1. NAME: Jessy McGowan
ADDRESS: ACT
Work mobile: + 61 448196075
Email: jessymcgowan@hotmail.com
Work email: jessy.mcgowan@bartonprivate.com.au
Citizenship: Australian
EDUCATIONAL BACKGROUND AND OTHER SKILLS
2001 Masters Degree in Health Management, New England University-
Armidale- Australia.
2003 Certificate IV in Business Management- ACT CIT- ACT- Australia
1993 Minor in Management, Northern Territory University- Darwin-Australia
1992 Completed Bachelors Degree of Nursing, Northern Territory University-
Darwin- Australia
1981 Completed Diploma of Nursing and Bachelor of Nursing, French
University of Beirut Lebanon.
Other skills:
Project management and Health administration
14 years Health administration, legal aspect of partnerships and partnerships
structure, benchmarking and Project management
experience from:
• August 2013- present: Chief Executive Officer of Barton Private Hospital
(BPH), Barton General Practice (BGP), Barton Specialist Centre, Barton
Property Partnership 1 (BPP1) and Barton Property Partnership 2
(BPP2).
• June 2012- August 2013: Business manager Health Specialists Australia
– Deakin Occupational and Corporate Center.
• March 2010- June 2012: Director Projects and Policies- ACTML-
Australian Capital Territory Medicare Local (the old ACT Division of
General Practices).
• August 2016- March 2010: Operations Manager of the Qatar National
Sports Medicine Program - Aspetar Orthopeadic and Sports Medicine
Hospital; Doha- Qatar, Associate Director of Nursing- Aspetar
Orthopedic and Sports Medicine Hospital; Doha- Qatar,
• February 2001 until August 2006 : Nurse Manager- John James
Hospital- Canberra Australia

2. Nursing
22 years of comprehensive clinical experience in all aspects of nursing,
including:
• Orthopedics, ICU, CCU, Recovery, ED, Surgical, Medical, Pediatrics, Day
Surgery and Women’s Health.
Speak fluent English, French, and Arabic and beginners Italian
Recent Conferences:
• Innovations in Hospital Management Forum: Driving organisational
• Cyber Security – objective is to learn the 10 key steps to enhance Cyber
security and resilience – Deloitte- 10 March 2015
• Health Care and Social media Summit 2015: 1September 2015-3
September 2015 – Brisbane Australia
• Managing Cash-Flow and Profits in changing times…. Creating your own
“certainty’!
• Profit From Productivity …. By cutting your own “red tape”!
• Positioning for prosperity? Catching the next wave- September 2014
EMPLOYMENT HISTORY
August 2013- present:
Chief executive Officer of Barton Private Hospital (BPH), Barton General
Practice (BGP), Barton Specialist Centre (BSC), Barton Property Partnership 1
(BPP1) and Barton Property Partnership 2 (BPP2).
The purpose of the Chief Executive Officer is to in conjunction with the Board of
Directors, enable the partners to fulfil its governance function; and provide
executive leadership, operational management and direction towards
achievement of the 5 entities Purpose, Vision, Priorities, Objectives and
Strategic Directions, in accordance with the Governance Procedures, Instrument
of Delegation, Polices and Procedures of the employer as they exist or are
amended during the individuals employment. The position works closely with the
board members and the shareholders to ensure compliance, growth and
sustainability.
Performance tasks for this role include financial sustainability, management of
risk, staff growth and satisfaction, revenue growth, margin maintenance/costs
control capability improvement and development, community positioning,
satisfactory succession planning and market development. Continuously
strengthen the balance sheet and manage key asset groups
My responsibilities are to:
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3. • Provide Executive leadership, operational management and direction of
the Barton Private Hospital , BPP1, BPP2 , BSC and BGP purpose,
Vision, Priorities, Objectives and strategic Directions;
• Instrument of delegation, policies and procedures;
• Work closely with the executives and staff to ensure compliance, growth
and sustainability;
• Provide high level leadership to Barton Private Hospital and the other
entities owned by the group inclusive of any other duties as directed.
