2012-2013 UFF-FAU ADMINISTRATOR SURVEY RESULTS

Summaries of 2013 Admin Survey Written Comments

President M.J. Saunders: The 268 comments she received were predominantly negative, many of which called for her resignation. The comments reflect the general sentiment of her quantitative poor ranking where 82% of respondents rated her poor or below average. Her mishandling of academic freedom, the Geo Group scandal, and grazing a student with her car were frequently cited criticisms. Even Saunders supposed success—SACS accreditation—came under attack. One faculty member writes: “She repeatedly cites the SACS report as her major achievement, but SACS was only a success if you do not consider the high costs: her focus on credentialing has made the university paranoid about educational innovation lest her credentials police knock on our office doors. The worst bureaucratic regime.” If anything, the comments reveal a completely demoralized faculty that had felt under constant assault for the previous academic year. Many of her previous supporters have expressed disillusionment with her performance. One representative comment notes: “I had high hopes for President Saunders when she first arrived at FAU and was one of her staunchest supporters. But it has since become apparent that she is simply not ready for prime time. The debacles over the stadium naming, supporting academic freedom, aggression toward students, and refusing to listen to criticism, all demonstrate a deep character flaw. Her paranoia about the SACS review reached insane levels. Her temper and anger toward faculty and deans is legendary and extremely unprofessional. She has made a mockery of FAU by cutting herself off from the people and realities that exist outside her office and coterie of close sycophants, thus turning the 3rd floor into a bunker or fortress.”

Provost Brenda Claiborne received 210 mostly negative comments that also mirrored her low quantitative evaluations where 70% of respondents ranked her either below average or poor. Similar to comments on Saunders, many called for her resignation. Many of the criticisms made about Saunders are also repeated here for Claiborne. Unlike comments critiquing Saunders authoritarian personality, however, Claiborne has been mostly critiqued for incompetency and simply following the university president’s ill-advised orders. A fairly representative comment follows: “Provost Claiborne has very poor management skills. She isolates herself and is inaccessible even to the deans of largest colleges, who are her direct subordinates. Her inaccessibility has left others with confrontation as the only available option. She makes inaccurate public statements and gives directions at the very last minute, providing inadequate time to carry out her requests and then changes her mind. Her repeated missteps have created utter demoralization and a widespread lack of confidence in her leadership.”

Associate Provost of Northern Campuses Eliah Watlington received 16 comments. Many questioned who Watlington is and what she does. Those who have encountered her consider her personable.

Associate Provost of Broward Campuses Anthony Abbate received around a dozen comments. Many questioned his lack of presence and communication skills. One praised him for keeping the Broward campus open.

Dean of Graduate Research Barry Rosson received 138 comments. Similar to every comments of the last few years, Rosson has been critiqued for creating a bureaucratic nightmare with endless paperwork. A frustrated faculty member offers a representative Kafkaesque complaint: “The main purpose of the graduate college appears to be to create as much paperwork as possible and a never-ending sequence of changing rules and procedures that only seem to have minor effects.” Rosson particularly came under attack for removing graduate student stipends for non-teaching students. A faculty member writes: “His policy with removing graduate student stipends for non-teaching grad students is dysfunctional at best and suicidal at worst in terms of funding for the sciences.” Also, faculty repeatedly emphasized his need to better communicate with graduate faculty and graduate students. Many insisted that he resign and the office be closed.

Interim Dean of Arts and Letters Heather Coltman received 180 mixed comments. About half the comments praise her for making the most under difficult conditions. A typical example follows: “Dear Coltman has done a good job in very difficult times. The upper-administration seems to dislike deans who oppose their views so it is unclear how more vocal Dean Coltman could be without being made to resign.” The other half of the comments see Coltman at as inept and at worst as a stooge for the upper-administration. One faculty member writes: “Dean Coltman appears to have no plan for the college, no agenda, and no ability to stand up to the ridiculous mandates that come from the Provost and President. In fact, that seems to be why she is in the position: because the upper administration knows that she’ll do whatever they tell her. She comes across in meetings as unserious and utterly unequipped to advocate for our college.”

