ORGANIZATIONAL MODELS FOR THE OFFICE OF THE DEAN 23 • natural sciences (9 departments, programs and centers) • social sciences (18 departments, programs and centers) Additionally, a deputy dean serves as a stand-in for the dean and manages several cross-portfolio and interdisciplinary activities. Department chairs and directors of programs and centers, who report to their respective portfolio associate dean, oversee the daily operations of their individual units. Administrative Support Direct reports to the dean on the administrative side include: a chief administrative officer, who oversees finance and administration activity; a senior assistant dean, who manages undergraduate academic services for all CAS undergraduate students; and a director of communications, who handles strategic communications planning and public relations for the College. A director of development who resides in UD’s central Office of Development and Alumni Relations has a dotted reporting line to the dean. Strengths of This Model We have used this portfolio structure in CAS with four associate deans since 2001. I was the inaugural associate dean (AD) of natural sciences, and led the College as dean in this model for more than six years. As both a participant and a leader in the port- folio structure, I find it offers several advantages regarding disciplinary diversity and advocacy, fundraising, daily operations and triage, communications, and succession planning. In particular, the portfolio model offers a clear path forward for longevity and effectiveness of a dean working in the highly demanding and complex arena of a large liberal arts college within a research university. Disciplinary Diversity & Two-Way Advocacy First and foremost, ADs provide a level of expertise and disciplinary diversity that as dean, I alone could not provide. They are accomplished scholars and experts in their respective fields and share their knowledge and skills with me as I am the final decision maker in many instances. The ADs also take on a two-way advocacy role, both as stronger advocates for the College by “translating” for the dean and translating “up” from departments and programs to the dean. For example, if the Department of Music or of Art and Design has an initiative, question, or concern, the AD can assist with interpreting the need and value-added in messaging to me. This two-way advocacy is also helpful in promoting interdisciplinary activities and identifying opportunities for collaboration among portfolios. Daily Operations & Triage With such a diverse array of departments, centers and programs, there are daily issues and challenges to be addressed. The ADs are essential in triaging day-to-day