• Coordinating resources to fulfil the 5 entities responsibilities as well as
ensuring operational efficiency and effectiveness in the delivery of
Services;
• Fostering collaboration and partnerships with partners, staff, clients and
other stakeholders (ie: insurance companies etc.);
• Provide strategic advice across the 5 entities that will allow the
development of all essential functions and management infrastructure.
• On an ongoing basis, drive strategic thinking and foster a culture of
innovation, learning and continuous improvement.
• Have the ability to influence and inspire others.
• Liaise with the Executive Directors and the board of Directors
• Provide assistance to The Board of Directors and the partners as
required.
• Attend regular senior and executive meetings.
• Manage the 5 entities in accordance with the financial and business
plans, strategies and budgets.
• Develop a risk plan
• Ensure that the Board of directors is regularly provided material for
consideration and advice on operational and financial matters that
will/may affect the entities statements of priorities, strategic plans,
business plans, strategies and budgets; and risk attenuation;
• Ensure that the Board of Directors decisions are implemented effectively
and efficiently;
• Propose budgets for approval by the Executive. This includes
development of operating forecasts, expenditures operational results and
financial performance;
• Provide the 5 entities with executive and strategic leadership and
operational management. This includes responsibility for managing
progress towards achievement of the organisations Objectives and
Strategic Directions;
• Ensure that all 5 Centres continuously strives to improve the quality of the
services it provides and to foster innovation, learning and professional
growth;
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4. • Identify and manage corporate risks, including informing the Executive in
a timely manner of any issues of public concern or risks that may affect
the Centre;
• Implement capital and operating plans including a Risk Management Plan
to support the Strategic Plan;
• Develop and maintain an effective organisational structure, establishing
clear roles and responsibilities for individuals within the 5 organisations;
• Ensure that the Directors and other senior staff practise responsibility and
and that they promote a culture that upholds responsible and ethical
behaviour, integrity and accountability;
• Establish and maintain effective control measures for the Centre’s
operations to ensure the integrity and internal control and management of
information systems;
• Ensure that the operations and activities of the Centre are conducted in
compliance with relevant legislative frameworks, applicable by-laws,
regulations, governance arrangements, policies and sound business
practices;
• Act as principal spokesperson for the Centres under the direction of the
Board of Directors;
• In conjunction with the board , determine the annual goals and objectives
for executive management;
• All employees are expected to participate in mandatory education as it
relates to their specific roles and responsibilities. These include:
Fire and Evacuation, Manual Handling, CPR, Infection Control – as it
relates to the employees designated area.
• Work closely with a team of senior manager to achieve organisational
goals.
Achievements to date to name few:
• Financials, in less than 12 months I managed to improve the hospital
financial as follow: Total Hospital income improvement by 26%, Gross
profit by 32%, operating profit by 224% and net profit by 90%.
• Increase in productivity and profit- from a gross loss of ($395,000) from
July to December 2013 to a gross profit of $150,000 for the same period
July to December 2014
• Development of HR policies and Implementation
• Obtaining a Hospital licence for the facility (the hospital used to be a day
surgery).
• Recruitment of new surgeons
• Issuing new contract to all staff in the Barton Private Hospital, The Barton
General Practice and the Barton Specialist Centre.
• Successful organisational restructure to meet the strategic planning and
need of the hospital
• Accreditation granted
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5. • Rebranding- New name and New logo
• Development of new website
• Becoming paperless- in progress
• Review of equipment and purchases
• Successful negotiations with banks for refinancing BPP1 and BPP2 a
12million dollars properties.
• Costing per Diagnostic Related Group
• Dealing successfully with lawyers and other stakeholders as necessary.
• Renting all of the offices of BPP1 and BPP2 when previously they failed
to rent them for the last 4 years.
• Restructuring the partnerships into companies PTY Limited
• Hiring GP’s and other practitioners.
• Risk assessment.
• Restructuring and Implementing changes successfully.
• Developing a Business plan, work plan and Risk plan
July2012- August 2013: Business Manager of Deakin Occupational and
Corporate Center in ACT.