Dean of Undergraduate Studies Ed Pratt received 57 comments, which mostly praised him. In particular, Pratt’s ability positively compared against the general ineptitude of other administrators. A fairy typical comment states: “An administrator who is willing to make the tough decisions based upon sound research, listening to others, and working for the betterment of the university overall. Would make a more effective Provost.” Other respondents questioned the relevancy of undergraduate studies and its ability to focus the university undergraduate program.

Dean of the College of Science Gary Perry received one comment encouraging him to stay on as dean.

Dean of Nursing Marlaine Smith received two comments. One praised her. Another told her to appreciate faculty more than through awards.

Dean Rosalyn Carter of the College for Design and Social Inquiry received 8 negative comments, many of which asked for her resignation. One faculty member writes, “Our Dean has created an atmosphere where faculty in some units do not feel support – either within the college itself or with university academic administration. That is, if we do not feel a policy made in our unit is fair or appropriate, we do not have any ability to question the policy without being made to feel like we are whining without justification or questioning leadership decisions that it is not our place to question.”

Interim Dean of the College of Business Som Bhattacharya received one negative comment that questioned his ability to administrate effectively.

University Libraries Dean William Miller received one comment that suggested he investigate personnel issues himself rather than rely on other administrators’ opinions.

Dean of the College of Education Valerie Bristor received 6 comments. Half suggested that she need to be more present at the Henderson school. The other three suggests favoritism dictates her discretionary spending in the college.

Principal Tammy Ferguson of the Henderson School received 10 comments. Eight comments praised her leadership. The other two suggested she needs to work on her communication skills.

Dean Jeffrey Buller of the Honors College received one comment suggesting that we work harder for the university than his private business.

Interim Dean Mohhamad Ilyas received 17 written comments. Most of them are positive regarding his administrative abilities. One critiques his administrative capabilities and another suggests he needs to promote research more aggressively.

Link to:

Mary Jane Saunders, University President

President MARY JANE SAUNDERS makes sure that administrators make decisions fairly and in the best interests of the University.
5 2% 5-Strongly Agree
10 4% 4-Agree
24 9% 3-Neutral
43 18% 2-Disagree
153 62% 1-Strongly Disagree
11 5% 0-Do Not Know
President SAUNDERS makes decisions that are in the best interests of the faculty and professional staff.
4 2% 5-Strongly Agree
13 5% 4-Agree
16 7% 3-Neutral
38 15% 2-Disagree
172 70% 1-Strongly Disagree
2 1% 0-Do Not Know
President SAUNDERS upholds academic standards and encourages a scholarly atmosphere.
13 6% 5-Strongly Agree
22 9% 4-Agree
27 11% 3-Neutral
30 12% 2-Disagree
148 61% 1-Strongly Disagree
3 1% 0-Do Not Know
President SAUNDERS is an effective leader who promotes the development of the University.
7 3% 5-Strongly Agree
17 7% 4-Agree
19 8% 3-Neutral
36 15% 2-Disagree
165 67% 1-Strongly Disagree
1 0.4% 0-Do Not Know
Overall, President SAUNDERS is:
5 2% 5-Excellent
12 5% 4-Above Average
26 10% 3-Average
34 14% 2-Below Average
166 68% 1-Poor
2 1% 0-Do Not Know

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Brenda Claiborne, University Provost

