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Click here or scroll down to respond to this candidateSELMA D. RAPOPORT-ZOLOTASStreet Address Meadows BoulevardWeston, Florida Street Address -1808Contact number (personal cellular): PHONE NUMBER AVAILABLEE-mail: EMAIL AVAILABLESEPT.Street Address , 2023 -MAY. 31, 2024: Ditman Architecture: Administrative Assistant, assisting office staff with proposals/ contracts transcriptions, purchasing, and general office support.August 2022-SEPT. 2023: Employed full time at PROSPYR. Working in two store locations (Hollywood and Pembroke Pines) as a precious metals, jewelry, diamonds, and coin buyer Consultant; includes retail sales of jewelry and coins. Duties include daily set up of retail store, buying of precious metals, jewelry, coins, grading diamonds for offers, and retail sales. Use of proprietary app for buying precious metals, diamonds, and coins; writing up jewelry repair orders, and retail sales of same. Retail sales include in-house as well as special ordering from vendors. Customer service includes answering ng telephone calls, explaining the spot price of precious metals, and the diamond industry to customers. Responsible for daily inventory counts, keeping store clean and neat, and proper and safe storage of inventory. Responsible for daily reporting of daily buys and sales via email to Leadership and Accounting staff. Hours are 9:30am - 6pm, or 9:30am - 5pm, depending on day of the week.March 2021 AUGUST 2022:WATER SAFETY INSTRUCTOR at the DAVID POSNACK JEWISH COMMUNITY CENTER. Part-time. Students include all ages, and adults, typically 9am 2:30pm, depending on student load.PAST EMPLOYMENT:AUGUST 2021 August 2022: employed in South Florida, AT the DAVID POSNACK JEWISH COMMUNITY CENTER, as a counselor for girls 2nd grade- 5th grade; and Kindergarten, 1st, 2nd graders. Part time.Receptionist Front desk, David Posnack Jewish Community Center, three days a week during the summer camp months, 8am 2:30pm.FEBRUARY 2022- JUNE 2022:Tutor for Educate2Elevate, students in 3rd grade, 4th grade, 7th grade and 10th grade in math, reading, history, science, writing. Part-time.FEBRUARY 2022- AUGUST 2022PAPA MEMBER, providing assistance to people needing company, and transportation with errands, accompaniment To doctors appointments, shopping, or simply a visit to talk. Part-time.WATER SAFETY INSTRUCTOR CERTIFICATION WITH THERED CROSS IN MAY 2018Worked part-time at the EZ Swim School in Coconut Creek, Florida,3 yrs until pandemic closed pools.Located at the Township Aquatic Center on Lyons Road: PHONE NUMBER AVAILABLEFounder and Swimming Insructor: Danila RicciutiTaught levels 1 6, to children and adults.Bruce W. Carter Medical CenterMiami VA Healthcare System1201 N.W. 16th StreetMiami, Florida 33125Supervisory Safety Engineer GS14/10Chief, Environmental Health and Safety Service; and Healthcare System SAFETY OFFICEROctober 2011 Retired from Federal Government Employment March 2018Supervisor in transition, please contact Human Resources at the facility.PHONE NUMBER AVAILABLEResponsibilitiesoSupervisor for the Environmental Health and Safety Service/Supervisory Safety Engineer. Safety Officer for the Bruce W. Carter Medical Center and its off-site outpatient clinics. This involves monitoring of the physical plant and facilities to assure safety operationally and occupationally.oManage and supervise the team that is responsible for Fire and Life Safety, Occupational Safety and Health, Industrial Hygiene, Green Environmental Management, Radiation Safety, Research Safety, and Emergency Management and Preparedness (Hurricane Season is a key time of the year from June November).oI am the Co-Chair of the Environment of Care and Safety Committee and prepare the agendas and lead the meetings for the Chair, member of the Emergency Management Committee, past member of the Patient Centered Leadership Executive Board, member of the Administrative Executive Board, member and Lead of the Environment of Care Rounds Team (Environment of Care Rounds team is a key group that provides status of all findings to leadership weekly, monthly, quarterly with trending. Performance Logic Program is used for gathering data), monitor of the Interim Life Safety Measures Rounds Team that checks construction sites and staging areas weekly on the healthcare facility (1.2 million square feet).oSupervise a Service of nine (9) staff. I provide reports to leadership and executives on status of findings of EOC Rounds at the Environment of Care Committee and various other committees and boards (i.e. Performance Improvement Board).oIt is my responsibility to train staff so that the facility is safety and meets Joint Commission standards in the areas under my auspices, and is prepared for unexpected incidents and emergencies.oI prepare and submit the yearly budgets of the Service. The budget for the Service in FY17, 16 and FY 15 was between 500K - 700K. The FY14 