Worksafe Medics (a division of Health Specialists Australia Pty Ltd), was
established in 2004 and is now one of Australia's most trusted Corporate,
Industrial and Executive Healthcare providers.
WorkSafe Medics is renowned for proving outstanding health, safety, injury
Management, advisory and employee health solutions including prevention and
early intervention. Servicing all of our clients' health and medical needs, they
aim to exceed the expectations of their clients, along with educating employees
on how to maintain health and safety.
Responsibility:
• Start up and Set up the center including buying all computers, equipment,
software, and recruitment of staff (doctors, nurses, physiotherapists,
psychologists, health coaches, fitness coaches, dieticians and
coordinators and other clinicians and staff) as the needed.
• Developing a Health Professionals Network in the ACT.
• Development and Management of Health promotion programs, prevention
and early intervention.
• Management and overall operational performance of the business across
the ACT
• Manage the overall operational performance of the center in the ACT
ensuring policies and procedures are adhered to at all times
• Actively promoting and contributing to a positive culture where first class
patient care, customer service and staff development are the priorities
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6. • Providing strong leadership and direction to support staff and health
professionals.
• Identifying and executing additional services, marketing and revenue
opportunities
• Management of all projects being undertaken from our ACT office
• Liaising with Clients, ascertaining their needs and dealing with issues as
they arise.
• Achieve business outcomes through effective stakeholder relationships
with a strong focus on quality customer service.
Achievements
• Set up the whole business from the start...
• Recruited a multi-disciplinary team to provide health promotion services
and injury management on site and in the center. Recruited over 30 staff:
Doctors, nurses, psychologist, dieticians, exercise physiologist, personal
trainers, health coaches and others.
• Developed a very strong health Professional network in the ACT.
• Delivering health programs in the workplace. The team did more than 650
health checks on site, 250 health surveillances, over 100 skin checks, on
site health presentation and health promotion
• In the last 11 months, I have managed to turn the business from having all
paper base records to 90% electronic records.
• Turned the business into a profitable business in less than 12 months
March 2010- July 2012: Program Director Projects and Policy, ACT Medicare
Local (Old ACT Division of General practice)
Responsibilities:
• Maintaining and providing a high level understanding, knowledge and
expertise in the Australian Capital Territory’s (ACT’s) Health Sector and
its role in delivering the National Health Agenda;
• Providing high level leadership and management for the ACT Medicare
Local and for a team providing program support within the GP community;
• Coordinating resources to fulfill ACT Medicare Local responsibilities as
well as ensuring operational efficiency and effectiveness in the delivery of
Division programs;
• Fostering collaboration and partnerships with members of the Board,
Division staff, Division membership and other organizations (government,
community etc.);
• Applying significant judgment in planning, policy and program
development and initiating change within the organization;
• Providing high level management and leadership support to the Chief
Executive Officer and the Board; and,
• Investigating and analyzing possibilities for the Division’s involvement in
research opportunities.
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7. Achievements
• Just prior to my commencement in March 2010, a survey was conducted
amongst the staff due to poor morale and disharmony. The results of this
survey indicated a blame culture. After changes to the Management
team and implementation of certain positive changes, a similar survey
was conducted 2 years later (February 2012) has indicated that the
organization has now shifted from a Blame culture to a Success culture in
2 years.
• Developed and launched two successful programs for ACT Health
Directorate in the last 12 months. This included the successful bidding
for funds and undertaking successful contract negotiations.
• Implemented a GP Aged day service (a mobile GP service to resident
Aged care facilities residents and home bound patients). This program
was the first of its kind in Australia. I negotiated a contract with
government, developed the work plan, risk plan and budget. I prepared
MoU’s for Resident Aged Care Facilities and General Practices and hired
5 GP’s. I also wrote the policies for the program which has been
successfully running for 12 months.
• Cardiovascular Better Outcome – now called Heartlink - 6 months into the
program: I have developed the plan and policy for the plan and it is now
in the implementation phase.
• Chair the ACT Aged Care Forum.
