2011-2012 UFF-FAU Administrator Survey Results

September 8, 2012. President Saunders panned for “micromanaging” university, disrespect of faculty, lack of transparency and dubious approaches to budget crisis, Provost Claiborne faulted for poor communication with faculty, cutbacks in teaching, and “a swirling vortex of comically stupid [credentialing] decisions.”

Processing of the 2011-2012 UFF-FAU Faculty Survey on Administrator Performance is now complete. A total of 189 responses were received from faculty at all colleges and FAU campuses. An overall summary of faculty members’ written comments is provided below.

Word-for-word faculty responses on specific administrators have been published in a password-protected area of the website. Faculty will be provided with a password via email to access these.

Overview and summary of written comments.

President Mary J. Saunders received 144 comments, most of them critical of her actions. A strong critique involved the micromanaging of the university and a lack of respect for faculty. One faculty member comments: “She seems very distant from the faculty and speaks in generalities that are very difficult to decipher. She needs to make more of an effort connecting with and explaining herself to faculty, as well as listening more effectively.” Another routine critique was a lack of transparency regarding resources and the academic processes of the university. Faculty have also questioned the viability of the growth of university. As one faculty member writes, “The idea that we can grow our way out of the budget crisis is suspect. Adding students without investing in tenure-line faculty and infrastructure, as Dr. Saunders appears to be doing, degrades the quality of education for our students.” Even sympathetic comments still note she should “consider reducing the salaries and/or numbers of senior administrators on her team” since most faculty, as we will see in the other survey comments, have no idea of the purpose behind many of these new administrative lines.

Provost Brenda Claiborne received 121 comments. The problematic summer policy dominated many comments and led to a general negative opinion of the provost’s actions. As one faculty members observes, “I had formed no strong opinion until the summer fiasco. The one-size-fits-all plan is illogical and ineffective. This is the first time in my 35 years here that top-down plan has occurred. It makes no sense.” Similarly, another faculty member warns, “Do everything necessary to AVOID cutting classes in a university. It is as if a shoe shop stopped selling shoes.” This policy, according to many faculty, seems to stem from a lack of communication and interaction with faculty. One person notes, “The Provost seems like a very nice person. But she has done a terrible job of communicating with faculty and as a result, her decision-making seems arbitrary and heavy-handed. The debacle around course sizes is only the latest example.” Also, the handling of credentialing was another consistent critique. One person notes, “Having to explain to the provost the basics of a variety of disciplines and how they are run is embarrassing for both the one doing the explanation and the one having to receive it. The appearance of dictatorial actions and coercion has done nothing for the moral[e] of the University.” Another comment: “The accreditation process has already turned into a swirling vortex of comically stupid decisions.” Another comment: “I am also surprised at the level of rigidness in interpreting the SACs directives towards credentialing. When one pulls up the SACS description of credentialing, it is clear that the university is ignoring several paragraphs of discussion regarding appropriate credentials in order to enforce FAU’s mission, whatever that is.” Yet another: “Follow SACS guidelines in the manner that every SACS accredited institution does.” The comments continue. As you know, UFF-FAU has written a report on SACS and requested a meeting with the provost and those in charge of SACS. We are still pressing for a reply and meeting.

Associate Provost of Northern Campuses Eliah Watlington received around two dozen comments. In general, no one knows who he is and questions the relevancy of the position.

Associate Provost of Broward Campuses Anthony Abbate received nine comments mostly noting that he needs to be more assertive for faculty rights and “build a stronger sense of identity and community among Broward faculty and students.”

Interim Vice-President of Research Barry Rosson received 90 comments, all uniformly negative. Many people commented about the seemingly irrelevancy of the graduate college and the endless, meaningless paperwork it blossoms. One faculty member cautions: “Stop building a bureaucratic empire that does nothing but generate paperwork for those of us working in the graduate program.” Another faculty member suggests that Rosson “has made an unbelievable mess out of the Graduate College, screwing-up even the most basic tasks. The labyrinthine and Byzantine forms are an obvious example.” Another faculty encourages: “The Graduate College should be eliminated. It duplicates services. It is unfriendly to students and faculty.”

Interim Dean of Arts and Letters Heather Coltman received 84 mixed responses. The positive comments suggest that she is doing her best during a very bad financial crisis and a hostile state legislature. One faculty member writes, “She is doing a great job despite these ridiculous financial restrictions.” The negative comments suggest that Dean Coltman lacks the needed experience to function as a Dean and badly represents faculty interests. One faculty member writes, “Interim Dean Coltman is inexperienced, and during her time as dean has been entirely ineffective . . . She has poor judgment, does not understand the academic programs in the college, and has made a series of disastrous decisions.”

