UFF also surveyed faculty with open-ended questions (“The university would be better served if…”). Because of the forthright nature of some of these written comments, they will only be made available in a password-protected area of the UFF-FAU website. The password will be distributed to faculty upon release of the survey results.
The total number of 2010-11 electronic surveys completed was 175. The results appear below in alphabetical order based on the administrator’s college affiliation. Upper-level administrators without a college affiliation appear toward the end of the page.
Manjunath Pendakur – Arts & Letters – 95 responses
J. Dennis Coates – Business – 25 responses
Rosalyn Carter – Design and Social Inquiry – 6 responses
Valerie Bristor – Education – 27 responses
Karl Stevens – Engineering and Computer Science – 19 responses
Jeffrey Buller – Honors College – 11 responses
Michael Friedland – Medicine– 1 response
Anne Boykin – Nursing – 11 responses
Gary Perry – Science – 20 responses
William Miller – University Libraries – 8 responses
Florida Atlantic University Schools (A. D. Henderson & FAU High) – 10 responses
Joyanne Stephens – Regional Campuses
Barry Rosson – Graduate College
Edward Pratt – Undergraduate Studies
Diane Alperin – Interim Provost
Mary Jane Saunders – President
College of Arts & Letters – 95 Responses
| Dean MANJUNATH PENDAKUR consults faculty/staff before making important decisions. | |||
| 5 | 5% | 5-Strongly Agree | |
| 15 | 16% | 4-Agree | |
| 11 | 12% | 3-Neutral | |
| 16 | 17% | 2-Disagree | |
| 42 | 45% | 1-Strongly Disagree | |
| 5 | 5% | 0-Do Not Know | |
| Dean PENDAKUR upholds academic standards and maintains a scholarly atmosphere. | |||
| 14 | 15% | 5-Strongly Agree | |
| 24 | 26% | 4-Agree | |
| 11 | 12% | 3-Neutral | |
| 17 | 18% | 2-Disagree | |
| 28 | 30% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean PENDAKUR makes personnel decisions in a professional, unbiased manner. | |||
| 4 | 4% | 5-Strongly Agree | |
| 14 | 15% | 4-Agree | |
| 7 | 7% | 3-Neutral | |
| 14 | 15% | 2-Disagree | |
| 51 | 54% | 1-Strongly Disagree | |
| 4 | 4% | 0-Do Not Know | |
| Dean PENDAKUR uses faculty governance processes to make decisions in a collegial manner. | |||
| 6 | 6% | 5-Strongly Agree | |
| 14 | 15% | 4-Agree | |
| 4 | 4% | 3-Neutral | |
| 22 | 24% | 2-Disagree | |
| 44 | 47% | 1-Strongly Disagree | |
| 3 | 3% | 0-Do Not Know | |
| Dean PENDAKUR distributes discretionary money fairly. | |||
| 7 | 8% | 5-Strongly Agree | |
| 9 | 10% | 4-Agree | |
| 16 | 17% | 3-Neutral | |
| 11 | 12% | 2-Disagree | |
| 32 | 35% | 1-Strongly Disagree | |
| 17 | 18% | 0-Do Not Know | |
| Dean PENDAKUR is a good administrator. | |||
| 10 | 11% | 5-Strongly Agree | |
| 15 | 16% | 4-Agree | |
| 9 | 10% | 3-Neutral | |
| 14 | 15% | 2-Disagree | |
| 43 | 46% | 1-Strongly Disagree | |
| 3 | 3% | 0-Do Not Know | |
| Dean PENDAKUR is an effective leader who promotes the college/unit. | |||
| 13 | 14% | 5-Strongly Agree | |
| 16 | 17% | 4-Agree | |
| 8 | 9% | 3-Neutral | |
| 16 | 17% | 2-Disagree | |
| 36 | 39% | 1-Strongly Disagree | |
| 4 | 4% | 0-Do Not Know | |
| Overall, Dean PENDAKUR is: | |||
| 12 | 13% | 5-Excellent | |
| 13 | 14% | 4-Above Average | |
| 11 | 12% | 3-Average | |
| 14 | 15% | 2-Below Average | |
| 41 | 45% | 1-Poor | |
| 1 | 1% | 0-Do Not Know | |
Return to top
College of Business – 25 Responses
| Dean J. DENNIS COATES consults faculty/staff before making important decisions. | |||
| 8 | 29% | 5-Strongly Agree | |
| 8 | 29% | 4-Agree | |
| 5 | 18% | 3-Neutral | |
| 3 | 11% | 2-Disagree | |
