Project Manager/Senior Project Manager

Indiana University Health

Summary
Accountable for program development, budget and schedule of projects assigned. Projects range from $5,000 to $10 million with primary emphasis on projects of less than $1 million. Manage multiple projects in various states of development. This entails managing 8 – 10 Design Professionals and 4-6 Contractors at any given time. Responsibilities include contract negotiation and contract management. Develop effective rapport with clients, which include department directors and managers, to ensure a high level of client satisfaction. Ensures appropriate training and timely resolution of client problems. Champion the inclusion of the organization Health mission and values into the project design and execution. Promote a design that cares for the whole patient; mind, body and spirit. The design and execution of the project should address the safety of patients, staff, visitors and construction workers in keeping with the organization’s mission of promoting community wellness. Create an inclusive environment that provides opportunities for minority and women owned businesses. Communicate effectively (both orally and in writing) at a very high level. Depending on the location and complexity of the project expect to interface with public officials such as mayor’s office, other city and state governing authorities and the organization senior administration including vice presidents and chief operating officers. Be prepared to work with the organization Marketing Department to provide interviews for the press and assist in developing special media events.

Essential Functions

Planning & Design:

Attend comprehensive strategy sessions with outside planners and the organization Administration including applicable Facility Based Management Team meetings and Facility Based Master Plan meetings. Develop project presentations for these meetings upon request from the Manager of Design & Construction (MDC) and/or Vice President of Operations for Facilities (VPOF). Be prepared to respond directly to Administration on project specific questions or concerns. Base decisions on future projects on the principles contained in the Facility Master Plan. Develop overall project budgets with the help of affected user groups and other the organization departments. Submit project budget to the user group to be incorporated into the request for capital funds. The overall budget must include all hard and soft costs for a complete project. Examples of costs include design fees, construction costs, construction related soft costs, medical equipment, IT/Telecom, furniture, artwork and contingencies. The Project Manager is accountable for successfully completing the project on budget. Define the roles and responsibilities of the project team members. The project team can include the owner, architect, civil engineer, MEP engineer, structural engineer, interior designer, way finding consultant, code consultant, equipment planner and construction manager/general contractor. Set quality expectations for the project. Focus design team on selecting materials and systems to maximize durability and maintainability. The design team must also include the organization architectural standards and the MEP design guide. Incorporate safety into the design. Require that designers review the design safety checklist to address potential safety issues during construction and possible safety issues for Maintenance after the project is completed. Include evidence based design into the project. Teach designers the organization’s approach to the healing environment. Principles of evidence based design include the following: Family amenities that promote participation of the family in the care of the patient, access/views to nature to reduce stress, choices to allow the patient control, noise and light reduction to further reduce stress and promote healing, control of the environment (lighting, TV, HVAC, privacy), staff retreats/healing sanctuaries to allow staff to rejuvenate, staff recruitment and retention – challenge designers to address all areas including “back office” so that that the facility can promote the organization’s desire to be the employer of choice in central Indiana. Promote a design that addresses the spiritual side of patient care. Assure that all new projects contain a chapel. Assess speed to market issues. Work with Administration, MDC and VPOF to determine if project needs to be fast tracked. Involve the organization Maintenance Department in the design process. This should include arranging meetings between Maintenance and the designer to review plans, specifications and system design. Meetings should be scheduled at appropriate intervals to allow for incorporation of comments and suggestions by the Maintenance Department.

Construction Documents:

Include the Mandatory Designer Orientation Requirements (MDOR) in all design and consulting contracts. Facilitate incorporation of Interim Life Safety Measures (ILSMs) into project design. Construction documents should include phasing plans that minimize disruption of life safety systems. Facilitate review of the plans by the Safety and Security Department. Develop consensus around the ILSM plan. Obtain proposal for code compliance services from the organization’s code consultant for each project. Require that the designer includes the code consultant in the design process. This includes review of the design documents at schematic design, design development and construction document phases. Oversee the Architect’s submission of construction documents to the Indiana State Department of Health (ISDH) for review. Tasks include attending review meetings and following up to make sure all concerns raised by the ISDH are addressed and documented in the files. File documentation is essential during ISDH annual inspections. Require that the designer follow the organization CAD standards in executing the construction and record documents.