Provost Brenda CLAIBORNE is a good administrator.
6 3% 5-Strongly Agree
18 8% 4-Agree
34 14% 3-Neutral
50 21% 2-Disagree
116 49% 1-Strongly Disagree
13 5% 0-Do Not Know
Provost CLAIBORNE uses faculty governance processes to make decisions.
3 1% 5-Strongly Agree
23 10% 4-Agree
27 11% 3-Neutral
30 13% 2-Disagree
139 58% 1-Strongly Disagree
17 7% 0-Do Not Know
Provost CLAIBORNE keeps faculty informed about decisions.
6 3% 5-Strongly Agree
28 12% 4-Agree
33 14% 3-Neutral
41 17% 2-Disagree
117 49% 1-Strongly Disagree
12 5% 0-Do Not Know
Provost CLAIBORNE makes sure that Vice-Presidents and Deans make fair decisions.
3 1% 5-Strongly Agree
11 5% 4-Agree
36 15% 3-Neutral
28 12% 2-Disagree
109 46% 1-Strongly Disagree
50 21% 0-Do Not Know
Provost CLAIBORNE upholds academic standards and maintains a scholarly atmosphere.
12 5% 5-Strongly Agree
31 13% 4-Agree
41 18% 3-Neutral
29 12% 2-Disagree
109 46% 1-Strongly Disagree
13 6% 0-Do Not Know
Provost CLAIBORNE is an effective leader who promotes the development of the University.
8 3% 5-Strongly Agree
14 6% 4-Agree
38 16% 3-Neutral
44 19% 2-Disagree
120 50% 1-Strongly Disagree
15 6% 0-Do Not Know
Overall, Provost CLAIBORNE is:
5 2% 5-Excellent
14 6% 4-Above Average
38 16% 3-Average
42 18% 2-Below Average
123 52% 1-Poor
14 6% 0-Do Not Know

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Heather Coltman, Interim Dean, College of Arts and Letters

Interim Dean Heather COLTMAN upholds academic standards and maintains a scholarly atmosphere.
17 28% 5-Strongly Agree
9 15% 4-Agree
9 15% 3-Neutral
6 10% 2-Disagree
19 32% 1-Strongly Disagree
0 0% 0-Do Not Know
Interim Dean COLTMAN makes personnel decisions in a professional, unbiased manner.
17 28% 5-Strongly Agree
5 9% 4-Agree
7 12% 3-Neutral
8 13% 2-Disagree
23 38% 1-Strongly Disagree
0 0% 0-Do Not Know
Interim Dean COLTMAN uses faculty governance processes to make decisions in a collegial manner.
16 27% 5-Strongly Agree
7 12% 4-Agree
11 18% 3-Neutral
8 13% 2-Disagree
18 30% 1-Strongly Disagree
0 0% 0-Do Not Know
Interim Dean COLTMAN distributes discretionary money fairly.
11 23% 5-Strongly Agree
2 4% 4-Agree
7 15% 3-Neutral
7 15% 2-Disagree
20 43% 1-Strongly Disagree
0 0% 0-Do Not Know
Interim Dean COLTMAN is a good administrator.
15 25% 5-Strongly Agree
9 15% 4-Agree
8 13% 3-Neutral
7 12% 2-Disagree
21 35% 1-Strongly Disagree
0 0% 0-Do Not Know
Interim Dean COLTMAN is an effective leader who promotes the college/unit.
16 27% 5-Strongly Agree
9 15% 4-Agree
5 8% 3-Neutral
8 13% 2-Disagree
21 35% 1-Strongly Disagree
1 2% 0-Do Not Know
Overall, Interim Dean COLTMAN is:
14 24% 5-Excellent
9 15% 4-Above Average
6 10% 3-Average
8 14% 2-Below Average
21 36% 1-Poor
1 2% 0-Do Not Know

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Som Bhattacharya, Interim Dean, College of Business

Dean SOM BHATTACHARYA upholds academic standards and maintains a scholarly atmosphere.
1 25% 5-Strongly Agree
1 25% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
1 25% 1-Strongly Disagree
1 25% 0-Do Not Know
Dean BHATTACHARYA makes personnel decisions in a professional, unbiased manner.
2 67% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
1 33% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean BHATTACHARYA uses faculty governance processes to make decisions in a collegial manner.
1 33.3% 5-Strongly Agree
1 33.3% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
1 33.3% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean BHATTACHARYA distributes discretionary money fairly.
1 33.3% 5-Strongly Agree
1 33.3% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
1 33.3% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean BHATTACHARYA is a good administrator.
2 37% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
1 33% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean BHATTACHARYA is an effective leader who promotes the college/unit.
2 37% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
1 33% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Overall, Dean BHATTACHARYA is:
2 37% 5-Excellent
0 0% 4-Above Average
0 0% 3-Average
0 0% 2-Below Average
1 33% 1-Poor
0 0% 0-Do Not Know

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Rosalyn Carter, Dean, College of Design and Social Inquiry