budget of the Service was $667K; FY13 Budget was $418K; and FY15 budget was approved at $558K, where I made an effort towards efficiency and reduced the Services request by 8%.oI review, and initiate Service and medical center policies; or rescind them when necessary.oI am involved as the liaison for the medical center for environmental health and safety issues during surveys and agency reviews, such as the Joint Commission, Office of Inspector General, Environmental Protection Agency, and other governmental oversight groups that come to the medical center. Passed The Joint Commission (TJC), Office of Inspector General (OIG), and Commission on Accreditation of Rehabilitation Facilities (CARF) surveys in the environment of care during the last survey. I have participated in Joint Commission surveys since 1998 every three years.oI assure that documents are maintained by staff and review them for accuracy.oScore quarterly status of Joint Commission Environment of Care Standards via Accreditation Manager Plus (AMP) Program for the Environment of Care and Life Safety Standards.oI interview and hire vacant positions with the high performance development model.Supervisory General Engineer GS 14/8Chief Engineer, Engineering Service 40 hrs./wk.July 2001 October 2011ReferencesPrevious Associate Director for whom I served, and a professional reference now:Mr. Paul Magalian: PHONE NUMBER AVAILABLE (you may call)ResponsibilitiesoParticipated as a key member of Service Chiefs Leadership.oFacilitated the management of the 1.2 million square feet tertiary hospital facility and eight outpatient clinics and three vet centers in Miami; including the 90,000 square feet Broward County Clinic, assuring safety and effectiveness of utilities and infrastructure.oSafety Officer, and manager of the Safety Section within Engineering Service.oScored quarterly status of Joint Commission Environment of Care Standards via AMP Program for the Utilities standards.oManaged the Electronic Statement of Conditions for the facility with regards to life safety deficiencies and Plans For Improvement.oHas participated in the facilitys Joint Commission Surveys since 2001; last survey 2013.oAssured medical center policies for Engineering are reviewed and updated by all supervisors of the Service and published accordingly.oPast Safety Council Co-Chair at the facility, which met monthly with various safety related committees and reported to Leadership monthly.oStrategically planned the Medical Centers Construction Program and space, via appropriate facility development planning and resources, and coordination of other facility activities and programs.oLed Engineering Service staff, which is comprised of Safety Section, Operations sections (A/C, Electric, Preventive Maintenance, Utilities Systems), Building Maintenance sections (Building Maintenance, Pipe, Vehicles, Grounds, Interior Design), Planning and Analysis (Engineering, Architecture and CAD support), Energy Manager (presently vacant), GEMS (Green Environmental Management), Lock Shop and Engineering Administration staff (Budget Technicians, ADPAC, AO, Secretary). Full time employees in Engineering Service total 116, with a 20% vacancy rate at the time.oManaged the Engineering Service operations budget of $15.6 million for FY07; $11.5 million for FY2008; $20.8 million for FY09 (budgeted); approximately $12 - $16 million for FY10 FY12. Operations included all utilities equipment maintenance, any contracts therein, and working closely with supervisors of utilities sections and vendors that were contracted on some of the areas of work.oLed facility through a Facility Development Plan (FDP) process as the liaison between facility users and Leadership, and the specialized A/E firm that was contracted to develop the plan. The FDP incorporated an option to develop a new Clinical Addition for the hospital campus. As the Chief of Engineering, I was a key contributor to the internal facility processes to promote this concept and secure funding. Additionally I developed options for resolution of space gap issues through a more recent Master Plan exercise with a team from central office staff, and used that plan for the strategic capital inventory process of submission of new construction projects.oOversaw and led facilitys Construction Program. Process required continual review and internal planning of infrastructure needs and user priorities; selection of contracted Architectural and Engineering firms through short-listing and interview process; application process for government funding from programming with end users through submission of applications; monitoring organizations process for securing quotes for design services from A/E firms; monitoring design and review processes; monitoring progress of construction; and reporting of status of all projects to Leadership and VISN 8 (regional office) on a weekly basis. Assured that safety processes and documentation