| 4 | 14% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean COATES upholds academic standards and maintains a scholarly atmosphere. | |||
| 14 | 50% | 5-Strongly Agree | |
| 6 | 21% | 4-Agree | |
| 2 | 7% | 3-Neutral | |
| 4 | 14% | 2-Disagree | |
| 2 | 7% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean COATES makes personnel decisions in a professional, unbiased manner. | |||
| 12 | 43% | 5-Strongly Agree | |
| 4 | 14% | 4-Agree | |
| 3 | 11% | 3-Neutral | |
| 4 | 14% | 2-Disagree | |
| 3 | 11% | 1-Strongly Disagree | |
| 2 | 7% | 0-Do Not Know | |
| Dean COATES uses faculty governance processes to make decisions in a collegial manner. | |||
| 10 | 36% | 5-Strongly Agree | |
| 8 | 29% | 4-Agree | |
| 4 | 14% | 3-Neutral | |
| 2 | 7% | 2-Disagree | |
| 3 | 11% | 1-Strongly Disagree | |
| 1 | 4% | 0-Do Not Know | |
| Dean COATES distributes discretionary money fairly. | |||
| 11 | 39% | 5-Strongly Agree | |
| 5 | 18% | 4-Agree | |
| 5 | 18% | 3-Neutral | |
| 1 | 4% | 2-Disagree | |
| 5 | 18% | 1-Strongly Disagree | |
| 1 | 4% | 0-Do Not Know | |
| Dean COATES is a good administrator. | |||
| 12 | 44% | 5-Strongly Agree | |
| 6 | 22% | 4-Agree | |
| 3 | 11% | 3-Neutral | |
| 4 | 15% | 2-Disagree | |
| 2 | 7% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean COATES is an effective leader who promotes the college/unit. | |||
| 13 | 46% | 5-Strongly Agree | |
| 7 | 25% | 4-Agree | |
| 4 | 14% | 3-Neutral | |
| 1 | 4% | 2-Disagree | |
| 3 | 11% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Overall, Dean COATES is: | |||
| 15 | 54% | 5-Excellent | |
| 3 | 11% | 4-Above Average | |
| 4 | 14% | 3-Average | |
| 3 | 11% | 2-Below Average | |
| 3 | 11% | 1-Poor | |
| 0 | 0% | 0-Do Not Know | |
Return to top
College for Design and Social Inquiry – 6 Responses
| Dean ROSALYN CARTER consults faculty/staff before making important decisions. | |||
| 0 | 0% | 5-Strongly Agree | |
| 1 | 17% | 4-Agree | |
| 2 | 33% | 3-Neutral | |
| 1 | 17% | 2-Disagree | |
| 2 | 33% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean CARTER upholds academic standards and maintains a scholarly atmosphere. | |||
| 2 | 33% | 5-Strongly Agree | |
| 1 | 17% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 1 | 17% | 2-Disagree | |
| 2 | 33% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean CARTER makes personnel decisions in a professional, unbiased manner. | |||
| 1 | 20% | 5-Strongly Agree | |
| 0 | 0% | 4-Agree | |
| 2 | 40% | 3-Neutral | |
| 1 | 20% | 2-Disagree | |
| 1 | 20% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean CARTER uses faculty governance processes to make decisions in a collegial manner. | |||
| 1 | 17% | 5-Strongly Agree | |
| 1 | 17% | 4-Agree | |
| 2 | 33% | 3-Neutral | |
| 2 | 33% | 2-Disagree | |
| 0 | 0% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean CARTER distributes discretionary money fairly. | |||
| 1 | 17% | 5-Strongly Agree | |
| 1 | 17% | 4-Agree | |
| 1 | 17% | 3-Neutral | |
| 2 | 33% | 2-Disagree | |
| 0 | 0% | 1-Strongly Disagree | |
| 1 | 17% | 0-Do Not Know | |
| Dean CARTER is a good administrator. | |||
| 0 | 0% | 5-Strongly Agree | |
| 2 | 33% | 4-Agree | |
| 1 | 17% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 3 | 50% | 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 | |
| 3 | 50% | 4-Agree | |
| 1 | 17% | 3-Neutral | |
| 1 | 17% | 2-Disagree | |
| 1 | 17% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Overall, Dean CARTER is: | |||
| 0 | 0% | 5-Excellent | |
| 2 | 33% | 4-Above Average | |
| 2 | 33% | 3-Average | |
| 1 | 17% | 2-Below Average | |
| 1 | 17% | 1-Poor | |
| 0 | 0% | 0-Do Not Know | |