Project Execution:

Follow the organization’s purchasing process in obtaining bids and selecting contractors at completion of design. This process can be found in the Project Management Procedures and Controls document maintained by the Design & Construction Department. Initiate/negotiate contracts with successful bidders. Incorporate the Mandatory Contractor Orientation Requirements (MCOR) into all contracts for construction. Manage General Contractors and Construction Managers who provide construction services on capital projects. This includes indirectly managing a work force that ranges from as few as 2 to as many as 100 individuals daily for day shift and after hours work. Manage the Interim Life Safety Measures process. Assure that the ILSM assessment is completed before the project begins and weekly ILSM checklists are completed and documented in the project file. This documentation is required by the Joint Commission and must be produced upon request of the Joint Commission during site visits. Manage the infection control process. Complete Infection Control Risk Assessments on all projects as early as possible and before construction starts. Make sure the contractors follow all infection control requirements as determined in the risk assessment. Manage the critical system service and shut down process to minimize disruption to hospital operations. Coordinate selection, purchase, delivery and installation of fixed and moveable equipment. Manage projects to minimize danger to patients, visitors and staff. Construction is an inherently dangerous operation especially inside an existing hospital. Construction operations at any given time can affect life safety systems, medical gas systems, electrical systems, etc. Monitor the construction process for evidence of errors or omissions on the part of the designer. Enforce the errors and omissions clause of the designer’s contract as required. Monitor quality control during construction. Walk all projects weekly to verify that the organization architectural standards and MEP design guide principals are being incorporated. Coordinate and champion the Contractor Safety Program. Support the organization safety staff when they identify deficiencies. Attend quarterly safety committee meetings.

Change Management/Cost Control:

Manage the cost issue process. Utilize the cost issue request form to document all changes proposed by the contractor. Assure that the contractor follows the rules in MCOR on itemization of costs and fee limits. Require that the contractor maintain a cost issue log and keep it current. Resolve issues on a timely basis. Coordinate the contract change order process. For AIA contracts periodically direct the designer to issue an AIA change order which should include all signed cost issue requests. Review and approve all invoices related to the project. Use project cost tracking spreadsheet to verify validity of invoices before payment. Use cost tracking spreadsheet to manage the overall project finances. Monitor distribution of contingency to fund changes. Identify issues that could negatively impact the budget and enter as commitments. Work with project team as necessary to revise the program to meet the budget. Alternatively, work with the user group to apply for additional funding. Establish a payment process with the designer and contractor that assures payment to the contractor within 30 days of invoice provided that contractor performance is satisfactory. Prompt payment creates an environment that attracts the best contractors in the industry. Attracting the best contractors helps the D&C Department contribute to the organization’s desire to be the preeminent provider of healthcare services. Obtain trailing lien waivers on all contractor pay applications subsequent to pay application #1. Trailing lien waivers verify that subcontractors and material suppliers have been paid. This protects the organization from the possibility of future liens being placed on property due to default of the general contractor/construction manager. Obtain the services of an independent auditor on all cost plus construction management contracts over $500,000 in value.

Project Close Out:

Obtain record documents and operating and maintenance manuals on a timely basis as required by MDOR and MCOR. Submit this information to the organization’s Facilities Management Consultant for incorporation into the master facility drawings and posting on the organization FM website. Manage the process to collect cost center assignments for all renovated space. Engage the services of the organization’s Facilities Management Consultant to enter the cost center information into the Archibus database. This database is used by the organization Government Programs Department to annually file for reimbursement for services provided to Medicare and Medicaid patients. Assure that all punch lists are completed including code deficiencies identified by the code consultant. Completion of the code deficiency list is critical to passing future inspections by the ISDH and Joint Commission. Notify D&C support staff when project is ready to close. Verify that the project file is complete and ready for shipment to the organization’s offsite storage facility. Complete fire alarm acceptance testing with the organization Maintenance and Safety and Security Departments.

The preceding essential function statements are not intended to be an exhaustive list of tasks and functions for this position. Job descriptions provide a representative summary of the major duties and responsibilities performed by incumbents. Other tasks and functions may be assigned as needed to fulfill the mission of the organization.

QUALIFICATIONS/KNOWLEDGE/SKILLS/ABILITIES:

• Requires Bachelor’s Degree in engineering, construction, architecture or other technical field.
• Requires knowledge of business, management, finance and project cost control techniques.
• Requires the ability to plan and manage the utilization of resources.
• Requires the ability to act independently, take initiative and meet deadlines and objectives.
• Requires the ability to manage multiple projects involving the coordination of many consultants, contractors and users during both the design and construction phases.
• Requires strong interpersonal skills including team and relationship building, customer service, problem solving and the ability to facilitate and lead self-directed professionals.
• Requires excellent verbal and written communication skills to interface with all levels of personnel inside and outside of the organization.
• Requires comprehension of applicable regulations, such as the NFPA Life Safety Code, ISDH Regulations including the AIA Guidelines for Design and Construction of Health Care Facilities, International Building Code and Americans with Disability Act.

If you are interested in applying for this position, please submit your application via the link below:
https://www.healthcaresource.com/iuhealth/index.cfm?fuseaction=search.jobDetails&template=dsp_job_details.cfm&cJobId=747365

If you have any questions, please contact:

Janet Ringer, Administrative Assistant
Design & Construction Department
Indiana University Health
(317) 962-2839
jringer@iuhealth.org