“It wouldn’t feel very collegial to me if the Dean of the College looks at a proposal and says ‘No, this can’t make the list,’ and I still try to get it to Dean Smith,” said another Cabinet member, Dean of Freshmen Thomas A. Dingman ’67. “I would not give up on it all together, but I would take it off for that year.”
BUDGET BINDS
The allocation of funds for the College reflects the Dean’s place within the University decision making and the web of consultation that it entails.The Dean of the College plays an active but limited role in budgetary decisions that are often finalized by administrators in FAS.
“Overall, budget discussions would take place with [the FAS Dean] because the College budget is nestled within the budget of FAS,” Pfister said, noting that while the Dean of the College has some influence in the apportionment of the funds within the College, final approval on larger allocations comes from finance officers within FAS.
Dingman similarly said that when the Freshman Dean’s Office solicits funding from the Dean of the College for a new project, some of the requests get “moved upstairs,” where FAS ultimately makes the decision.
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In preparing the overall budget that will ultimately be approved by the FAS Dean, the College Dean’s primary role is to examine the budgets compiled by the College’s various deans and offices.
“Everybody always needs more than what is available, so there’s a period of reconciliation of the requests with the likely amount of budget that we have in use,” Pfister said. “It’s an iterative process; it’s back and forth.”
In addition, the Dean of the College has access to “discretionary funds,” though Pfister said that these monies are not extensive or flexible. “So far as I see it, much of it has already been committed in various directions,” he said.
Other requests, normally those requiring small amounts of funding, may also be personally approved by the Dean of the College, but Dingman said these types of budgetary decisions are rare. He named funding for freshman landscaping projects as an example of a budgetary decision about which the College Dean has complete discretion.
“We didn’t have the money to buy plants, and we went to [former Dean of the College Evelynn M. Hammonds] and said ‘If you think this is worthy, can you support it?’” Dingman said. “She thought it was a great idea and was able to find the money to help us.”
SETTING THE AGENDA
Although the College Dean’s executive power may be limited, administrators said the Dean holds enough sway to effect change.
“Just because you don’t have a lot of budgetary authority doesn’t mean you can’t influence decisions,” said former Dean of the College Harry R. Lewis, who served as dean between 1995 and 2003. Lewis added that he believes a major part of the College Dean’s role is to provide subordinate administrators with a sense of direction.
Several other administrators agreed that the Dean of the College can use his or her influence to set an agenda for other deans who directly interact with students.
“I think the dean needs to lay out a vision for the College and help people to understand what the key priorities are in a year,” Dingman said. “Those can then help all of us organize our own efforts.”
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