Dean CARTER upholds academic standards and maintains a scholarly atmosphere.
0 0% 5-Strongly Agree
0 0% 4-Agree
1 17% 3-Neutral
2 33% 2-Disagree
3 50% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean CARTER makes personnel decisions in a professional, unbiased manner.
0 0% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
1 17% 2-Disagree
5 83% 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
0 0% 4-Agree
0 0% 3-Neutral
2 33% 2-Disagree
4 67% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean CARTER distributes discretionary money fairly.
0 0% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
3 50% 2-Disagree
3 50% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean CARTER is a good administrator.
0 0% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
2 33% 2-Disagree
4 67% 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
0 0% 4-Agree
0 0% 3-Neutral
3 50% 2-Disagree
3 50% 1-Strongly Disagree
0 0% 0-Do Not Know
Overall, Dean CARTER is:
0 0% 5-Excellent
0 0% 4-Above Average
2 22% 3-Average
1 11% 2-Below Average
6 67% 1-Poor
0 0% 0-Do Not Know

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Valerie Bristor, College of Education

Dean BRISTOR upholds academic standards and maintains a scholarly atmosphere.
2 10% 5-Strongly Agree
5 25% 4-Agree
5 25% 3-Neutral
1 5% 2-Disagree
7 35% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean BRISTOR makes personnel decisions in a professional, unbiased manner.
0 0% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
3 43% 2-Disagree
4 57% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean BRISTOR uses faculty governance processes to make decisions in a collegial manner.
0 0% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
3 43% 2-Disagree
4 57% 1-Strongly Disagree
0 3% 0-Do Not Know
Dean BRISTOR distributes discretionary money fairly.
0 0% 5-Strongly Agree
0 0% 4-Agree
1 14% 3-Neutral
1 14% 2-Disagree
5 72% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean BRISTOR 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 BRISTOR is an effective leader who promotes the college/unit.
0 0% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
7 100% 1-Strongly Disagree
0 0% 0-Do Not Know
Overall, Dean BRISTOR is:
0 0% 5-Excellent
0 0% 4-Above Average
0 0% 3-Average
2 28% 2-Below Average
5 72% 1-Poor
0 0% 0-Do Not Know

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

Interim Dean MOHAMMAD ILYAS upholds academic standards and maintains a scholarly atmosphere.
14 50% 5-Strongly Agree
8 28% 4-Agree
1 4% 3-Neutral
3 11% 2-Disagree
2 7% 1-Strongly Disagree
0 0% 0-Do Not Know
Interim Dean ILYAS makes personnel decisions in a professional, unbiased manner.
11 39% 5-Strongly Agree
9 32% 4-Agree
3 11% 3-Neutral
1 4% 2-Disagree
4 14% 1-Strongly Disagree
0 0% 0-Do Not Know
Interim Dean ILYAS uses faculty governance processes to make decisions in a collegial manner.
11 39% 5-Strongly Agree
8 28% 4-Agree
3 11% 3-Neutral
3 11% 2-Disagree
3 11% 1-Strongly Disagree
0 0% 0-Do Not Know
Interim Dean ILYAS distributes discretionary money fairly.
9 32% 5-Strongly Agree
8 28% 4-Agree
3 11% 3-Neutral
4 14% 2-Disagree
1 4% 1-Strongly Disagree
3 11% 0-Do Not Know
Interim Dean ILYAS is a good administrator.
9 32% 5-Strongly Agree
11 39% 4-Agree
1 4% 3-Neutral
3 11% 2-Disagree
4 14% 1-Strongly Disagree
0 0% 0-Do Not Know
Interim Dean ILYAS is an effective leader who promotes the college/unit.
11 39% 5-Strongly Agree
6 21% 4-Agree
5 18% 3-Neutral
1 4% 2-Disagree
5 18% 1-Strongly Disagree
0 0% 0-Do Not Know
Overall, Interim Dean ILYAS is:
11 39% 5-Excellent
8 29% 4-Above Average
3 11% 3-Average
2 7% 2-Below Average
4 14% 1-Poor
0 0% 0-Do Not Know

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Jeffrey Buller, Dean, Honors College