Dean of Undergraduate Studies Ed Pratt received 27 mixed comments. On the positive side faculty believe he “does the best he can in these unsettled times.” On the critical end, faculty believe he needs to show more initiative in “addressing the needs of effective undergraduate education.”

Dean of the College of Science Gary Perry received 16 comments. Many view him as one of FAU’s best deans. The main negative comments stated that he “should fight for the faculty and students” more.

Dean of Nursing Marlaine Smith received 8 comments. About half complimented her as an “outstanding, supportive, and generous” dean. Two comments suggested that Smith be more visible among faculty and better listen to them.

Dean Rosalyn Carter of the College for Design and Social Inquiry received 4 comments. They suggest that Carter act in a more professional manner and involve faculty more in decision-making processes.

Dean of Business Denis Coates received 7 comments. They generally suggest that Coates needs to work on better managing various departments and improving faculty governance. They also suggest that he needs to better his communication skills.

Interim Dean of Engineering Mohammad Ilyas received 6 largely positive comments. They suggest he is an excellent leader and would like to see him become permanent dean.

University Libraries Dean William Miller received 3 comments. They suggest that he needs to be more directly involved in decision-making processes.

Dean of Education Valerie Bristor received 23 comments. They generally suggest that she needs to better manage the departments and their chairs. Some comments suggest that she was better suited in the role of associate dean.

Principal Tammy Ferguson of the Henderson School received 7 comments. They were generally positive, but a few suggested that she better communicate with the faculty.

Dean Jeffrey Buller of the Honors College received 7 comments. They commented on his general absence on the Jupiter campus and the overall resulting demoralization of the college.

Quantitative Breakdown of Administrator Survey Data

Link to:

Heather Coltman, Interim Dean, College of Arts and Letters

Interim Dean Heather Coltman upholds academic standards and maintains a scholarly atmosphere.
26 37% 5-Strongly Agree
7 10% 4-Agree
10 14% 3-Neutral
8 11% 2-Disagree
18 26% 1-Strongly Disagree
0 0% 0-Do Not Know
Interim Dean Coltman makes personnel decisions in a professional, unbiased manner.
21 30% 5-Strongly Agree
9 13% 4-Agree
7 10% 3-Neutral
8 11% 2-Disagree
19 27% 1-Strongly Disagree
5 7% 0-Do Not Know
Interim Dean Coltman uses faculty governance processes to make decisions in a collegial manner.
23 33% 5-Strongly Agree
10 14% 4-Agree
5 7% 3-Neutral
11 16% 2-Disagree
17 24% 1-Strongly Disagree
3 4% 0-Do Not Know
Interim Dean Coltman distributes discretionary money fairly.
10 14% 5-Strongly Agree
6 9% 4-Agree
3 4% 3-Neutral
6 9% 2-Disagree
15 21% 1-Strongly Disagree
29 41% 0-Do Not Know
Interim Dean Coltman is a good administrator.
20 29% 5-Strongly Agree
10 14% 4-Agree
9 13% 3-Neutral
9 13% 2-Disagree
17 24% 1-Strongly Disagree
1 1% 0-Do Not Know
Interim Dean Coltman is an effective leader who promotes the college/unit.
26 37% 5-Strongly Agree
8 11% 4-Agree
4 6% 3-Neutral
6 9% 2-Disagree
22 31% 1-Strongly Disagree
2 3% 0-Do Not Know
Overall, Interim Dean Coltman is:
22 31% 5-Excellent
11 16% 4-Above Average
6 9% 3-Average
8 11% 2-Below Average
22 31% 1-Poor
0 0% 0-Do Not Know

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J. Dennis Coates, Dean, College of Business

Dean J. DENNIS COATES consults faculty/staff before making important decisions.
3 17% 5-Strongly Agree
9 50% 4-Agree
0 0% 3-Neutral
1 6% 2-Disagree
4 22% 1-Strongly Disagree
1 6% 0-Do Not Know
Dean COATES upholds academic standards and maintains a scholarly atmosphere.
4 22% 5-Strongly Agree
7 39% 4-Agree
4 22% 3-Neutral
1 6% 2-Disagree
2 11% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean COATES makes personnel decisions in a professional, unbiased manner.
3 17% 5-Strongly Agree
7 39% 4-Agree
1 6% 3-Neutral
3 17% 2-Disagree
4 22% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean COATES uses faculty governance processes to make decisions in a collegial manner.
4 22% 5-Strongly Agree
5 28% 4-Agree
2 11% 3-Neutral
1 6% 2-Disagree
4 22% 1-Strongly Disagree
1 6% 0-Do Not Know
Dean COATES distributes discretionary money fairly.
3 17% 5-Strongly Agree
5 28% 4-Agree
3 17% 3-Neutral
1 6% 2-Disagree
4 22% 1-Strongly Disagree
1 6% 0-Do Not Know
Dean COATES is a good administrator.
4 22% 5-Strongly Agree
7 39% 4-Agree
2 11% 3-Neutral
1 6% 2-Disagree
4 22% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean COATES is an effective leader who promotes the college/unit.
4 22% 5-Strongly Agree
4 22% 4-Agree
3 17% 3-Neutral
3 17% 2-Disagree
3 17% 1-Strongly Disagree
0 0% 0-Do Not Know
Overall, Dean COATES is:
4 22% 5-Excellent
6 33% 4-Above Average
2 11% 3-Average
1 6% 2-Below Average
5 28% 1-Poor
0 0% 0-Do Not Know

