The role in the Department of Medicine began as one of administrative supervision of the Department of Medicine. The Chairman and I put forward a proposal to make the Director team a team of three and not one after a number of years. Responsibilities included but were not limited to: Budget Management, Capital budget planning, Grant oversight, Strategic programming, Quality planning, reporting and oversight. Other responsibilities included Human Resource activities involving policy making , implementation , and the hiring and evaluation of managers and staff. Worked directly with the Chairman of the Department of Medicine and the Finance department to allocate Part A funds to the various clinical divisions for research and administrative activities. Was responsible for all ambulatory care sites, and inpatent hospital medicine programs for the Department of Medicine. Areas of oversight were: Three Primary Care Health Centers, Critical Care Physician base, Physician practices -- Pulmonary, Critical Care, Cardiology, Neurology, Physiatry/Rehab, Gastrointestinal, Geriatrics, Infectious Disease and Medicine resident programming. There was system responsibility at three hospitals for Hospital Medicine programing and strategic planning in collaboration with physician leadership for these programs.Worked closely with physician leadership in all areas. Responsible for the direct supervision of 7-9 managers. Total staff oversight was 7-9 managers, with 100-150 support staff, and input into evaluations for physicians in the practices that were under my administrative direction at the request of our Chairman. This position reported directly to the Chairman of the Department of Medicine.

Director of Prenatal Center --- Responsibilities were: strategic planning, quality, finances -- annual budgeting and capital , policy creation, human resource, grant writing, community networking, and staff supervision.Night Supervisor: Oversight of all activities on nights for a 120-150 unionized inpatient hospital.