of construction activities within the facility are followed to assure Joint Commission compliance and continued survey readiness. Non-Recurring Maintenance (NRM) dollars obligated in FY08 was $2.1 million.oLed the Miami Engineering management team in assisting VACO Resident Engineers in scheduling and orchestrating utility shutdowns without disrupting patient care during the construction of the Utility Plant, that housed two boilers, electrical normal and emergency power, three chillers, and other necessary utilities.oWas accountable to assure that actions taken by the facility comply with the organizations Equal Employment Opportunity Program; Joint Commission and Commission on Accreditation of Rehabilitation Facilities (CARF) Standards; Environmental Protection Agency (EPA) and Department of Environmental Resources Management (DERM) regulations; Veteran Health Administration (VHA) Design and Safety Standards; OSHA, NFPA, NEC, American Disabilities Act (ADA) and other applicable regulations and codes. Key contributor to facilitys continued readiness for TJC survey, particularly in the area of the Environment of Care (standards tied to emergency generation, HVAC, electrical, medical gasses, environment of care, etc.).oDuring staffing shortage in Planning and Analysis, was the Contracting Officers Technical Representative (COTR) for several multimillion dollar projects in design phase: relocation and consolidation of Mental Health, Emergency Room and Urology Clinic; and Mental Health Suicide Risk Mitigation project. Conducted meetings with end users and contracted A/E firms through design completion. Responsible for the master space planning within the facility to accommodate domino moves within project scope and also those internal moves that are the organizations responsibility.oEntrusted by Executive Leadership of the organization, to chair and/or be a member of committees or process action teams in the medical center for the following: Space and Lease Mgt. Committee; Resource Focus Council; Safety Council; member of the VISN 8 Capital Assets Committee; Broward County Occupancy Committee; Capital Assets Committee; Organizational Review Committee; Financial Resources Committee; Operations Council; Learning Resources Committee; Environmental of Care and Safety Committee; and other various workgroups and process action teams.oKey member of the facilitys emergency preparedness team. Special focus on hurricane preparedness, for facility self-sustenance for minimum of 7 days. Assured emergency generation, fuel levels, facility structures were secured, and adequate staffing were available. Reported to Leadership hourly on status of each emergency; and prepared after-action reports on Engineering Service issues for continuous improvement.oResponsible for assuring Engineering staff was trained; prepared performance criteria, and managed an awards budget for staff.oParticipated in Root Cause Analysis process, and led or participated in several Administrative Investigation Boards (AIB) for the facility.oChair of the National VA Chief Engineers Advisory Board (CEAB).oMember of the MA/BPR team that worked on the Design Phase of the effort for VISN 8, focusing on Work Orders, Transportation, Vehicles, NRMs, and Energy.oRecruited and hired staff using the high performance development model process. I initiate disciplinary actions of staff if necessary and terminate if improvement is not progressive.oOrganization moved from Facilities Management Product Line back to Engineering Service in 2004.Supervisory General Engineer GS 13, Miami VA Healthcare SystemAssistant Chief. Facilities Management 40 hrs./wk.January 1998 July 2001:Supervisor at the time and reference now: James Pridlides, Chief Engineer.PHONE NUMBER AVAILABLE cell (you may call).oResponsible for and carried out strategic planning; assured completion of facility and VISN-wide goals pertaining to the facilitys capital assets, construction program (both contracted out and in-house labor), and Facilities Management product line budgeting for the Miami VAs 1.1 million square feet Medical Center, and additional 112,200+ square feet of ancillary outpatient clinics. Budgeted dollars for FY2000-FY2001 contracted construction projects are over $12.2 million for Non-Recurring Maintenance and Minor Improvement projects; and $28 million for our MAJOR Electrical/Hurricane Deficiency project (Utility Plant). Obligated funds for contracted out new and/or renovation projects in 1999 were at approximately $12 million dollars; and $2 million dollars for in-house labor. Obligated funds for contracted out projects under my direct auspices while Supervisory General Engineer of Technical Support, Engineering Service from 1994 1998 were over $78 million dollars.oAssumed all responsibilities for the Product Line Manager in his absence for 247 employees; represented Facilities Management at Medical Center Directors Executive Management