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 | |
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 | |
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 | |
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 | |
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 | |
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 | |
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 | |
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 | |
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 | |
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 | |
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 | |
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 | |
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 | |
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 | |
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 | |
Florida Atlantic University Schools
td height=”19″ align=”right”>3
| 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 | |