Dean BULLER upholds academic standards and maintains a scholarly atmosphere.
2 100% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean BULLER makes personnel decisions in a professional, unbiased manner.
1 50% 5-Strongly Agree
1 50% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean BULLER uses faculty governance processes to make decisions in a collegial manner.
1 50% 5-Strongly Agree
1 50% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean BULLER distributes discretionary money fairly.
1 50% 5-Strongly Agree
1 50% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean BULLER is a good administrator.
0 0% 5-Strongly Agree
1 50% 4-Agree
1 50% 3-Neutral
0 0% 2-Disagree
0 0% 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
0 0% 3-Neutral
2 100% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Overall, Dean BULLER is:
2 25% 5-Excellent
2 25% 4-Above Average
2 25% 3-Average
1 12.5% 2-Below Average
1 12.5% 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.
0 0% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
1 50% 2-Disagree
1 50% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean MILLER makes personnel decisions in a professional, unbiased manner.
0 0% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
2 100% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean MILLER uses faculty governance processes to make decisions in a collegial manner.
0 0% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
1 50% 2-Disagree
1 50% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean MILLER distributes discretionary money fairly.
0 0% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
0 50% 2-Disagree
1 50% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean MILLER is a good administrator.
0 0% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
2 100% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean MILLER is an effective leader who promotes the college/unit.
0 0% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
2 100% 1-Strongly Disagree
0 0% 0-Do Not Know
Overall, Dean MILLER is:
0 0% 5-Excellent
0 0% 4-Above Average
1 33% 3-Average
0 0% 2-Below Average
2 67% 1-Poor
0 0% 0-Do Not Know

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David J. Bjorkman, Dean, College of Medicine

No Results

Marlaine Smith, Dean, College of Nursing

Dean MARLAINE SMITH upholds academic standards and maintains a scholarly atmosphere.
0 63% 5-Strongly Agree
1 100%span> 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean SMITH makes personnel decisions in a professional, unbiased manner.
0 0% 5-Strongly Agree
1 100% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean SMITH uses faculty governance processes to make decisions in a collegial manner.
0 0% 5-Strongly Agree
1 100% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean SMITH distributes discretionary money fairly.
0 0% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
1 100% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean SMITH is a good administrator.
0 0% 5-Strongly Agree
1 100% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean SMITH is an effective leader who promotes the college/unit.
0 0% 5-Strongly Agree
0 0% 4-Agree
1 100% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Overall, Dean SMITH is:
1 17% 5-Excellent
4 66% 4-Above Average
1 17% 3-Average
0 0% 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.
7 88% 5-Strongly Agree
1 12% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean PERRY makes personnel decisions in a professional, unbiased manner.
0 0% 5-Strongly Agree
1 100% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean PERRY uses faculty governance processes to make decisions in a collegial manner.
0 0% 5-Strongly Agree
0 0% 4-Agree
1 100% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean PERRY distributes discretionary money fairly.
0 0% 5-Strongly Agree
0 0% 4-Agree
1 100% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean PERRY is a good administrator.
0 0% 5-Strongly Agree
0 0% 4-Agree
1 100% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Dean PERRY is an effective leader who promotes the college/unit.
1 100% 5-Strongly Agree
0 0% 4-Agree
0 0% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Overall, Dean PERRY is:
1 100% 5-Excellent
0 0% 4-Above Average
0 0% 3-Average
0 0% 2-Below Average
0 0% 1-Poor
0 0% 0-Do Not Know

