John Kilpatrick Email & Phone Number

Okeechobee, Fl

Moving Thru The U.S.

Patagonia, Arizona

Providing project management services where needed. Particular experience in government sectors as described in my other experience.

I was responsible as the operational project manager for the Central and Southern Florida and the Okeechobee Waterway encompassing 16,000 square miles and including the navigation, flood reduction management, inspection, recreation and environmental stewardship. I am also responsible for the operational oversight of all South Florida Ecosystem (Everglades) Restoration projects as they are completed and turned over to the State of Florida to operate for the benefit of Everglades N.P., Big Cypress NRA and Biscayne Bay N.P. I am also in charge of water management for Lake Okeechobee, the St. Lucie Canal, the Caloosahatchee River, Water Conservation Area 1(Loxahatchee NWR), Conservation Area 2 and Conservation Area 3. Decisions regarding release/storage of water in Lake Okeechobee are always controversial and significant risk is always present. Additionally I am responsible for the operation and maintenance of all federal structures within this geographic area managing a budget of $15 to $20 million annually. I also oversee all vessel maintenance and replacement for the District. I’m also responsible for the development and business footing for the unmanned aerial vehicle providing georectified imagery for internal and external customers. Routine communication and coordination occurs with the Seminole Tribe of Florida, the Miccosukee Tribe of Florida, National Parks, State and County agencies, USFWS, and others as needed. My current work force (20 employees including supervisor and team leads) is located in two distinct locations Jacksonville and West Palm Beach Florida. This separation of over 280 miles requires innovative communication and staff leadership techniques to maintain a motivated, functional and productive staff.

West Palm Beach, Florida

I am responsible as the operational project manager for the Central and Southern Florida and the Okeechobee Waterway encompassing 16,000 square miles and including the navigation, flood reduction management, inspection, recreation and environmental stewardship. I am also responsible for the operational oversight of all South Florida Ecosystem (Everglades) Restoration projects as they are completed and turned over to the State of Florida to operate for the benefit of Everglades N.P., Big Cypress NRA and Biscayne Bay N.P. I am also in charge of water management for Lake Okeechobee, the St. Lucie Canal, the Caloosahatchee River, Water Conservation Area 1(Loxahatchee NWR), Conservation Area 2 and Conservation Area 3. Decisions regarding release/storage of water in Lake Okeechobee are always controversial and significant risk is always present. Additionally I am responsible for the operation and maintenance of all federal structures within this geographic area managing a budget of $15 to $20 million annually. I also oversee all vessel maintenance and replacement for the District. I’m also responsible for the development and business footing for the unmanned aerial vehicle providing georectified imagery for internal and external customers. Routine communication and coordination occurs with the Seminole Tribe of Florida, the Miccosukee Tribe of Florida, National Parks, State and County agencies, USFWS, and others as needed. My current work force (20 employees including supervisor and team leads) is located in two distinct locations Jacksonville and West Palm Beach Florida. This separation of over 280 miles requires innovative communication and staff leadership techniques to maintain a motivated, functional and productive staff.

Glacier National Park

I was the senior management team member serving as the Chief of Facilities Management and the Senior Project Manager for the Rehabilitation of the Going-to-the-Sun Road managing staff over a wide dispersed geographic area. As the Senior Project Manger for the GTSR Rehabilitation I was responsible for the successful management of all project aspects for one of the largest construction projects managed solely within the NPS with a value exceeding $140 million. I was accountable for the operational management of roads, fleet, buildings, utilities, telecommunications, and professional services. I was also responsible for budget administration, EEO, long term position management, special emphasis projects, federal lands highway program, fee demonstration and line item as they apply to the facility management program at Glacier National Park. My annual financial responsibilities include a $3.5 million ONPS budget and up to $8 million in special emphasis areas. My personnel responsibilities include 45 permanent employees (including 9 supervisors) and up to 130 additional seasonal employees. As part of the senior management team I am also involved in external relations affecting the park. I was charged with and successfully completed the charter formation for the Citizens Advisory Committee on the Going-to-the-Sun road. My tenure at the park included significant participation in the development and completion of numerous EIS documents, General Management Plan and other plans that required the involvement of the park management staff.