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Rosalyn Carter, Dean, College of Design and Social Inquiry

Dean ROSALYN CARTER consults faculty/staff before making important decisions.
0 0% 5-Strongly Agree
1 14% 4-Agree
0 0% 3-Neutral
3 43% 2-Disagree
3 43% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean CARTER upholds academic standards and maintains a scholarly atmosphere.
1 14% 5-Strongly Agree
1 14% 4-Agree
3 43% 3-Neutral
1 14% 2-Disagree
1 14% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean CARTER makes personnel decisions in a professional, unbiased manner.
0 0% 5-Strongly Agree
1 14% 4-Agree
1 14% 3-Neutral
2 29% 2-Disagree
3 43% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean CARTER uses faculty governance processes to make decisions in a collegial manner.
0 0% 5-Strongly Agree
2 29% 4-Agree
2 29% 3-Neutral
2 29% 2-Disagree
1 14% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean CARTER distributes discretionary money fairly.
0 0% 5-Strongly Agree
0 0% 4-Agree
3 43% 3-Neutral
0 0% 2-Disagree
3 43% 1-Strongly Disagree
1 14% 0-Do Not Know
Dean CARTER is a good administrator.
0 0% 5-Strongly Agree
1 14% 4-Agree
2 29% 3-Neutral
1 14% 2-Disagree
3 43% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean CARTER is an effective leader who promotes the college/unit.
0 0% 5-Strongly Agree
2 29% 4-Agree
3 43% 3-Neutral
2 29% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Overall, Dean CARTER is:
0 0% 5-Excellent
2 29% 4-Above Average
1 14% 3-Average
0 0% 2-Below Average
4 57% 1-Poor
0 0% 0-Do Not Know

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Valerie Bristor, College of Education

Dean VALERIE BRISTOR consults faculty/staff before making important decisions.
2 7% 5-Strongly Agree
9 30% 4-Agree
8 27% 3-Neutral
4 13% 2-Disagree
7 23% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean BRISTOR upholds academic standards and maintains a scholarly atmosphere.
2 7% 5-Strongly Agree
5 17% 4-Agree
9 30% 3-Neutral
6 20% 2-Disagree
7 23% 1-Strongly Disagree
1 3% 0-Do Not Know
Dean BRISTOR makes personnel decisions in a professional, unbiased manner.
3 10% 5-Strongly Agree
7 23% 4-Agree
8 27% 3-Neutral
5 17% 2-Disagree
5 17% 1-Strongly Disagree
2 7% 0-Do Not Know
Dean BRISTOR uses faculty governance processes to make decisions in a collegial manner.
4 13% 5-Strongly Agree
9 30% 4-Agree
8 27% 3-Neutral
3 10% 2-Disagree
4 13% 1-Strongly Disagree
1 3% 0-Do Not Know
Dean BRISTOR distributes discretionary money fairly.
1 3% 5-Strongly Agree
7 23% 4-Agree
7 23% 3-Neutral
5 17% 2-Disagree
5 17% 1-Strongly Disagree
5 17% 0-Do Not Know
Dean BRISTOR is a good administrator.
1 3% 5-Strongly Agree
4 13% 4-Agree
11 37% 3-Neutral
10 33% 2-Disagree
2 7% 1-Strongly Disagree
2 7% 0-Do Not Know
Dean BRISTOR is an effective leader who promotes the college/unit.
1 3% 5-Strongly Agree
3 10% 4-Agree
6 20% 3-Neutral
12 40% 2-Disagree
7 23% 1-Strongly Disagree
1 3% 0-Do Not Know
Overall, Dean BRISTOR is:
2 7% 5-Excellent
0 0% 4-Above Average
14 47% 3-Average
9 30% 2-Below Average
5 17% 1-Poor
0 0% 0-Do Not Know

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Mohammad Ilyas, Interim Dean, College of Engineering and Computer Science

