Peter Crane Email & Phone Number

Moree, Nsw

Linton Village - Thomas Eccles Gardens, Yass, Nsw

Bundaberg Cardiology

Project Orca Integration Manager, CancerCare QueenslandProject Orca is to establish new Radiation Therapy Centres at Bundaberg and the Fraser Coast.The Centres will provide services to both public and private patients.Seconded to this project to draw upon my existing WBHHS and community network and to drive the Operations workstream – period Sep 17 to Mar 18 Operations Manager, Bundaberg CardiologyAppointed to provide stable management to this regional practiceRole extended to include Operations Manager, SleepCare (Qld) from Apr 17 to Sep 17Negotiated WideBay Hospital & Health Service (WBHHS) PPP (Bundy Cardiology as primary contractor) in Feb 17Patient Services team organisational restructure Jan 17Exceeding H1 17 EBIT notwithstanding loss of WBHHS PPP (hospital as primary contractor)Exceeded financial targets in H2 16

Brisbane, Australia

Recruited by the Director of this private company to research and draft a demographic analysis and feasibility study for a retirement resort in south east Queensland. Note previous employment from 1998-2002.

Mackay Rehabilitation Hospital

Appointed to provide stable transitional management following the acquisition of this recently opened specialist Rehabilitation Hospital. Led the Hospital through the change process of amalgamation into a larger organisation. Visibly engaged with staff and clients throughout the process to ensure loyalty and minimise staff turnover.Drafted and implemented a Marketing Plan Project managed the recommissioning of a Hydrotherapy Pool ($150k)

Bethany Centre, Port Macquarie (5.5 months), Woodport Centre, Erina, Gosford (7.5 months), Mountain View Centre, Canberra (6 months), Rosedurante Centre, Parkes (9 months)Appointed to provide stable transitional management at Centres, as required, as an organisational response to non-compliances in key areas and/or poor financial results.Rosedurnate - reviewed the Centre’s operations and achieved operational surplus in 3 months; achieved a successful outcome to a Re-Accreditation Audit with compliance in the 44 standardsMountain View – reviewed the Centre’s operation to reverse poor operational & financial outcomesWoodport - achieved a successful outcome to a TFI Audit with compliance in the 44 standardsBethany - reviewed the Centre’s operations and introduced a long term sustainable financial model; achieved a successful outcome to a Re-Accreditation Audit with compliance in the 44 standards

Northern Rivers, Nsw

Appointed to drive regional performance of Baptist Community Services aged care facilities during a period of change and expansion. Managing a regional leadership team of 5 ($12.5M OPEX budget) oversaw the successful integration of 4 newly acquired aged care facilities, transitioning from struggling, silo operations to profitable, integrated and effective portfolio of facilities delivering high quality community and aged care services.  Analysed operations of 2 residential aged care service facilities (RACS) restructuring financial models and staffing and moving from EBITDA loss positions to sustainable facilities operating at healthy profits - $550k pa turnaround. Identified the opportunity to acquire 20 year management lease of residential aged care service facility in Coraki and managed the successful integration project, growing business revenue base and regional footprint. Stepped up on 2 separate occasions to assume Acting Regional Management roles (3 months each) managing regional budgets of $30M+ whilst simultaneously maintaining Northern Rivers Area accountabilities. Identified and addressed the key profitability drivers of a 28 unit Retirement Village propelling to become BCS’s best performing village on a per unit base. Reviewed structures for BCS’s 250+ staff across the region ensuring appropriate staffing ratios to achieve service quality outcomes and financial indicators.

Redcliffe

Following contributions supporting the sale of Private Health Service’s 2 hospitals, Riverview and Peninsula Private, briefly operated as residential Real Estate Consultant marketing properties across the Redcliffe Peninsula. Negotiated and closed more than 60 real estate sales valued at over $15.5M within first 12 months in the industry, and built a reputation for integrity, commercial insights and professionalism.

Riverview P Hosp & Corp Services (2001 – 2002) | Penininsula P Hosp (1998-2001)

Recruited by the Directors of this private hospital group to drive the performance of the Riverview and Peninsula Private Hospitals in the lead up to planned sale. Commenced as CEO of Peninsula Hospital, and then transferred to Riverview Hospital strategically working across hospital operations at both sites to review business processes and facilities, and maximising profit and performance until successful sale in 2002. Subsequently assisted with service finalisation. Led detailed review of both hospitals and PHS’s corporate functions furnishing recommendations for areas of expansion and/or rationalisation, and strengthening position for sale. Key recommendations for introduction of dialysis, psychiatric and rehabilitation services all subsequently implemented by existing or new owners. Managed hospital services of 60 bed acute private hospital at Riverview and achieved first annualised profit of the 6 year old hospital at end of first management year. Led introduction of dialysis service at the Hospital.Drafted Peninsula Private Hospital’s first strategic and operational plans and managed the Hospital Services of this 86 bed acute private hospital, improving business profitability.Assisted in sale preparation processes for the 2 hospitals liaising with potential buyers and providing responses to information requests.Worked to build staff involvement in hospital planning and changes during transition period ensuring engagement in processes and supporting morale during difficult period.

Ceo - Mater M. Bundaberg (1990-1998) | Manager- Mater M. Rockhampton (1987-1990)

Progressive tenure commencing as Manager at Mater Rockhampton prior to promotion to CEO role with Mater Hospital Bundaberg. Heading high quality leadership teams; drove successful delivery of services in these key regional facilities and played lead role in development of site master plans, strategic and operational plans across a ten year period. Drafted the building development plan for Mater Hospital Rockhampton (as alternate to external consultants plan), receiving Board approval for building program that ensured the hospital’s position as the premier CQ hospital.Drafted the first strategic and operational plans at Mater Rockhampton and presented to the Board with the resolution that strategic planning process be initiated on Board/group basis and then at each facility.Introduced new After Hours Medical Service model at Mater Bundaberg with shared medical staffing by majority of local GP practices. (New service replaced previous model of 6 after-hours rosters.)Developed concept plans at Mater Bundaberg for Day Surgery facility immediately adjacent to Theatre wing and managed a plan & construct project at Mater Bundaberg to renovate and extend the Radiology Department.Primary negotiator with health funds and DVA for Sisters of Mercy Health Care Services (380 beds) and key negotiator in business agreements with major goods and services suppliers.