Word: pbh
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...reality, the two offices were working already quite closely and efficiently and were not duplicating efforts or systems. The staff at the OPS consisted of only two individuals, compared to PBH's 10, and it was not a separate parallel structure. In fact, the Mather Housing and Neighborhood Development (HAND) program, which was larger than all of the other of the house-based programs combined, joined PBHA to ensure that duplication would not occur. In addition, although the report supposedly sought to address the "divide" between PBH and non-PBH structures, the review failed to consult any students involved...
...regarding public service at the College co-authored by Nancy Maull, administrative dean, and Professor Lewis, prior to his appointment as the dean of the College. The main thrust of the report was that there was "confusion" between the "divide" in public service staff between the Phillips Brooks House (PBH) and the Office of Public Service Programs (OPS). It recommended that the two Director positions at both offices be eliminated and that a new "Assistant Dean of Public Service and Director of Phillips Brooks House" position be created, while making a commitment to maintain current staffing...
Those most knowledgeable about public service--the undergraduate leadership, staff, alum, and advisory board members--made a simple suggestion: rename either the Director of PBH position or the Director of OPS position to include the assistant dean title, thus elevating either of the two current individuals to supervise the other...
...area of public service. This was reflected by the disgraceful attendance records of some members. One further recommendation, that the position of "Director of Phillips Brooks House" be eliminated from the description of the new "Assistant Dean for Public Service"--given that there already existed a Director of PBH and that the new Assistant Dean might not see fit to eliminate that position--was also denied...
...problem between the College and public service is not between OPS and PBH, but between PBHA, Inc. and the University. The existing irrational structure of PBH operations leaves all the programs and budgets under the control of the students of PBHA, Inc., but leaves the staff accountable to the Dean of the College, who pays their salaries. What this means is that the staff is caught between the demands of the College and PBHA, Inc., which the search process has once again rev are often not the same...