10 ORGANIZING ACADEMIC COLLEGES: A GUIDE FOR DEANS MODEL IV: Functional + Division Deans Type A: Functional + Portfolio Division Deans Type B: Functional + Line Division Deans MODEL V: Functional + Administrative Associate/Assistant Deans & Directors In this chapter, each model is described more fully and an organizational chart indicating the flow of academic accountability is offered. Support such as staff posi- tions are centralized within the dean’s office unless otherwise noted. In the organi- zational charts, details such as specific titles, presence of associate and/or assistant deans, number of departments, and the like, will vary among colleges using the model. For each model, we list several examples of A&S colleges that use that model and include a case example provided by a CCAS member. The case example will allow the reader to see how a specific model functions and the extent to which it works well from a fellow dean’s perspective.1 MODEL I: Traditional This is called the traditional model because it is the most prevalent. Faculty have historically organized themselves into disciplines and governed themselves in departments, led by a chair or a head who reported to a dean. The dean likely had a secretary who kept his or her calendar, typed letters, and organized the filing system. The number of decanal staff grew over the years, adding to the number of direct-reports to the dean. With expanding enrollments, responsibilities, account- ability requirements, and enhanced technology, deans added assistant deans and associate deans to handle the academic workload and professional and classified staff to support the operations of the college. As deans’ workloads increased, they may have divvied up liaison responsibility for departmental matters to associate deans while still retaining authority for hiring, tenure, and promotion decisions. In this model, assistant and associate dean(s) have functional responsibilities (e.g., academic affairs, academic advising, research and grants) and serve as a member of the dean’s staff. Operational functions such as finance, communications, IT, human resources, and grants management are usually each staffed by one person who reports directly to the dean. 1 A note about the important issue of the dean’s role in the promotion, tenure, and review process. After first attempt- ing to include this within our models and case examples, we concluded that the wide variation among institutions— even within the same model—meant that it was foolhardy to draw generalizations. Within the traditional model, for instance, decisions about P&T may rest squarely within departments in one place, while at another college using the same organizational model, departmental recommendations may be reviewed and contravened by the dean, a collegewide or university committee, the provost, and even (in rare instances) the president or governing board.