Glacier National Park

Performing by temporary promotion as the Assistant Superintendent for Glacier National Park. This position was occasioned by the departure of both the Superintendent and the Assistant Superintendent in February 2002. I am accountable for the full range of divisional responsibilities as they relate to park management. These functions include, law enforcement, resource management, facility management, concession activities, safety, interpretation and administration. I acted in the Superintendent's absence with full authority and accountability for management actions.

Yosemite National Park

I performed as the interim Chief of Facility Management. I was accountable for all facets of the department including roads, buildings, utilities, trails, solid waste, fleet management and professional services. During this two-month detail I was requested to provide my operational opinion of the division as well as provide leadership and direction. Given the short duration of the detail I focused on the following issues: Implementation of Maximo, Repair and Rehabilitation outlook, 2001 projects, providing detail data for the new incoming chief regarding long term position management, resolution of key branch chief positions that had been filled with term appointments for four years, and guiding the park through the California utility crisis. I quickly and successfully integrated myself within the park’s senior management team in order to effectively represent the park and division perspectives.

Rocky Mountain National Park

I served as the Assistant Chief of Facility Management. I was accountable to the Chief for the day to day management providing for operational excellence within the work group. I was directly accountable for the line functions of budget management, roads, fleet, buildings, utilities, campgrounds and trails. Additionally, I was also accountable for special project submissions and accomplishment. My annual financial responsibilities include a $2.5 million ONPS budget and up to $1 million in special emphasis areas. My personnel responsibilities include 35 permanent employees and up to 50 additional seasonal employees. I also interacted with various outside agencies on a regular basis. One of these interactions concluded with the designation of Rocky Mountain National Park as the first official Clean Cities Park.

Goden Gate National Recreation Area, San Francisco

I served as the Assistant Chief of Facility Management for the San Francisco unit of the park reporting directly to the Division Chief. I was accountable for all day to day operations stretching from Alcatraz Island south to Fort Funston, including the Presidio. My responsibilities included all roads, fleet, buildings, trails, utilities, telecommunications, and hazard trees. I was intimately involved with the planning and successful implementation of the Presidio transition from U. S. Army installation to the NPS. My personnel responsibilities included 120 permanent employees. After the Presidio transition my base budget approached $14 million. I was intimately involved with external partnerships to include the City of San Francisco, Federal Prison inmate programs, Sheriffs work alternative programs, San Francisco Conservation Corps, Red and White fleet, Park cooperating association, the Department of the Army, the Department of the Navy, Ft. Mason Association, Cliff House, and the Golden Gate Bridge District. Successful accomplishments included: numerous facility rehabilitation’s, 2.0 million gallon per day water treatment plant, utility system repairs, contracted utility services, and the provision of office space for then Soviet President Gorbachev.

Keyt West, Naval Air Station, Key West, Fl

Responsible duties included the management of an annual budget of $7 million for maintenance, repair and construction of real property exceeding $630 million in replacement value. Provided planning and direction on a diverse range of facilities including training complexes, aviation facilities, fuel, utilities, roads, ordnance facilities piers, wharves and housing. My work also included fiscal planning, long and short range objectives, work programming prioritization of maintenance/repair, facility inspections and interservice support agreements for over fifty tenant commands. I directly supervised seventeen employees and indirectly one hundred and twenty.

Kings Bay Ga, And Everett Wa

I served as the project engineer on a variety of mission critical projects for the Department of the Navy on both the Atlantic and Pacific coasts. I was responsible for the day to day performance of contracts to ensure compliance with specifications and drawings, review of payment requests, analyzing long lead items, and the resolution of field problems affecting mission critical projects. Contract values during this time period were in the range of $150 million.