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

Associate Provost of Broward Campuses ANTHONY ABBATE is a good administrator.
4 7% 5-Strongly Agree
4 7% 4-Agree
16 29% 3-Neutral
3 5% 2-Disagree
2 4% 1-Strongly Disagree
27 48% 0-Do Not Know
Associate Provost ABBATE uses faculty governance processes to make decisions in a collegial manner.
3 5% 5-Strongly Agree
3 5% 4-Agree
15 27% 3-Neutral
4 7% 2-Disagree
4 7% 1-Strongly Disagree
26 47% 0-Do Not Know
Associate Provost ABBATE keeps faculty informed about decisions.
4 8% 5-Strongly Agree
4 8% 4-Agree
11 22% 3-Neutral
5 10% 2-Disagree
7 14% 1-Strongly Disagree
20 39% 0-Do Not Know
Associate Provost ABBATE ensures that campus fiscal resources are appropriately allotted and expended.
3 6% 5-Strongly Agree
3 6% /td> 4-Agree
12 24% 3-Neutral
4 8% 2-Disagree
6 12% 1-Strongly Disagree
23 45% 0-Do Not Know
Associate Provost ABBATE is competent in overseeing daily campus operations.
4 8% 5-Strongly Agree
2 4% 4-Agree
11 22% 3-Neutral
5 10% 2-Disagree
2 4% 1-Strongly Disagree
26 52% 0-Do Not Know
Associate Provost ABBATE is an effective leader who promotes the development of the campus
5 10% 5-Strongly Agree
2 4% 4-Agree
11 22% 3-Neutral
6 12% 2-Disagree
6 12% 1-Strongly Disagree
19 39% 0-Do Not Know
Overall, Associate Provost ABBATE is:
4 8% 5-Excellent
1 2% 4-Above Average
14 28% 3-Average
2 4% 2-Below Average
6 12% 1-Poor
23 46% 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.
6 18% 5-Strongly Agree
5 15% 4-Agree
1 3% 3-Neutral
3 9% 2-Disagree
3 9% 1-Strongly Disagree
15 45% 0-Do Not Know
Associate Provost WATLINGTON uses faculty governance processes to make decisions in a collegial manner.
4 13% 5-Strongly Agree
5 16% 4-Agree
1 3% 3-Neutral
2 6% 2-Disagree
4 13% 1-Strongly Disagree
15 48% 0-Do Not Know
Associate Provost WATLINGTON keeps faculty informed about decisions.
3 9% 5-Strongly Agree
5 16% 4-Agree
4 13% 3-Neutral
3 9% 2-Disagree
3 9% 1-Strongly Disagree
14 44% 0-Do Not Know
Associate Provost WATLINGTON ensures that campus fiscal resources are appropriately allotted and expended.
5 16% 5-Strongly Agree
2 6% 4-Agree
2 6% 3-Neutral
2 6% 2-Disagree
2 6% 1-Strongly Disagree
18 58% 0-Do Not Know
Associate Provost WATLINGTON is competent in overseeing daily campus operations.
4 13% 5-Strongly Agree
4 13% 4-Agree
3 9% 3-Neutral
2 6% 2-Disagree
3 9% 1-Strongly Disagree
16 50% 0-Do Not Know
Associate Provost WATLINGTON is an effective leader who promotes the development of the campus
4 13% 5-Strongly Agree
4 13% 4-Agree
2 6% 3-Neutral
2 6% 2-Disagree
4 13% 1-Strongly Disagree
16 50% 0-Do Not Know
Overall, Associate Provost WATLINGTON is:
5 16% 5-Excellent
3 9% 4-Above Average
2 6% 3-Average
4 13% 2-Below Average
3 9% 1-Poor
15 47% 0-Do Not Know

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Barry Rosson, Graduate College