• Implemented and managed successfully over 10 projects with 15 staff
simultaneously such programs are: Prevention of Type 2 diabetes and
Life Style Modification program, National Prescribing Service program
and Quality Use of Medicine, Mental Health program, GP Aged Day
Service, “Heartlink” Better Outcome Cardiovascular program, HIV
program, Aged Care Access Initiative, Closing the Gap program and Care
Coordination and Supplementary Services program.
August 2006 – March 2010
Associate Director of Nursing, Aspetar Orthopedic Sports Medicine Hospital,
Doha Qatar August 2006 to October 2009
Operation Manager, Qatar National Sports Medicine Program, October 2009 –
March 2010.
The aim of the hospital is to provide high levels of care to the elite athletes of
Qatar assist them to reach their maximum potential. My job entailed the
commissioning of the hospital with a multi disciplinary team and the
establishment of the Nursing Department (Outpatient Department, Inpatient
Department and Athlete Screening Center.) When I arrived at Aspetar, there
was 15 staff. I was responsible for the staffing of the Nursing Department. I
travelled to 2 countries (Tunisia and Lebanon) on a recruiting campaign for
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8. Registered Nurses. I developed a variety of tests for nurses from the Arab world
to ascertain their level of knowledge and their ability to fit into the organization
before interviewing and hiring. I was involved in hiring 120 nurses from around
the world.
While in this position I have been responsible for:
• The development of hospital competencies for all nursing staff and
undertook the design of medical forms for the athlete’s medical record,
the preparation of policies and procedures for Aspetar and the
purchasing of equipment and furnishing.
• Assisting the doctors in developing an athlete’s screening program which
aims to complete medical checks, including vaccinations and ECG to
enable athletes to obtain a medical clearance to practice their chosen
sport safely.
• In April 2007 the hospital was operational, fully equipped and staffed.
• Recruitment of medical staff, there are now 400 staff from 45 different
nationalities and many specialties working in the hospital.
• Carrying out the normal duties of an Associate Director of Nursing
(ADON) including quality improvement projects, staff management,
budgeting, committee membership and the myriad of other tasks related
to the position of ADON.
In October 2008, I was asked by the Director of the National Sports
Medicine Program (NSMP) to join him in developing the program.
NSMP is a program under the umbrella of Aspetar the Orthopedic and Sports
Medicine Hospital. I accepted the move to the NSMP for the challenge and the
opportunity to learn new skills. I began working for that program as The
Operations Manager for Qatar National Sports Medicine Program (NSMP). The
goal of the NSMP is to implement high levels of medical support to all 26 sports
clubs and 29 sports federations within Qatar (14,000 athletes). I work with
Sports medicine Physicians from all over the world (Italy, Canada, France,
Tunisia, Australia, New Zealand, Spain, Switzerland, Qatar, Algeria, Morrocco
and others). I have also been responsible for ensuring that the medical team is
licensed under the Qatari law.
While in this position I have been responsible for:
• The preparation of budgets and key performance indicators for the
program.
• The preparation and presentation to senior management of a needs
assessment from a medical point of view.
• Writing policies and procedures, interviewing and hiring doctors,
physiotherapists and nurses for placements in clubs and federations
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9. • Worked on an agreement with the Qatar Olympic Committee (QOC) in
relation to the achievements and development of the Program. The
agreement was signed between Aspetar/NSMP and QOC.
Achievements:
Aspetar – Orthopedic and Sports Medicine Hospital- 2006-2010 Doha Qatar,
Associate Director of Nursing
• Assisted in commissioning an Elite Athletes hospital in Qatar.
• Purchased all medical and other equipment for the hospital.
• Prepared and coordinated education modules for nurses.
• Implemented and managed a patient complaint management system.
• Introduced and managed nursing staff performance appraisal and annual
reviews.
• Interviewed over 2000 prospective international staff.
• Organized and undertook interviews and recruiting trips to Lebanon and
Tunisia to hire Nursing staff.
• Hired in excess of 120 clinical staff including doctors, nurses, quality
managers and ward staff from around the world.
