Healthcare Facilities Management Professional

Name : Jim Venker
Industry Type : Architects
City & State : Charlotte,NC
Job Title Healthcare Facilities Management Professional
Relocation Preferences : Southeastern USA
Objective : To become a contributing member to an executove team leading a first class facilities manageent group in the filed of health care facilities development.
Resume :  
SUMMARY
Proven Facilities Development Executive with project management skills that incorporate comprehensive facilities planning models, a knowledge base of multiple health care facility types and innovative project delivery platforms. Successful delivery of cost effective solutions for projects with combined budgets totaling over $2B. Helping develop and manage over 14 MSF of healthcare properties. Registered Architect Georgia # 5702.


Assessment
Planning
Project Management
Negotiations
Contract Administration
Leadership
Asset Management
Risk Management



PROFESSIONAL EXPERIENCE
THE PINES AT DAVIDSON, Davidson, NC
A 350 resident Continuing Care Retirement Community

Project Manager (2009-present)

Providing project management services on a number of smaller projects including conflict resolution on a warranty claims on a $19M project. In addition, leading a design and pricing study with an architect and construction manager for a maintenance outbuilding (4,500 SF), a Community Center Main Entrance and Porte Cochere renovation a partial renovation of a memory impaired patient unit, design and selection of vendors for a video camera and access control security system and finally a new telephone / internet / television service for the campus with complete scope and budget analysis.


CAROLINAS HEALTHCARE SYSTEM, Charlotte, NC
Integrated health care delivery system with 25 hospitals in North and South Carolina. Total revenues of $3.7B in 2007.

Vice President for Regional Facilities (2003-2009)
Corporate Facilities Development / Program Management Consultant to the rapidly growing Regional Facilities Group. The RFG is made up of 16 leased and managed hospitals and their respective affiliated facilities. 2,682 beds and over 4.4 MSF of facilities
Led multidisciplinary project team on a new 101 bed replacement hospital that had a design assist delivery platform that realized approximately $3.5M in savings against a $57M construction budget.
Completed four Master Facility Plans for hospitals ranging in size from 101 beds to 157 beds. The plans were assembled on three tracks; strategic market driven, operational and facility assessments and resulted in a prioritized capital response plan which focused on short term (0-2 yrs.), mid-term (3-5 yrs.) and long term (>5 yrs.) goals with incremental order of magnitude budgets and cash flow projections. Plans totaled approximately $250M in project needs.
Provided risk management assessments on significant projects to ensure that the scope, budget and schedule were complete and in balance with one another.
Acted as liaison between RFG administrative teams and CHS Senior Staff in the critical review of projects under CHS corporate policies.

Vice President Corporate Services (1997 - 2003)
Provided executive leadership for the Architecture and Construction Department responsible for the management of all facilities projects in the Owned Facilities that included 6 hospitals, skilled nursing facilities and medical office buildings. Managed a team of 22 FTEs. 1,861 beds and 3.8 MSF of facilities
Managed an average of 514 projects annually, with an average annual budget of $35.5M with an average annual budget savings of $3.8M.
Developed a furniture asset management process which had an annual savings of $350K to $500K / year in the inventory control of and reuse of existing assets.
Saved 15% to 25% on minor construction projects totaling $3M to $5M annually when compared to commercial general construction costs.
Developed standard contracting formats based upon AIA documents as well as independent consulting service agreements and facility service agreements. Held annual educational seminars with design teams on contractual performance expectations.
United Corporate Services silos to effectively integrate project teams with Plant Operations & Maintenance, Materials Management and Information Services.
Developed enhanced capital management tools with the Financial Services department with the implementation of capital project review parameters, prioritization tools and budget management software integration. This allowed for a real time data review of integrated databases that tied project budgets to the purchase order and general ledger systems.


OCHSNER HEALTH SYSTEM, New Orleans, LA (1994 1997)
An integrated health care delivery system with 7 hospitals in Southeast Louisiana with total revenues of $1.15B in 2007

Vice President Facilities (1994-1997)
Managed facilities services division with 115 FTEs responsible for Plant Operations & Maintenance, Biomedical Engineering, Safety and Security, Patient and Employee Transportation and Facilities Development. 470 beds and 2 MSF of facilities
Contributed to operational restructuring of the hospital that resulted in a 10% cost reduction through staff reduction and administrative reorganization.
Integrated facility services departments under common leadership where there were dysfunctional operational silos.
Led due diligence facility surveys of Gorgas Military Hospital in the Panama Canal Zone and Ciudad Medica Hospital in Guatemala City, Guatemala as potential operating partners for each facility. Made recommendation to abandon Central American strategy based upon risk assessments assembled in these surveys.
Completed $92M of renovation and expansion projects and a comprehensive
Master Facility Plan of the Ochsner Foundation Hospital.

Director, Facilities Development (1992-1994)

Responsible for execution of $250M master facilities plan for the Alton Ochsner Medical Foundation. Managed a staff of 11 FTEs.







NOVANT HEALTH, INC, Winston-Salem, NC (1990 1992)
An integrated health care delivery system with 9 hospitals with total revenues of $2.25B in 2007.

Director, Facilities Planning & Construction
Responsible for all capital projects by the Presbyterian Health Services Corporation (later acquired by Novant Health, inc.). Led the design of Presbyterian Matthews, a new 50 bed suburban market hospital located in Matthews, NC. as well a number of major additions (parking deck, Cafeteria, Imaging, Childrens Hospital, Central Energy Plant, Off-site Laundry, Nursing School and Child Development Center) and miscellaneous inpatient renovations at Presbyterian Hospital and a 9 story MOB w/ parking deck in Charlotte, NC. 661 beds and 1.4 MSF of facilities.

FREEMAN WHITE ASSOCIATES (1987-1990)
Nationally recognized as one of the leaders in healthcare architectural and engineering design with multiple offices throughout the country.

Associate, Construction Contract Administrator
Provided contract administration support services for senior living center, corporate headquarters for a Fortune 500 corporation and at multiple hospital sites (radiation and medical oncology, emergency department expansion, behavioral health renovation, central energy plant, outpatient surgery center).

TIPTON MASTERSON ASSOCIATES (1985-1987)
75 man architectural practice located in Atlanta, Ga. That specialized in business parks and distribution centers. This firm no longer exists.

Senior Associate, Construction Contract Administrator
Construction contract administrator responsible for a series of distribution center projects totaling over 1M square feet around the metropolitan Atlanta area for multiple developers. Acted as vice president for Masterson Construction Company, a tenant upfit specialty contracting service. The work was primarily tilt-up concrete and light steel structures.

L. MILES SHEFFER, P.C. ARCHITECTS (1978-1985)
A small firm located in Atlanta, Ga. that specialized in public education projects. This firm no longer exists.

Vice President
Small firm engaged primarily in the design and construction of public school facilities located in northeast Georgia. Started out as a production manager producing contract documents, to construction contract administrator, to business development and general manager in the firm. At our peak we had 10 FTEs.

EDUCATION

Bachelor of Architectural Engineering Technology (BAET, 1977)
Southern Polytechnic State University, Marietta, GA

PROFESSIONAL ORGANIZATIONS

American Institute of Architects, American S

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