Graduate College Dean BARRY ROSSON consults faculty/staff before making important decisions.
4 2% 5-Strongly Agree
14 7% 4-Agree
29 14% 3-Neutral
38 19% 2-Disagree
79 39% 1-Strongly Disagree
38 19% 0-Do Not Know
Dean ROSSON upholds academic standards and maintains a scholarly atmosphere.
7 3% 5-Strongly Agree
27 13% 4-Agree
41 20% 3-Neutral
34 17% 2-Disagree
57 28% 1-Strongly Disagree
36 18% 0-Do Not Know
Dean ROSSON uses faculty governance processes to make decisions in a collegial manner.
5 2% 5-Strongly Agree
13 6% 4-Agree
28 14% 3-Neutral
34 17% 2-Disagree
79 39% 1-Strongly Disagree
42 21% 0-Do Not Know
Dean ROSSON is a good administrator.
4 2% 5-Strongly Agree
14 7% 4-Agree
39 19% 3-Neutral
35 17% 2-Disagree
71 35% 1-Strongly Disagree
38 19% 0-Do Not Know
Dean ROSSON effectively leads University Graduate education programs and faculty.
6 3% 5-Strongly Agree
14 7% 4-Agree
44 22% 3-Neutral
30 15% 2-Disagree
73 36% 1-Strongly Disagree
35 17% 0-Do Not Know
Dean ROSSON competently administers Graduate College operations.
5 3% 5-Strongly Agree
16 8% 4-Agree
39 20% 3-Neutral
34 17% 2-Disagree
70 36% 1-Strongly Disagree
33 17% 0-Do Not Know
Overall, Dean ROSSON is:
5 3% 5-Excellent
12 6% 4-Above Average
41 21% 3-Average
25 13% 2-Below Average
81 41% 1-Poor
35 18% 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.
26 14% 5-Strongly Agree
47 25% 4-Agree
37 20% 3-Neutral
20 11% 2-Disagree
19 10% 1-Strongly Disagree
40 21% 0-Do Not Know
Dean PRATT upholds academic standards and maintains a scholarly atmosphere.
31 17% 5-Strongly Agree
57 31% 4-Agree
35 19% 3-Neutral
11 6% 2-Disagree
19 10% 1-Strongly Disagree
33 18% 0-Do Not Know
Dean PRATT uses faculty governance processes to make decisions in a collegial manner.
31 17% 5-Strongly Agree
40 22% 4-Agree
45 24% 3-Neutral
12 6% 2-Disagree
16 9% 1-Strongly Disagree
41 22% 0-Do Not Know
Dean PRATT is a good administrator.
33 18% 5-Strongly Agree
42 23% 4-Agree
44 24% 3-Neutral
12 6% 2-Disagree
18 10% 1-Strongly Disagree
37 20% 0-Do Not Know
Dean PRATT effectively leads undergraduate programs and faculty.
30 17% 5-Strongly Agree
47 26% 4-Agree
40 22% 3-Neutral
10 6% 2-Disagree
18 10% 1-Strongly Disagree
33 19% 0-Do Not Know
Dean PRATT competently administers Undergraduate Studies operations.
34 18% 5-Strongly Agree
46 25% 4-Agree
39 21% 3-Neutral
14 8% 2-Disagree
18 10% 1-Strongly Disagree
35 19% 0-Do Not Know
Overall, Dean PRATT is:
34 18% 5-Excellent
38 21% 4-Above Average
46 25% 3-Average
13 7% 2-Below Average
17 9% 1-Poor
37 20% 0-Do Not Know

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Florida Atlantic University Schools