• Wrote all hospital policies and procedures related to nursing practices.
• Prepared the hospital for accreditation- Aspetar was accredited 2 months
after my return to Australia.
• Purchased uniforms for staff.
• Managed the hospital nursing budget.
Project manager of the Qatar National Sports medicine program
• Managed multimillion dollar project.
• Conducted a needs analysis for equipment and staffing in all 16 football
clubs and 28 Sports federations.
• Assisted the Qatar National Health Authority to provide credentials for
and register international health professionals (allied health professional,
Nurses and doctors).
• Interview and hire international sports Physicians for employment at
Aspetar and within each of the sports clubs and federations.
• Prepared and introduced guidelines for best practice to standardize the
care for athletes for clinicians working in clubs and federations.
• Wrote and introduced policies for the appropriate prescription and control
of the use of medication in regard to athletes in clubs and federations.
• Coordinated the education of all staff in clubs and federations.
• Planned and coordinated visits to Aspetar by international sporting teams
such as the Inter Milan football team and the French Olympic Athletic
team for the 2008 Olympics.
October 2001 – August 2006
John James Memorial Hospital, Nurse Unit Manager
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10. January 1992 – October 2001
Registered Nurse, Calvary Hospital
From January 1995 to December 1997, I took 3 years leave without pay to
enable me to accompany my husband on a diplomatic posting to Canada. While
overseas I sat and passed the written examination required for registration in
Canada. I recommenced work at Calvary in 1998.
Positions held:
• Medical Administration for seven months and acted as a clinical indicator
analyst for 8 weeks.
• July 98, left Medical Administration and re-commenced working as a full
time registered nurse.
• Acted continuously as a level 2 for a period of 8 months.
• 1 year as a project officer working in the Quality Department developing a
telephone patient satisfaction survey. This involved running meetings,
conducting focus groups, surveying patients, analysing results and
producing a written report that was presented to hospital management.
• ICU/CCU for a period of four months
January1990 – December 1992
Registered Nurse, Recovery Room and Emergency Department, Darwin
Private Hospital
Duties
• I acted as a CNC in that Emergency Department for 6 months. I also was
employed on a casual basis by the Darwin Public Hospital to work in their
ICUCCU. I was employed as a nurse counselor and a nurse practitioner
with the Family Planning Association of the Northern Territory from
February 1991 to December 1992.
I resigned from the above 2 jobs to follow my husband with his posting back to
Canberra.
February 1986 – December 1988
I worked as a Registered Nurse in the ICU/CCU and open heart surgery unit of
St. Andrews War Memorial Hospital in Brisbane. I resigned to follow my husband
with his new posting to Darwin.
May 1984 – October 1985
I was employed with the Canberra Nursing Agency as a casual in the CCU at
Calvary Hospital, Canberra. I resigned to follow my husband with his posting to
Brisbane.
February 1984
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11. On arrival in Canberra I applied to have my qualifications recognized and
commenced three months work at the Royal Canberra Hospital.
January 1982 – November 1983
I worked in the Intensive Care/Coronary Care unit of the French Hospital in
Beirut Lebanon during the civil war. In December 1983, I married an Australian
and resigned this job to enable my emigration to Australia.
June 1981 – December 1981
I was employed as a Registered Nurse in the Intensive Care unit of the St. Louis
Hospital in Beirut Lebanon. On receiving an offer of employment from a larger
hospital I resigned of my own free will.
Courses Completed
1992 Two week course on health and Australia’s Aboriginal people. This
involved living and working in the Aboriginal community of Bathurst Island for a
period of two weeks.
2008 26 January to 31 January 2008: Arab Health Conference 2008, Health
Care Management Forum 2008 Dubai, UAE
2009 1st
Annual Sports management Conference May 2009. Lausanne-
Switzerland
2010 July: World Health network conference- New Zealand
HOBBIES: Tennis, Swimming, wakeboarding, Cycling and walking, Skiing and
learning languages.
Interest: being green and environmentally friendly specially encourage paperless
at work.
REFEREES: will be provided upon request.
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