meetings with hospital administration on behalf of the Product Line Manager or for strategic planning and other administrative duties.oDirectly managed five supervisors of the sections of Facilities Management; led them towards completion of priorities of the product line:Planning and Analysis This section prepared paperwork for government funding of construction projects; interviewed Architects and Engineers for contracted out work; provided design and construction quality assurance for the Medical Center of funded projects; and provided design and AutoCAD support for in-house designs and renovations.Health and Safety This section assures the health and safety of the patients, employees and visitors to the Medical Center through compliance with TJC and Occupational Safety and Health (OSHA) requirements, and VA regulations and policies (fire safety, disaster planning/emergency preparedness, infectious control, air quality, hazardous waste removal, service level training of these topics for hospital employees).Maintenance and Operations Staff providing maintenance and daily operations support as well as in-house labor for construction projects at the Medical Center.Equipment Support This section assures that the biomedical and office equipment in the Medical Center are safe for patients and employees, and meet TJC requirements, and Department of Veteran Affairs (VA) regulations, and policies.Environmental Support Staff providing continuous cleanliness to the Medical Center, following all THE JOINT COMMISSION (TJC) and OSHA requirements, and VA Infectious Control policies, and regulations.oSupervised two Interior Designers and all interior design activities in the Medical Center; lock shop and staff at the FM front office. Assured that all staff is trained in mandatory VA and performance improvement training requirements yearly. Responsible for preparing mid-term and final year performance reviews and appraisals for staff directly under my supervision.oActively supported the Medical Centers Equal Employment Opportunity program.oResponsible for leading the team of medical and administrative staff that composed applications for the purchase of high tech/high cost medical equipment with the goal to assure that any necessary site preparations needed to accept the equipment were also incorporated into the facility construction program. Reviewed and edited the final submissions.oTechnical and information liaison for the medical center with the contracted consultants for a multimillion dollar project, correcting the facilitys electrical deficiencies and construction of a new central utility plant on site.oInvolved with review of an energy savings performance contract proposal and negotiation process; responsible for the quality assurance of the lighting contract which provided energy efficient lights throughout the Medical Center;oResponsible for managing Facilities Management supervisors in the daily and yearly observance of THE JOINT COMMISSION (TJC), OSHA (Occupational Safety and Health Act) requirements, and CARF, facility-wide. Participated in four THE JOINT COMMISSION (TJC) surveys: 1992, 1995, 1998, and 2001 primarily with issues involving the Environment of Care; and one voluntary OSHA inspection in 1999.oChairman of the Environment of Care and Safety Committees;oActively participated on the electrical recovery process when the Medical Center experienced an internal electrical disaster in March 2000. Communicated with the Product Line Manager, subordinate supervisors, Miami VAMC employees, consultants, contractors and other VA facilities employees participating in the orchestration of temporary electrical restoration. Assisted with the arrangement of multiple contracts with consultants and contractors, discussions of specific recovery options, production of schematic drawings and communications of the progress of the recovery with the Medical Center administration. Led office staff in many tasks so that these actions flowed efficiently towards our ultimate goal of recovery. Followed through on many procurement issues after our recovery such as negotiating down the costs of rented generators, and logging of overall purchases.oInvolved with the Y2K compliance processes team of Facilities Management in 1999 (emergency generation testing, biomedical equipment, telecommunication); as well as a telecommunications cabling project throughout the Medical Center and outpatient clinics.oWorked closely with the Special Assistant to the Director, Contracting Officers and Purchasing Agents on various outpatient clinics planning and activation, construction projects, furniture purchases, and outsourcing contracts.oInvolved in planning and coordination of leased spaces within the Medical Center, and non-VA buildings leased out for ancillary outpatient use.oKey participant in the reorganization/incorporation of all Engineering and Environmental Services into Facilities