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Principal/Director TAMMY FERGUSON consults faculty/staff before making important decisions.
6 55% 5-Strongly Agree
2 18% 4-Agree
0 0% 3-Neutral
1 9% 2-Disagree
2 18% 1-Strongly Disagree
0 0% 0-Do Not Know
Principal/Director FERGUSON upholds academic standards and maintains a scholarly atmosphere.
7 64% 5-Strongly Agree
1 9% 4-Agree
2 18% 3-Neutral
1 9% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Principal/Director FERGUSON makes personnel decisions in a professional, unbiased manner.
7 64% 5-Strongly Agree
1 9% 4-Agree
0 0% 3-Neutral
1 9% 2-Disagree
2 18% 1-Strongly Disagree
0 0% 0-Do Not Know
Principal/Director FERGUSON uses faculty governance processes to make decisions in a collegial manner.
7 64% 5-Strongly Agree
1 9% 4-Agree
0 0% 3-Neutral
2 18% 2-Disagree
1 9% 1-Strongly Disagree
0 0% 0-Do Not Know
Principal/Director FERGUSON distributes discretionary money fairly.
7 64% 5-Strongly Agree
0 0% 4-Agree
1 9% 3-Neutral
0 0% 2-Disagree
1 9% 1-Strongly Disagree
2 18% 0-Do Not Know
Principal/Director FERGUSON is a good administrator.
8 73% 5-Strongly Agree
0 0% 4-Agree
1 9% 3-Neutral
2 18% 2-Disagree
0 0% 1-Strongly Disagree
0 0% 0-Do Not Know
Principal/Director FERGUSON is an effective leader who promotes the college/unit.
8 73% 5-Strongly Agree
1 9% 4-Agree
1 9% 3-Neutral
0 0% 2-Disagree
1 9% 1-Strongly Disagree
0 0% 0-Do Not Know
Overall, Principal/Director FERGUSON is:
8 73% 5-Excellent
0 0% 4-Above Average
1 9% 3-Average
2 18% 2-Below Average
0 0% 1-Poor
0 0% 0-Do Not Know
Assistant Dean JOEL HERBST consults faculty/staff before making important decisions.
1 9% 5-Strongly Agree
2 18% 4-Agree
3 27% 3-Neutral
2 18% 2-Disagree
0 0% 1-Strongly Disagree
3 27% 0-Do Not Know
Assistant Dean HERBST upholds academic standards and maintains a scholarly atmosphere.
2 18% 5-Strongly Agree
2 18% 4-Agree
3 27% 3-Neutral
1 9% 2-Disagree
0 0% 1-Strongly Disagree
3 27% 0-Do Not Know
Assistant Dean HERBST makes personnel decisions in a professional, unbiased manner.
2 18% 5-Strongly Agree
1 9% 4-Agree
27% 3-Neutral
2 18% 2-Disagree
0 0% 1-Strongly Disagree
3 27% 0-Do Not Know
Assistant Dean HERBST uses faculty governance processes to make decisions.
1 9% 5-Strongly Agree
1 9% 4-Agree
3 27% 3-Neutral
1 9% 2-Disagree
0 0% 1-Strongly Disagree
5 45% 0-Do Not Know
Assistant Dean HERBST distributes discretionary money fairly.
1 9% 5-Strongly Agree
1 9% 4-Agree
1 9% 3-Neutral
1 9% 2-Disagree
0 0% 1-Strongly Disagree
7 64% 0-Do Not Know
Assistant Dean HERBST is a good administrator.
0 0% 5-Strongly Agree
2 18% 4-Agree
6 55% 3-Neutral
1 9% 2-Disagree
0 0% 1-Strongly Disagree
2 18% 0-Do Not Know
Assistant Dean HERBST is an effective leader who promotes the school.
1 9% 5-Strongly Agree
4 36% 4-Agree
3 27% 3-Neutral
1 9% 2-Disagree
0 0% 1-Strongly Disagree
2 18% 0-Do Not Know
OVERALL, Assistant Dean HERBST is:
0 0% 5-Excellent
2 18% 4-Above Average
6 55% 3-Average
1 9% 2-Below Average
0 0% 1-Poor
2 18% 0-Do Not Know
Dean VALERIE BRISTOR consults faculty/staff before making important decisions.
0 0% 5-Strongly Agree
4 40% 4-Agree
4 40% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
2 20% 0-Do Not Know
Dean Valerie BRISTOR upholds academic standards and maintains a scholarly atmosphere.
1 10% 5-Strongly Agree
4 40% 4-Agree
4 40% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
1 10% 0-Do Not Know
Dean BRISTOR makes personnel decisions in a professional, unbiased manner.
1 10% 5-Strongly Agree
2 20% 4-Agree
4 40% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
3 30% 0-Do Not Know
Dean BRISTOR uses faculty governance processes to make decisions.
0 0% 5-Strongly Agree
2 20% 4-Agree
4 40% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
4 40% 0-Do Not Know
Dean BRISTOR distributes discretionary money fairly.
0 0% 5-Strongly Agree
1 11% 4-Agree
3 33% 3-Neutral
0 0% 2-Disagree
0 0% 1-Strongly Disagree
5 56% 0-Do Not Know
Dean BRISTOR is a good administrator.
1 10% 5-Strongly Agree
4 40% 4-Agree
3 30% 3-Neutral
1 10% 2-Disagree
0 0% 1-Strongly Disagree
1 10% 0-Do Not Know
Dean BRISTOR is an effective leader who promotes the school.
1 10% 5-Strongly Agree
3 30% 4-Agree
4 40% 3-Neutral
1 10% 2-Disagree
0 0% 1-Strongly Disagree
1 10% 0-Do Not Know
Overall, Dean BRISTOR is:
0 0% 5-Excellent
3 30% 4-Above Average
5 50% 3-Average
0 0% 2-Below Average
0 0% 1-Poor
2 20% 0-Do Not Know

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