***** *. ***** ***** **.

Santa Clarita, CA ***** Cell: 323-***-****

EXECUTIVE PROFILE: HEALTHCARE OPERATIONS / FACILITIES MANAGEMENT

Guiding Strategic Planning, Operations, and Change Management

To Build Profitable Healthcare Organizations in Challenging Markets

Passionate leader with 20+ years of extensive accomplishments within

diverse environments utilizing exemplary management, analytical,

organizational, and customer skills

Repeatedly has achieved strategic objectives, development of new services

and operations, and revenue performance and enhancement goals, paring

expenses while improving patient and guest satisfaction, quality, and

employee engagement/retention. Areas of impact include:

Strategic Planning & Coaching & Mentoring Organizational

Leadership Operational Design Performance &

Project Management Outstanding Communication Productivity

Finance, Accounting, & Skills Continuous Process

Budgeting Excellent Customer Service Improvement

Skills

PROFESSIONAL EXPERIENCE:

Hollywood Presbyterian Medical Center, Los Angeles California 2010 to

Present

Multi-Site Medical center and ancillary facilities serving residents of

Hollywood and surrounding communities, supporting one of Southern

California's busiest labor & delivery units, with over 5,000 births

annually

DIRECTOR OF ENGINEERING

Provide strong directional leadership during period of aggressive growth.

Accountable for drawing together diverse groups to create a focused team

committed to achieving strategic objectives including multiple service line

development, revenue increases and cost savings totaling over $11M.

$6M Service Line Expansion project: poor existing facilities resulting in

decreased census, increased patient dissatisfaction and cost of operations,

and compromised regulatory compliance.

o Revenue increases first year estimated at $6M.

o All projects completed on or before schedule and below budget by $150K

o Project added 2 service lines and expanded 3 service lines

$3M first year savings from Operations and Maintenance Turnaround: poor

operations and equipment repair practices had created huge annual O&M

costs.

Analyzed, redeveloped and executed new hospital utilities, operations and

maintenance practices

o Improved utilities management resulted in first year savings of $1.5M

o First year Operations and Maintenance savings $1.5M

$1M Central Plant Upgrade: existing equipment in poor repair, but with no

capital available for replacement. Analyzed existing equipment developed

and executed chiller and boiler renovations, increasing useful life and

providing rapid return on investments.

Capital savings $2M

First year operations savings of $500K

Initiated Customer Service Turnaround within Engineering Department:

existing hospital perception-work orders were lost in a "black hole"

Analyzed and executed rapid response initiative.

o Work order turnaround from average 5 days to average 8 hours

o Satisfaction ratings increased from 50% to 90% in first year

Sierra Vista Regional Health Center, Sierra Vista Arizona

2007-2010

Regional medical center and multiple satellite facilities serving an area

of southeastern Arizona roughly the size of Connecticut and Rhode Island

combined.

DIRECTOR OF ENGINEERING

Spearheaded change management strategies achieving dramatically improved

performance levels and expanding service lines increasing revenues over

$8M.

$3M Emergency Department project: existing unit not allowing for rapid

patient throughput or effective staff use.

o Work flow improvements reduced patient wait time from 8 hours to 2

hours improving revenues by $2M.

$5M Radiology expansion: existing facilities unable to manage increasing

patient demand.

o Additional sites necessary for current and future growth

o Resulting in annual revenue increase over $3M

$2M Patient room refurbishment project: existing rooms in poor repair,

negatively impacting patient census, patient and staff satisfaction scores

and staff work flow.

o Refurbished all rooms and upgraded nurse's stations, with resulting

census increases and staff reductions improving revenues by $3M.

Clarian North Medical Center, Carmel, Indiana

2004-2007

Full service hospital serving the northern suburbs of Indianapolis,

affiliated with Riley Hospital for Children

FACILITIES MANAGER

Charged with operational leadership and execution of facilities strategic

plan and revenue performance

$3M Clinical Office expansion: executed construction for new service lines

increasing revenues by $2M annually.

$15M Electrical Sub-station: original electrical utility unable to support

hospital.

o Analyzed, developed, negotiated and executed an on-site station for

hospital and community power.

o Resulting upgrade allows for substantial future campus growth with

first year repair savings over $150K.

Bremner & Wiley, Indianapolis, Indiana

2001-2004

Healthcare asset management facilities in Illinois, Indiana, Kentucky,

Michigan and Ohio, associated with Duke Realty Healthcare.

REGIONAL FACILITIES MANAGER

Led and motivated teams providing asset management solutions to hospital,

ambulatory surgery and medical office clients across multiple locations.

45 bed Indiana Orthopedic Hospital commission: executed facility

commissioning, resulting in warrantied redesign and repairs greater than

$2M.

$300K Operations and Maintenance Turnaround: analyzed and executed O&M and

utilities with first year's savings greater than $300K.

Continental Nursing Center, Indianapolis, Indiana

1995-2001

Wells Community Hospital, Bluffton, Indiana 1991-

1995

EDUCATION

MBA, University of Indianapolis

BS, Industrial Technology, Ball State University,

1992[pic]

Mark A. Feltt CHFM

acf5k0@r.postjobfree.com

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