Dean Mohammad Ilyas upholds academic standards and maintains a scholarly atmosphere.
4 44% 5-Strongly Agree
4 44% 4-Agree
1 11% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean Ilyas makes personnel decisions in a professional, unbiased manner.
4 44% 5-Strongly Agree
5 56% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean Ilyas uses faculty governance processes to make decisions in a collegial manner.
4 44% 5-Strongly Agree
3 33% 4-Agree
1 11% 3-Neutral
1 11% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean Ilyas distributes discretionary money fairly.
3 33% 5-Strongly Agree
2 22% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
4 44% 0-Do Not Know
Dean Ilyas is a good administrator.
4 44% 5-Strongly Agree
4 44% 4-Agree
1 11% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean Ilyas is an effective leader who promotes the college/unit.
4 44% 5-Strongly Agree
2 22% 4-Agree
2 22% 3-Neutral
1 11% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Overall, Dean Ilyas is:
4 44% 5-Excellent
4 44% 4-Above Average
0 0% 3-Average
1 11% 2-Below Average
0 0% 1-Poor
0 0% 0-Do Not Know

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Florida Atlantic University Schools

Principal/Director Ferguson consults faculty/staff before making important decisions.
7 58% 5-Strongly Agree
2 17% 4-Agree
0 0% 3-Neutral
1 8% 2-Disagree
2 17% 1-Strongly Disagree
0 0% 0-Do Not Know
Principal/Director Ferguson upholds academic standards and maintains a scholarly atmosphere.
9 75% 5-Strongly Agree
2 17% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
1 8% 1-Strongly Disagree
0 0% 0-Do Not Know
Principal/Director Ferguson makes personnel decisions in a professional, unbiased manner.
7 58% 5-Strongly Agree
0 0% 4-Agree
2 17% 3-Neutral
0 0% 2-Disagree
2 17% 1-Strongly Disagree
1 8% 0-Do Not Know
Principal/Director Ferguson uses faculty governance processes to make decisions in a collegial manner.
7 58% 5-Strongly Agree
2 17% 4-Agree
0 0% 3-Neutral
2 17% 2-Disagree
1 8% 1-Strongly Disagree
0 0% 0-Do Not Know
Principal/Director Ferguson distributes discretionary money fairly.
6 50% 5-Strongly Agree
2 17% 4-Agree
1 8% 3-Neutral
2 17% 2-Disagree
0 0% 1-Strongly Disagree
1 8% 0-Do Not Know
Principal/Director Ferguson is a good administrator.
9 75% 5-Strongly Agree
1 8% 4-Agree
0 0% 3-Neutral
1 8% 2-Disagree
1 8% 1-Strongly Disagree
0 0% 0-Do Not Know
Principal/Director Ferguson is an effective leader who promotes the college/unit.
9 75% 5-Strongly Agree
0 0% 4-Agree
1 8% 3-Neutral
1 8% 2-Disagree
1 8% 1-Strongly Disagree
0 0% 0-Do Not Know
Overall, Principal/Director Ferguson is:
9 75% 5-Excellent
1 8% 4-Above Average
1 8% 3-Average
0 0% 2-Below Average
1 8% 1-Poor
0 0% 0-Do Not Know
Assistant Dean GLENN THOMAS consults faculty/staff before making important decisions.
1 8% 5-Strongly Agree
3 25% 4-Agree
1 8% 3-Neutral
2 17% 2-Disagree
1 8% 1-Strongly Disagree
2 17% 0-Do Not Know
Assistant Dean THOMAS upholds academic standards and maintains a scholarly atmosphere.
5 42% 5-Strongly Agree
3 25% 4-Agree
1 8% 3-Neutral
0 0% 2-Disagree
1 8% 1-Strongly Disagree
0 0% 0-Do Not Know
Assistant Dean THOMAS makes personnel decisions in a professional, unbiased manner.
1 8% 5-Strongly Agree
3 25% 4-Agree
3 25% 3-Neutral
1 8% 2-Disagree
1 8% 1-Strongly Disagree
1 8% 0-Do Not Know
Assistant Dean THOMAS uses faculty governance processes to make decisions.
1 8% 5-Strongly Agree
3 25% 4-Agree
4 33% 3-Neutral
0 0% 2-Disagree
1 8% 1-Strongly Disagree
1 8% 0-Do Not Know
Assistant Dean THOMAS distributes discretionary money fairly.
1 8% 5-Strongly Agree
3 25% 4-Agree
3 25% 3-Neutral
1 8% 2-Disagree
1 8% 1-Strongly Disagree
1 8% 0-Do Not Know
Assistant Dean THOMAS is a good administrator.
1 8% 5-Strongly Agree
6 50% 4-Agree
1 8% 3-Neutral
1 8% 2-Disagree
1 8% 1-Strongly Disagree
0 0% 0-Do Not Know
Assistant Dean THOMAS is an effective leader who promotes the school.
3 25% 5-Strongly Agree
4 33% 4-Agree
1 8% 3-Neutral
1 8% 2-Disagree
1 8% 1-Strongly Disagree
0 0% 0-Do Not Know
OVERALL, Assistant Dean THOMAS is:
2 17% 5-Excellent
5 42% 4-Above Average
2 17% 3-Average
1 8% 2-Below Average
0 0% 1-Poor
0 0% 0-Do Not Know
Dean Bristor consults faculty/staff before making important decisions.
1 8% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
1 8% 2-Disagree
0 0% 1-Strongly Disagree
5 42% 0-Do Not Know
Dean Bristor upholds academic standards and maintains a scholarly atmosphere.
1 8% 5-Strongly Agree
1 8% 4-Agree
0 0% 3-Neutral
1 8% 2-Disagree
1 8% 1-Strongly Disagree
3 25% 0-Do Not Know
Dean Bristor makes personnel decisions in a professional, unbiased manner.
1 8% 5-Strongly Agree
1 8% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
4 33% 0-Do Not Know
Dean Bristor uses faculty governance processes to make decisions.
1 8% 5-Strongly Agree
2 17% 4-Agree
0 0% 3-Neutral
1 8% 2-Disagree
0 0% 1-Strongly Disagree
3 25% 0-Do Not Know
Dean Bristor distributes discretionary money fairly.
1 8% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
5 42% 0-Do Not Know
Dean Bristor is a good administrator.
1 8% 5-Strongly Agree
0 0% 4-Agree
2 17% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
4 33% 0-Do Not Know
Dean Bristor is an effective leader who promotes the school.
1 8% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
2 17% 2-Disagree
0 0% 1-Strongly Disagree
4 33% 0-Do Not Know
Overall, Dean Bristor is:
1 8% 5-Excellent
0 0% 4-Above Average
1 8% 3-Average
1 8% 2-Below Average
0 0% 1-Poor
4 33% 0-Do Not Know

