ORGANIZATIONAL MODELS FOR THE OFFICE OF THE DEAN 29 Finally, we realize some efficiencies that derive from sharing services across the units. For instance, we have been able to develop the most sophisticated HR opera- tion of any college in the University. Of course, there are some disadvantages to this model. With this span of disci- plines, we are academically heterogeneous. If you try to apply the same set of rules across disparate departments, it does not make sense. One obvious example is that where new hires receive different start-up packages depending upon their field. Promotion and tenure decisions also vary across departments. We handle typically around 60 P&T cases in any year, which is simply too many to ask one faculty panel to handle. Thus, the College has one set of standards but three different panels (one for each division) which conduct reviews. When the recommendations come to me, I ensure the College standards are applied across the divisions. In a day-to-day reality of over 1000 faculty, close to 20,000 students and over 2,000 staff, I rely heavily on my divisional deans. Often times, however, an issue will arise that goes up the chain from faculty member to chair to division dean to me. My challenge in such cases is knowing enough about the individuals involved to make a decision. Another issue that often needs discussion is: Who’s in charge of what? As a college, we are only six years old and our structure evolves. For example, at one point each division had its own associate dean who handed faculty matters, which led to inef- ficiencies. This was illustrated one day by a call I received from a vice provost. She reported to me that one of our associate deans had phoned her with a straightforward question about P&T. She wondered why the person had not asked another associate dean. Over time we have become more cross-functional with each divisional dean and the associate and assistant deans tasked with some collegewide responsibilities and expertise. Likewise, I added a new vice dean to handle all faculty affairs across the College. These changes were made in the last few years so we spend less time on occa- sion asking ourselves, “Who should do this?” But the advantage is we are all talking to each other and the College evolves to a more effective structure. MODELV: Functional + Administrative Associate/Assistant Deans & Directors Two distinct types of personnel distinguish this model: positions reporting to the dean in academic and support arenas, and line positions overseeing major operational func- tions. The administrative head of these operational units may be an associate or senior associate dean (for academic functions) or a director (for support functions). Such a structure is used due to the size and complexity of the institution and its colleges and because the dean wishes to retain direct oversight of departmental matters (through the chairs). Extant in public and private institutions, this model is found in major research universities that house all Arts and Sciences under a single college (although there are instances in split A&S colleges, e.g., Arts & Letters or Natural Sciences, which also