David K. Scott was Chancellor of the University of Massachusetts Amherst, 1993-2001.
This is an archive of the Chancellor's Web site during his tenure.
V. Components of the Multi-Year Plan
B. Expenditures
(11) Restructuring
$ 2.8M
(d)
Joint Reporting
The reports from the various Task Forces and Working Groups repeatedly call for more dynamic administrative structures. In practice myriads of interactions take place across different administrative areas on an informal basis. Nevertheless I propose that we make joint reporting a more integral part of the future design. Possible areas should be identified beyond those I propose.
In joint reporting an administrator for a program reports jointly to two (or more) administrators at the next level, one of whom is designated as the lead administrator. The lead is responsible for ensuring that the relevant group is assembled to develop jointly an overall plan for the major directions of the unit or program. Once agreed upon, it is the responsibility of the lead administrator to handle the implementation. In the rare instances when the administrators are unable to reach agreement, a resolution must be reached at the next higher level (the reporting level of the joint administrators). For example, in the case of an administrator reporting to two or more Vice Chancellors, the next level is the Chancellor. For a Chairperson reporting to two or more Deans, the next level is the Provost, and so on. Such reporting relationships can be trying at times, but they result in greater collaboration, shared objectives across boundaries, and avoid duplication of activities in different units. They are essential for a dynamic, interactive University in an era where the overall number of personnel are being reduced.
Proposed jointly reporting relationships will be specified in several of the following sections. One recent important example is the new Office of Science and Technology Advancement which will report jointly to the Vice Chancellor for University Advancement and to the Vice Chancellor for Research, Graduate Education and Economic Development. (Under the reorganization set out in this document, the reporting line will be jointly to the Vice Provost for Research). The lead is in the Research area. This example is illustrative of the kind of organization we need in order to be positioned in the best possible way for research opportunities and funding in the future.
Under the major College and School reorganizations described in part (a) of this section, the need for joint reporting for certain academic departments will also arise. For example, a Department of Biochemistry and Molecular Biology could be linked to the new College of Life Sciences and Biotechnology, as well as a College of Physical Sciences and Mathematics. Such a department could report jointly to the two Deans, with the Dean of Physical Sciences and Mathematics designated as the lead. Likewise the Department of Consumer Studies, given its close linkage with the Center for the Family, could report jointly in Social and Behavioral Sciences and in Management. The department of Landscape Architecture and Regional Planning could be joint with Social and Behavioral Sciences and Fine Arts and Humanities.