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Barry Rosson, Graduate College

Graduate College Dean Barry Rosson consults faculty/staff before making important decisions.
3 2% 5-Strongly Agree
8 5% 4-Agree
24 16% 3-Neutral
31 20% 2-Disagree
50 33% 1-Strongly Disagree
36 24% 0-Do Not Know
Dean Rosson upholds academic standards and maintains a scholarly atmosphere.
11 7% 5-Strongly Agree
18 12% 4-Agree
25 16% 3-Neutral
26 17% 2-Disagree
34 22% 1-Strongly Disagree
38 25% 0-Do Not Know
Dean Rosson uses faculty governance processes to make decisions in a collegial manner.
3 2% 5-Strongly Agree
11 7% 4-Agree
21 14% 3-Neutral
33 22% 2-Disagree
44 29% 1-Strongly Disagree
40 26% 0-Do Not Know
Dean Rosson is a good administrator.
5 3% 5-Strongly Agree
9 6% 4-Agree
33 22% 3-Neutral
25 16% 2-Disagree
43 28% 1-Strongly Disagree
37 24% 0-Do Not Know
Dean Rosson effectively leads University Graduate education programs and faculty.
6 4% 5-Strongly Agree
11 7% 4-Agree
32 21% 3-Neutral
23 15% 2-Disagree
45 30% 1-Strongly Disagree
32 21% 0-Do Not Know
Dean Rosson competently administers Graduate College operations.
6 4% 5-Strongly Agree
11 7% 4-Agree
30 20% 3-Neutral
23 15% 2-Disagree
42 28% 1-Strongly Disagree
40 26% 0-Do Not Know
Overall, Dean Rosson is:
6 4% 5-Excellent
6 4% 4-Above Average
33 22% 3-Average
23 15% 2-Below Average
47 31% 1-Poor
36 24% 0-Do Not Know

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Jeffrey Buller, Dean, Honors College

Dean JEFFREY BULLER consults faculty/staff before making important decisions.
0 0% 5-Strongly Agree
3 50% 4-Agree
0 0% 3-Neutral
1 17% 2-Disagree
2 33% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean BULLER upholds academic standards and maintains a scholarly atmosphere.
1 17% 5-Strongly Agree
3 50% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
2 33% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean BULLER makes personnel decisions in a professional, unbiased manner.
0 0% 5-Strongly Agree
1 17% 4-Agree
1 17% 3-Neutral
1 17% 2-Disagree
3 50% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean BULLER uses faculty governance processes to make decisions in a collegial manner.
0 0% 5-Strongly Agree
2 33% 4-Agree
1 17% 3-Neutral
1 17% 2-Disagree
2 33% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean BULLER distributes discretionary money fairly.
0 0% 5-Strongly Agree
2 33% 4-Agree
1 17% 3-Neutral
1 17% 2-Disagree
2 33% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean BULLER is a good administrator.
0 0% 5-Strongly Agree
1 17% 4-Agree
1 17% 3-Neutral
1 17% 2-Disagree
2 33% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean BULLER is an effective leader who promotes the college/unit.
0 0% 5-Strongly Agree
0 0% 4-Agree
2 33% 3-Neutral
2 33% 2-Disagree
2 33% 1-Strongly Disagree
0 0% 0-Do Not Know
Overall, Dean BULLER is:
0 0% 5-Excellent
1 17% 4-Above Average
2 33% 3-Average
0 0% 2-Below Average
3 50% 1-Poor
0 0% 0-Do Not Know

