This is an extraordinarily strong and dedicated team, distinguished by long service to the School and to Penn. The following statements explain the functions of individual positions and the rationale for change.
The Dean is responsible to the President and Provost for leadership of the School. The Dean provides the intellectual vision for the School. As the designated leader of the arts and sciences at Penn, the Dean directs both long-range planning and continuing operations.
The Dean organizes and supervises the School's programs on an ongoing basis, working with faculty and students, with University officials, the School's Board of Overseers, and with leaders of Penn's other undergraduate and professional schools. The Dean sets the tone of the School as an organization. She represents the School to the outside world, and has a vital role in fund-raising.
The Deputy Dean has delegated responsibility for budget, computing, facilities, and faculty/staff personnel issues. He works closely with the Dean on strategic planning, with a special role in budgetary planning and strategic analysis. The Deputy Dean serves as Acting Dean in the Dean's absence. The Associate Dean for Computing reports directly to the Deputy Dean, as does the Executive Director for Administrative and Financial Services, the Director of Facilities Planning and Operations, and the Director of Institutional Research and Information Systems.
The Associate Dean for the Humanities and Social Sciences is responsible to the Dean for the Humanities departments, together with the departments of Sociology, Anthropology, and Political Science. He works with the Dean on priorities and long-term planning in these fields. Chairs in his Division work directly with him on matters of personnel, budget, space and facilities.
The Associate Dean for the Natural Sciences and Social Sciences is responsible to the Dean for the Natural Sciences departments, together with the departments of Economics, and History and Sociology of Science. He works with the Dean on priorities and long-term planning in these fields. Chairs in his Division work directly with him on matters of personnel, budget, space and facilities.
The Associate Dean for Undergraduate Education and Director of the College has delegated responsibility for undergraduate curricula, programs and students in all departments and nondepartmental programs in SAS. He directs the College Office, together with its staff of student advisers, and works with the Dean on planning and priorities for undergraduate education in the arts and sciences at Penn.
The Associate Dean for Graduate Studies is responsible to the Dean for graduate education in the School. He works with the Dean on long- range planning for graduate education. He also holds primary responsibility for Centers in SAS, working with the Dean and Associate Deans.
The Associate Dean for Continuing Education has delegated responsibility for the College of General Studies, Summer Sessions, and for continuing education programs in the arts and sciences at Penn.
The Vice Dean for External Affairs has delegated responsibility for external relations and fund-raising for SAS, reporting directly to the Dean but with a dual reporting line to the Vice-President for Development and Alumni Relations.
For the next two to three years we will be facing questions whose successful resolution is vital to the future success of this great school--and indeed to the future of liberal education and to research universities in the United States. Questions include the best design of undergraduate education for the 21st century, appropriate approaches to graduate education in today's tight academic marketplace, how far (and in which directions) we should go in our ongoing commitments to continuing education, and the uncertain funding of scientific research and education. Decisions we make about faculty year by year have long- term implications for the School, and for the shape of its departments in the future. Of intense interest to us all are accurate yet aggressive estimates of budget projections as we plan ahead. The staff of the Dean's Office has been working very hard on all of these fronts, along the paths set out in the SAS Strategic Plan of 1993 (Almanac Supplement 12/7/93).
The new administrative structure will allow me to put more of my time and energy into designing the best possible future for the school: that is, into strategic planning. Fund-raising and the public image and visibility of the School also play an increasing role for me. The new structure will allow Frank Warner to spend more time on vital budget and planning projections, and on the effective operation and restructuring of the School's support services. Five strong, senior associate deans will help guide our faculty and educational agendas.
I feel privileged to work with such skilled and dedicated colleagues as my Deputy and Associates in this office.
-- Rosemary A. Stevens
To see this chart more clearly, see the print or Acrobat version.
Tuesday, October 31, 1995
Volume 42 Number 10