Management.oManage both new furniture purchases and the recycled furniture program through a data-based work order system in the Medical Center and outpatient clinics.oManaged the newly established Ergonomics program in the Medical Center, establishing new procedures with Physical Rehabilitation and Occupational Therapy staff, Employee Health and Human Resources staff, the Interior Designer, and Industrial Hygienist to insure employee and patient safety, and reduce employee injuries and workmans compensation claims.oDirectly responsible for the furnishing activation of a new outpatient clinic in Key West, Florida including regular site visits to the construction site to observe construction progress, coordinating with our Navy joint venture partners, and regular reporting back to hospital administration.oAdministrative investigator for patient and employee related inquiries; grievance examiner, and participated in mediation procedures for performance actions;oParticipated in numerous committees in the Medical Center: two Root Cause Analysis Committees (committees investigating sensitive events in the medical center); standing member on the Women Veterans Programs Committee; Furniture and Ergonomics Policies Committees; various strategic planning committees; the VA HRLINK project committee which provided Web access to over 2000 employees of the Medical Center for their Human Resources needs (involved location of sites, utilities provisions, construction and furniture coordination);*Organization moved from Engineering Service to Facilities Mgt. Product Line in 1998.Supervisory General Engineer GS 12, Miami VA Healthcare SystemChief, Technical Support, Engineering Department, 40 hrs./wk.Supervisor: Terry Atienza, Assistant Chief, Engineering Service.Unknown contact number.June 1994 January 1998:oResponsible for securing government funding, and supervising construction for over $78 million dollars of contracted out construction from 1994- 1998; Total number of construction projects per year ranged from 12 to 18.oSupervised and reviewed all technical and design work of seven engineers, one Architect/computer manager, one interior designer, two AutoCAD engineering technicians, one automation clerk and one administrative assistant.oAssured quality and timely completion of all contracted-out projects by consultants, Architectural and Engineering firms hired for design services.oResponsible for yearly review and determination of facility strategic plan. Selection of priority capital assets for submission of annual applications for securing government funding for construction. Reviewed narratives, cost estimates, and accuracy of applications prepared by staff.oMember of the committee responsible for interviewing and selecting Architectural and Engineering firms for contracted out construction, 1990 1998.oAssured that all staff met mandatory VA training requirements. Responsible for mid-term and final year reviews and performance appraisals for all staff. Supported of the Equal Opportunity Program at the Medical Center.Architect GS 11, Technical Support, Engineering DepartmentMiami VA Healthcare System. 40 hrs./wk. July 1990 June 1994Supervisor: Richard Ames, Chief, Technical Support.Mr. Ames passed away in 2013.oProvided quality assurance and project management during planning, design, and construction phases of contracted construction projects; average number of projects managed at one time on a regular basis was eight, ranging from $100,000 dollars to over $2 million dollars for construction and design fees;oKey participant in architectural and engineering consultant interview and selections process;oConstruction projects responsibilities included design, construction specifications and documents review, and construction management for a wide variety of patient, administrative, engineering & other facilities healthcare related functions, as well as quality assurance of all mechanical, structural, HVAC and electrical work, i.e. Cath Lab renovation, various patient ward renovations, new Hemodialysis Unit and Immunology in-patient ward, Aids Outpatient Clinic, re-roofing, new windows and shutters installation;oPrepared preliminary cost estimates to apply for yearly government funding, and to use as guidelines for future contracted out construction projects; verified and approved monthly pay requests from contractors; reviewed and approved construction product submittals; reviewed all construction specifications for projects and provided corrections to consultants during design phases of projects;oProject manager for design and construction projects directly related to the aftermath of Hurricane Andrew: re-roofing project of over 995,000 square feet of the Medical Center facilities; complete re-insulation of all HVAC components on the roof of the facilities; following up with properly certified lightning protection; replacement of windows and installations of new shutters to all