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William Miller, Dean, University Libraries

Dean William Miller upholds academic standards and maintains a scholarly atmosphere.
1 33% 5-Strongly Agree
1 33% 4-Agree
1 33% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean Miller makes personnel decisions in a professional, unbiased manner.
1 33% 5-Strongly Agree
0 0% 4-Agree
1 33% 3-Neutral
1 33% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean Miller uses faculty governance processes to make decisions in a collegial manner.
1 33% 5-Strongly Agree
0 0% 4-Agree
1 33% 3-Neutral
1 33% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean Miller distributes discretionary money fairly.
1 33% 5-Strongly Agree
0 0% 4-Agree
1 33% 3-Neutral
0 0% 2-Disagree
1 33% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean Miller is a good administrator.
1 33% 5-Strongly Agree
1 33% 4-Agree
1 33% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean Miller is an effective leader who promotes the college/unit.
1 33% 5-Strongly Agree
1 33% 4-Agree
1 33% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Overall, Dean Miller is:
1 33% 5-Excellent
1 33% 4-Above Average
1 33% 3-Average
0 0% 2-Below Average
0 0% 1-Poor
0 0% 0-Do Not Know

David J. Bjorkman, Dean, College of Medicine

No Results

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Marlaine Smith, Dean, College of Nursing

Dean Marlaine Smith upholds academic standards and maintains a scholarly atmosphere.
5 63% 5-Strongly Agree
1 13% 4-Agree
1 13% 3-Neutral
1 13% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean Smith makes personnel decisions in a professional, unbiased manner.
1 13% 5-Strongly Agree
3 38% 4-Agree
3 38% 3-Neutral
0 0% 2-Disagree
1 13% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean Smith uses faculty governance processes to make decisions in a collegial manner.
2 25% 5-Strongly Agree
3 38% 4-Agree
2 25% 3-Neutral
1 13% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean Smith distributes discretionary money fairly.
2 25% 5-Strongly Agree
1 13% 4-Agree
2 25% 3-Neutral
1 13% 2-Disagree
1 13% 1-Strongly Disagree
1 13% 0-Do Not Know
Dean Smith is a good administrator.
2 25% 5-Strongly Agree
3 38% 4-Agree
2 25% 3-Neutral
1 13% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean Smith is an effective leader who promotes the college/unit.
3 38% 5-Strongly Agree
2 25% 4-Agree
2 25% 3-Neutral
0 0% 2-Disagree
1 13% 1-Strongly Disagree
0 0% 0-Do Not Know
Overall, Dean Smith is:
2 25% 5-Excellent
3 38% 4-Above Average
2 25% 3-Average
1 13% 2-Below Average
0 0% 1-Poor
0 0% 0-Do Not Know

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Gary Perry, Dean, College of Science

Dean Gary Perry upholds academic standards and maintains a scholarly atmosphere.
12 50% 5-Strongly Agree
5 21% 4-Agree
2 8% 3-Neutral
4 17% 2-Disagree
1 4% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean Perry makes personnel decisions in a professional, unbiased manner.
10 42% 5-Strongly Agree
4 17% 4-Agree
5 21% 3-Neutral
3 13% 2-Disagree
2 8% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean Perry uses faculty governance processes to make decisions in a collegial manner.
7 29% 5-Strongly Agree
7 29% 4-Agree
3 13% 3-Neutral
3 13% 2-Disagree
1 4% 1-Strongly Disagree
3 13% 0-Do Not Know
Dean Perry distributes discretionary money fairly.
4 17% 5-Strongly Agree
6 25% 4-Agree
1 4% 3-Neutral
2 8% 2-Disagree
4 17% 1-Strongly Disagree
7 29% 0-Do Not Know
Dean Perry is a good administrator.
11 46% 5-Strongly Agree
4 17% 4-Agree
4 17% 3-Neutral
2 8% 2-Disagree
2 8% 1-Strongly Disagree
1 4% 0-Do Not Know
Dean Perry is an effective leader who promotes the college/unit.
13 54% 5-Strongly Agree
3 13% 4-Agree
2 8% 3-Neutral
3 13% 2-Disagree
3 13% 1-Strongly Disagree
0 0% 0-Do Not Know
Overall, Dean Perry is:
11 46% 5-Excellent
3 13% 4-Above Average
4 17% 3-Average
3 13% 2-Below Average
3 13% 1-Poor
0 0% 0-Do Not Know

