Division Manager

As Division Manager, the incumbent provides administrative leadership for a robust, multi-division unit located across three campuses (located at the Parnassus, Mission Bay, and Mt. Zion campuses). This unit includes: seven outpatient clinics, four inpatient services, clinic management of a pulmonary function diagnostic center, nine independent wet labs, four independent research service cores, six independent clinical research units, one specialty destination program, and the Nina Ireland Program in Lung Health focusing on philanthropic activities. The Division is comprised of 195 personnel - 67 faculty members, 31 clinical fellows, and 97 research fellows, non-faculty academics, and staff employees. The Division Manager oversees a $54.8M budget.

In collaboration with the Division Chief, the Division Manager functions as a strategic planning partner, providing skillful administrative, operational, and financial management at all sites. The Division Manager works to maximize the utilization of all divisional and program resources and to provide and maintain administrative excellence in all aspects of the divisions, clinical services centers, research and laboratory operations - including space planning, finance, research administration, clinical operations, information technology, human resources, and risk management.

The Division Manager serves as a risk manager, establishing and monitoring internal control mechanisms in all areas of operation, personnel management, and finance. The Division Manager oversees the work of others in these areas, identifies and minimizes or eliminates risk, and implements changes to prevent recurrence.

In addition to its owned assigned space, the Division Manager utilizes resources and space in the Cardiovascular Research Institute (CVRI), School of Medicine basic science departments, and the School of Pharmacy through long-standing collaborative agreements that support shared goals in research. The successful administrative management of these collaborative agreements requires the ability to negotiate, problem-solve, and achieve consensus with administrators and faculty outside the Department of Medicine with whom this unit has no formal reporting relationship. These collaborations are key partnerships that must be shepherded through sometimes difficult administrative changes.

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