exposed exterior glass windows and storefront entrances throughout the Medical Center;oWorked closely with the Contracting Officers on all construction projects, as their technical representative during design, construction and activation phases.Experience 1990 and EarlierROBERT BROWNE, ARCHITECTArchitectural firm specializing in Aviation, Commercial, Architectural and Interior DesignCoconut Grove, Florida January 1988-July 1990; 40 hrs./wk.Architect. Design, preparation of construction documents, and construction management of commercial, and aviation designs at Miami International Airport, Miami, Florida, including the Hotel Rooftop Restaurant, Bar and Recreation Facility at the MIA Hotel; a frequent flyer VIP Lounge; and an ATM and Communications Kiosk (with LTD signage); and construction documents preparation for a Dade County School Board project. Interior Design for several commercial clients.BUSINESS INTERIORS, INC.Interior Design firm concentrating on high-end Residential, Commercial, Architectural Design, and Space Planning4615 Ponce De Leon Blvd., Coral Gables, FloridaOctober 1985- January 1988, 40 hrs./wk., PHONE NUMBER AVAILABLEArchitect. Commercial, aviation and residential architectural and interior design projects, from initial design through construction and furniture installation phases. Interior design of the lobby and office area of the Boca Raton Airport, Boca Raton, FL; residential lap-pool and exterior patio with kiosk in Coral Gables, featured in a South Florida design magazine.BERT MILLARD, ARCHITECT and PROFESSIONAL ENGINEERArchitectural firm specializing in Healthcare Facilities11880 Bird Road, Miami, Florida November 1983-October 1985,40 hrs./wk. May likely not be located at this address or in practice at this time.Architectural Designer. Healthcare design for a Miami hospital. Managed projects from design through construction completion. Worked closely with hospital administrative staff on functionality issues concerning healthcare and administrative spaces, and biomedical equipment. Phased renovation and redesign of the emergency room, with construction accomplished in two weeks.MAXWELL ASSOCIATESArchitectural firm specializing in Commercial StructuresMiami, Florida November 1982-November 1983, 40 hrs./wk.Architectural Designer. Preparation of construction documents for commercial warehousing projects.LARRY MOUNTS, ARCHITECTArchitectural firm concentrating on Aviation and Commercial DesignsMiami, Florida June 1981- November 1982, 40 hrs/wk.Architectural Designer. Design of small commercial buildings and aviation projects. Design and renovation of maintenance and office facilities for Air Florida, housed in a 1940s hanger, meeting Dade County and South Florida Building codes. Responsible for schematic design through construction documents, as well as coordination between architects office, client, mechanical and electrical engineers, contractors and subcontractors, through completion of project.FLAD AND ASSOCIATES OF FLORIDAArchitectural firm specializing in Healthcare Facilities3300 S.W. Archer Road, Gainesville, Florida June 1978-June 1981,40 hrs./wk.You may contact these reference:Supervisors: Thomas H. Gyllstrom, AIA; John E. Blassick, AIAOffice No.: PHONE NUMBER AVAILABLEArchitectural Designer. Participated in early schematic design through construction documents phases for the multi-million dollar Shands Teaching Hospital in Gainesville, FL. Charter office staff member.PROFESSIONAL CERTIFICATIONS*National Council of Architectural Registration Boards, NCARB File No. 52274; Certificate No. 39395 1990*Georgia State Board of Architects, Registered ArchitectLicense No. 006917 1988*I stopped paying dues in 2011 so neither certification is active at this time, however both certifications required rigorous testing at the time I received my certifications.EDUCATION1974 -1978 UNIVERSITY OF FLORIDA Gainesville, FL.Bachelor of Design in ArchitecturePost Baccalaureate Education:1995 1996 Post-BA courses in the Masters Creative Writing Program,Florida International University, Miami, FL1980 Post-BA course: Professional Core School of Architecture, U of F1978-1980 Post-BA courses in Art, Ceramics and PhotographyUniversity of FloridaHONORS AND AWARDS FROM THE MIAMI VA HEALTHCARE SYSTEMReceived a $5000 bonus for leading the Emergency Management efforts and as the as the Safety Officer for the MVAHS during the 2017 Hurricane Season, during Hurricane IRMA and MARIA.Nominated for Employee of the Year for MVAHS in 2011 South Florida FEB Awards and Recognition Program.Performance Appraisal for 2006 and 2007 and 2008: Outstanding.Recognition of High Level Performance Award ~ 2001, 2002, 2005, 2007.Performance Awards ~ 1991 1997.Special Act or Service Award; and Individual Cash Awards ~ 1998 2000, 2002 2008.Group Awards ~ 2003 2006.Special Contribution Award, December 2005 for Contributions to the Accreditation Manager Plus Team ( AMP Standards for |