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Edward Pratt, Dean, Undergraduate Studies

Undergraduate Studies Dean Edward Pratt consults faculty/staff before making important decisions.
16 11% 5-Strongly Agree
33 23% 4-Agree
20 14% 3-Neutral
23 16% 2-Disagree
12 8% 1-Strongly Disagree
42 29% 0-Do Not Know
Dean Pratt upholds academic standards and maintains a scholarly atmosphere.
25 17% 5-Strongly Agree
33 22% 4-Agree
29 20% 3-Neutral
13 9% 2-Disagree
12 8% 1-Strongly Disagree
35 24% 0-Do Not Know
Dean Pratt uses faculty governance processes to make decisions in a collegial manner.
20 14% 5-Strongly Agree
29 20% 4-Agree
21 14% 3-Neutral
13 9% 2-Disagree
10 7% 1-Strongly Disagree
52 36% 0-Do Not Know
Dean Pratt is a good administrator.
21 15% 5-Strongly Agree
34 24% 4-Agree
26 18% 3-Neutral
14 10% 2-Disagree
10 7% 1-Strongly Disagree
39 27% 0-Do Not Know
Dean Pratt effectively leads undergraduate programs and faculty.
20 14% 5-Strongly Agree
33 23% 4-Agree
24 16% 3-Neutral
16 11% 2-Disagree
12 8% 1-Strongly Disagree
41 28% 0-Do Not Know
Dean Pratt competently administers Undergraduate Studies operations.
23 16% 5-Strongly Agree
34 23% 4-Agree
20 14% 3-Neutral
17 12% 2-Disagree
9 6% 1-Strongly Disagree
44 30% 0-Do Not Know
Overall, Dean Pratt is:
22 15% 5-Excellent
32 22% 4-Above Average
27 19% 3-Average
13 9% 2-Below Average
11 8% 1-Poor
39 27% 0-Do Not Know

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Anthony Abbatte, Associate Provost of the Broward Campuses (Answers provided by faculty from the Broward Campuses.)

Associate Provost of Broward Campuses Anthony Abbatte is a good administrator.
1 3% 5-Strongly Agree
4 10% 4-Agree
9 23% 3-Neutral
1 3% 2-Disagree
1 3% 1-Strongly Disagree
23 59% 0-Do Not Know
Associate Provost Abbatte uses faculty governance processes to make decisions in a collegial manner.
1 3% 5-Strongly Agree
2 5% 4-Agree
5 14% 3-Neutral
1 3% 2-Disagree
2 5% 1-Strongly Disagree
26 70% 0-Do Not Know
Associate Provost Abbatte keeps faculty informed about decisions.
1 3% 5-Strongly Agree
1 10% 4-Agree
7 17% 3-Neutral
1 14% 2-Disagree
6 21% 1-Strongly Disagree
16 34% 0-Do Not Know
Associate Provost Abbatte ensures that campus fiscal resources are appropriately allotted and expended.
2 6% 5-Strongly Agree
0 0% 4-Agree
5 15% 3-Neutral
0 0% 2-Disagree
3 9% 1-Strongly Disagree
23 70% 0-Do Not Know
Associate Provost Abbatte is competent in overseeing daily campus operations.
1 3% 5-Strongly Agree
1 3% 4-Agree
4 13% 3-Neutral
2 6% 2-Disagree
2 6% 1-Strongly Disagree
22 69% 0-Do Not Know
Associate Provost Abbatte is an effective leader who promotes the development of the campus
2 6% 5-Strongly Agree
1 3% 4-Agree
5 15% 3-Neutral
2 6% 2-Disagree
2 6% 1-Strongly Disagree
21 64% 0-Do Not Know
Overall, Associate Provost Abbatte is:
1 3% 5-Excellent
1 3% 4-Above Average
6 18% 3-Average
2 6% 2-Below Average
2 6% 1-Poor
21 63% 0-Do Not Know

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Eliah Watlington, Associate Provost of the Northern Campuses (Answers provided by faculty from the Northern Campuses.)

