local Health District MDT Cancer Management Services (launch). Presented on the role of occupational therapy in palliative care and cancer management. Broken Hill Hospital and Health Services, NSW.

• 30 May 2007: Performance Development Broken Hill Hospital and Health Service, Far West Local Health District, NSW Health.

• 16 May 2007: Attended Equip 4 Standards 2-Day Education Session, Broken Hill Hospital and Health Service, Far West Local Health District, NSW Health.

• 22 November 2006: Health Recruitment and Selection Techniques, Broken Hill Hospital and Health Service, Far West Local Health District, NSW Health.

• August 2006: A Service Performance Diagnostic Stakeholder Feedback Survey: How do we measure up as a service? Occupational Therapy Services, Broken Hill Hospital, NSW Health, Australia.

• July 2005: Certificate of Attendance: Manual Handling Training, Waikato Hospital, Waikato District Health Board, New Zealand.

• July 2005: Certificate of Attendance: The Treaty of Waitangi, Waikato Hospital, Waikato District Health Board, New Zealand.

• March 2005- Student Mentoring Strategies One Day Workshop, Canterbury Christ Church University, Kent, UK

• 31 January 2005: Manual Handling. Safer People Handling, Nurses Direct, Canterbury, UK.

• 31 Jan 2005: Fires Safety, Health & Safety, Lone working and dealing with violence and Aggression, Nurses Direct, Canterbury, UK.

• June 2002: MEDLED (Internal Medicine Line Education Program), Caring & Aware courses: Respiratory management 1-V; Heading Home 11; Neurological Management 111; Terminal Care & Gastroenterology: PEG Mgmt. Mid-Central Health, New Zealand.

• December 2002: Harassment Prevention Workshop, Mid-Central Health, New Zealand.

• July 2002: Invacare Seating & Mobility Training. Invacare New Zealand, Wellington.

• May 2002: Certificate of Attendance: Treaty of Waitangi and Cultural Safety Practice, MidCentral District Health Board, Palmerston North Hospital, New Zealand.

• November 2000: Three day Clinical Supervision and Performance Appraisal seminar, Makonde Public Training Centre, Chinhoyi, Zimbabwe

• October 1999: Peacock House, West London, UK Presented a paper on the Richmond Fellowship Zimbabwe half-way home project for the mentally ill patients situated in Mashonaland West province, Zimbabwe, progress report and constraints.

• June 1998: Presented a paper on splinting & hand therapy, Orange Groove Motel, Chinhoyi, Zimbabwe

Awards, Professional Memberships and Board Appointments

• 14 February 2007: Australian Commonwealth Higher Degree Research Scholarship Award for the Doctor of Health Services Management Program, University of New England, NSW, Australia.

• 2006: Simply the Best Merit Team Certificate Award (Simply the Best Autumn Awards) Waikato District Health Board, New Zealand.

• 2001-2006: ENABLE New Zealand Accredited Assessor (Housing modifications, Standard & Complex Wheelchairs, Personal Care, Household Task Management, Seating Levels 1&2)

• January 2005: Health Workforce New Zealand Advisory Committee, New Zealand Association of Occupational Therapy Nominee to the Minister of Health, New Zealand

• 2003-2005: Examiner, New Zealand Occupational Therapy Board

• 2003-2005: National Committee Membership (Physical Occupational Therapists) School of Occupational Therapy Advisory Committee, Auckland University of Technology, New Zealand.

• 1998-Jan 2001: Chairperson, Richmond Fellowship Committee (Zimbabwe Chapter), NFP Services for Mental Health Services

Summary of Key Skills, Attributes and Interests

• Excellent Clinician-Leadership competencies across a diverse range of stakeholders and clinical service development skills needed to guide health organisations to deliver high quality, efficient, responsive and effective clinical services.

• Sound management and leadership accounting and budgeting skills: Management Discussion and Analysis Reviews, Independent Auditors’ Opinion Reviews, DuPont System (financial ratios such as total assets turn over, profit margin, liquidity ratios, activity ratios, profitability ratios, leverage ratios, Return on Investment), Cost-Volume-Profit Analysis; Balanced Scorecard, s, Variances and Statement Analysis, Activity Based funding and job costing and Transfer Pricing for Decision Makers.

• Proven commitment to personal professional development, to high standard of qualitative, quantitative and mixed research methodologies and publication, teaching, presentation and interagency coordination needed to achieve high quality health services management and delivery targets and community needs.

• I possess sound SWOT strategic skills needed to achieve agreed senior level human, physical and activity-based management targets within large organizations in terms of scope and size.

• Demonstrated high quality transparent communication, customer care, and stakeholder management competences to achieve a competitive cost leadership and product differentiation business advantage.

• I am capable of delivering advanced teaching using various tools and pathways to foster learning and driving strategic workforce planning needed to ensure that available resources are used effectively in providing innovative and quality clinical services with proven skills in achieving transformation within a large and complex organisation.

• Proven Interpretive Phenomenological Analysis (IPA) skills within qualitative research frameworks.

• I have shown competency with A.D.K.A.R model complex change project management skills, Clinical Redesign Methodology for New Models of Care, new business and grant applications and financial management skills and work experiences of a significant scope needed to achieve effective resource utilization and set organisational operational performance priorities.

• Substantial knowledge and understanding of the operations of global health care systems associated industrial tools and current Australian State and National Health Reform Initiatives such as Health Workforce Australia, Health Workforce New Zealand, Activity Based Funding, Local Health Districts Service Agreements and Performance Monitoring Systems, Community and Consumer Engagement Initiatives, Chronic and Complex Care Management, Healthy Lifestyles promotion initiatives and Integrated Primary and Continuing Care and Closing the Gap health initiatives for Indigenous Population Health, Mental Health Services and Multicultural Communities.

• As an authentic leader I have shown effective organisational sense-making, visioning, ability to establish honest relationships and inventiveness needed to drive new markets and achieve set organizational and client outcomes.

• I am capable of balancing the need to address immediate operational issues and the need to plan strategically, with regard to longer term implications and objectives.

• Fluent computer and technology skills such as Word; Excel; Email; Knowledge Management Networks; Queensland Health Educational Portal Service; PowerPoint; ORACLE, New Business Case Applications and Executive Reporting; Incident Information Management Systems and PRIME.

• Strong self-awareness and self-management skills to enable me to establish honest connections needed to make sound ethical decision-making processes to achieve high quality health care outcomes and new business innovativeness at a peer competitive advantage.

• I am hardworking and flexible with working conditions

• Demonstrated abilities to lead and manage people to promote effective team working environment

• I have shown in my practice, excellent problem solving skills to drive high quality service planning and performance management systems, strong political astuteness, excellent interpersonal, verbal and written communication skills needed to achieve effective set organizational KPI’s and client outcomes.

• I constantly actively engage in my practice to identify strengths and weaknesses to promote best practice standards.