Associate Provost of Northern Campuses Eliah Watlington is a good administrator.
4 14% 5-Strongly Agree
2 7% 4-Agree
4 14% 3-Neutral
2 7% 2-Disagree
4 14% 1-Strongly Disagree
13 45% 0-Do Not Know
Associate Provost Watlington uses faculty governance processes to make decisions in a collegial manner.
2 7% 5-Strongly Agree
3 10% 4-Agree
4 14% 3-Neutral
3 10% 2-Disagree
2 7% 1-Strongly Disagree
15 52% 0-Do Not Know
Associate Provost Watlington keeps faculty informed about decisions.
1 3% 5-Strongly Agree
3 10% 4-Agree
5 17% 3-Neutral
4 14% 2-Disagree
6 21% 1-Strongly Disagree
10 34% 0-Do Not Know
Associate Provost Watlington ensures that campus fiscal resources are appropriately allotted and expended.
2 7% 5-Strongly Agree
3 10% 4-Agree
3 10% 3-Neutral
3 10% 2-Disagree
3 10% 1-Strongly Disagree
15 52% 0-Do Not Know
Associate Provost Watlington is competent in overseeing daily campus operations.
2 7% 5-Strongly Agree
2 7% 4-Agree
3 11% 3-Neutral
4 15% 2-Disagree
3 11% 1-Strongly Disagree
13 48% 0-Do Not Know
Associate Provost Watlington is an effective leader who promotes the development of the campus
3 11% 5-Strongly Agree
2 7% 4-Agree
1 4% 3-Neutral
6 21% 2-Disagree
5 18% 1-Strongly Disagree
11 39% 0-Do Not Know
Overall, Associate Provost Watlington is:
2 7% 5-Excellent
2 7% 4-Above Average
2 7% 3-Average
7 24% 2-Below Average
5 17% 1-Poor
11 38% 0-Do Not Know

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Brenda Claiborne, University Provost

Provost Brenda Claiborne is a good administrator.
9 5% 5-Strongly Agree
10 6% 4-Agree
42 24% 3-Neutral
36 21% 2-Disagree
52 30% 1-Strongly Disagree
26 15% 0-Do Not Know
Provost Claiborne uses faculty governance processes to make decisions.
6 3% 5-Strongly Agree
9 5% 4-Agree
32 18% 3-Neutral
34 20% 2-Disagree
64 37% 1-Strongly Disagree
29 17% 0-Do Not Know
Provost Claiborne keeps faculty informed about decisions.
10 6% 5-Strongly Agree
23 14% 4-Agree
32 19% 3-Neutral
30 18% 2-Disagree
56 34% 1-Strongly Disagree
14 8% 0-Do Not Know
Provost Claiborne makes sure that Vice-Presidents and Deans make fair decisions.
4 2% 5-Strongly Agree
6 4% 4-Agree
30 18% 3-Neutral
20 12% 2-Disagree
55 32% 1-Strongly Disagree
55 32% 0-Do Not Know
Provost Claiborne upholds academic standards and maintains a scholarly atmosphere.
10 6% 5-Strongly Agree
20 12% 4-Agree
38 22% 3-Neutral
30 18% 2-Disagree
48 28% 1-Strongly Disagree
24 14% 0-Do Not Know
Provost Claiborne is an effective leader who promotes the development of the University.
8 5% 5-Strongly Agree
10 6% 4-Agree
32 19% 3-Neutral
34 20% 2-Disagree
59 35% 1-Strongly Disagree
28 16% 0-Do Not Know
Overall, Provost Claiborne is:
9 5% 5-Excellent
8 5% 4-Above Average
39 23% 3-Average
30 18% 2-Below Average
59 35% 1-Poor
26 15% 0-Do Not Know

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Mary Jane Saunders, University President

President Mary Jane Saunders makes sure that administrators make decisions fairly and in the best interests of the University.
11 6% 5-Strongly Agree
32 19% 4-Agree
35 20% 3-Neutral
35 20% 2-Disagree
45 26% 1-Strongly Disagree
14 8% 0-Do Not Know
President Saunders makes decisions that are in the best interests of the faculty and professional staff.
13 7% 5-Strongly Agree
18 10% 4-Agree
38 22% 3-Neutral
44 25% 2-Disagree
57 33% 1-Strongly Disagree
5 3% 0-Do Not Know
President Saunders upholds academic standards and encourages a scholarly atmosphere.
21 12% 5-Strongly Agree
40 23% 4-Agree
36 21% 3-Neutral
24 14% 2-Disagree
48 28% 1-Strongly Disagree
5 3% 0-Do Not Know
President Saunders is an effective leader who promotes the development of the University.
24 14% 5-Strongly Agree
37 22% 4-Agree
34 20% 3-Neutral
22 13% 2-Disagree
51 29% 1-Strongly Disagree
5 3% 0-Do Not Know
Overall, President Saunders is:
13 7% 5-Excellent
36 21% 4-Above Average
41 24% 3-Average
29 17% 2-Below Average
50 29% 1-Poor
5 3% 0-Do Not Know