Return to top
College of Education – 27 Responses
| Dean VALERIE BRISTOR consults faculty/staff before making important decisions. | |||
| 3 | 12% | 5-Strongly Agree | |
| 10 | 38% | 4-Agree | |
| 7 | 27% | 3-Neutral | |
| 2 | 8% | 2-Disagree | |
| 4 | 15% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean BRISTOR upholds academic standards and maintains a scholarly atmosphere. | |||
| 6 | 22% | 5-Strongly Agree | |
| 5 | 19% | 4-Agree | |
| 4 | 15% | 3-Neutral | |
| 6 | 22% | 2-Disagree | |
| 5 | 19% | 1-Strongly Disagree | |
| 1 | 4% | 0-Do Not Know | |
| Dean BRISTOR makes personnel decisions in a professional, unbiased manner. | |||
| 5 | 19% | 5-Strongly Agree | |
| 7 | 26% | 4-Agree | |
| 6 | 22% | 3-Neutral | |
| 4 | 15% | 2-Disagree | |
| 2 | 7% | 1-Strongly Disagree | |
| 3 | 11% | 0-Do Not Know | |
| Dean BRISTOR uses faculty governance processes to make decisions in a collegial manner. | |||
| 9 | 33% | 5-Strongly Agree | |
| 6 | 22% | 4-Agree | |
| 6 | 22% | 3-Neutral | |
| 3 | 11% | 2-Disagree | |
| 3 | 11% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean BRISTOR distributes discretionary money fairly. | |||
| 4 | 15% | 5-Strongly Agree | |
| 8 | 30% | 4-Agree | |
| 4 | 15% | 3-Neutral | |
| 2 | 7% | 2-Disagree | |
| 4 | 15% | 1-Strongly Disagree | |
| 5 | 19% | 0-Do Not Know | |
| Dean BRISTOR is a good administrator. | |||
| 6 | 22% | 5-Strongly Agree | |
| 7 | 26% | 4-Agree | |
| 6 | 22% | 3-Neutral | |
| 5 | 19% | 2-Disagree | |
| 3 | 11% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean BRISTOR is an effective leader who promotes the college/unit. | |||
| 4 | 15% | 5-Strongly Agree | |
| 6 | 22% | 4-Agree | |
| 4 | 15% | 3-Neutral | |
| 6 | 22% | 2-Disagree | |
| 6 | 22% | 1-Strongly Disagree | |
| 1 | 4% | 0-Do Not Know | |
| Overall, Dean BRISTOR is: | |||
| 4 | 15% | 5-Excellent | |
| 7 | 26% | 4-Above Average | |
| 7 | 26% | 3-Average | |
| 5 | 19% | 2-Below Average | |
| 4 | 15% | 1-Poor | |
| 0 | 0% | 0-Do Not Know | |
Return to top
College of Engineering and Computer Science – 19 Responses
| Dean KARL STEVENS consults faculty/staff before making important decisions. | |||
| 1 | 5% | 5-Strongly Agree | |
| 1 | 5% | 4-Agree | |
| 1 | 5% | 3-Neutral | |
| 2 | 11% | 2-Disagree | |
| 14 | 74% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean STEVENS upholds academic standards and maintains a scholarly atmosphere. | |||
| 1 | 5% | 5-Strongly Agree | |
| 1 | 5% | 4-Agree | |
| 3 | 16% | 3-Neutral | |
| 3 | 16% | 2-Disagree | |
| 11 | 58% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean STEVENS makes personnel decisions in a professional, unbiased manner. | |||
| 1 | 5% | 5-Strongly Agree | |
| 3 | 16% | 4-Agree | |
| 1 | 5% | 3-Neutral | |
| 2 | 11% | 2-Disagree | |
| 11 | 58% | 1-Strongly Disagree | |
| 1 | 5% | 0-Do Not Know | |
| Dean STEVENS uses faculty governance processes to make decisions in a collegial manner. | |||
| 0 | 0% | 5-Strongly Agree | |
| 2 | 11% | 4-Agree | |
| 1 | 5% | 3-Neutral | |
| 2 | 11% | 2-Disagree | |
| 13 | 68% | 1-Strongly Disagree | |
| 1 | 5% | 0-Do Not Know | |
| Dean STEVENS distributes discretionary money fairly. | |||
| 2 | 11% | 5-Strongly Agree | |
| 1 | 6% | 4-Agree | |
| 2 | 11% | 3-Neutral | |
| 4 | 22% | 2-Disagree | |
| 8 | 44% | 1-Strongly Disagree | |
| 1 | 6% | 0-Do Not Know | |
| Dean STEVENS is a good administrator. | |||
| 1 | 5% | 5-Strongly Agree | |
| 1 | 5% | 4-Agree | |
| 3 | 16% | 3-Neutral | |
| 3 | 16% | 2-Disagree | |
| 11 | 58% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean STEVENS is an effective leader who promotes the college/unit. | |||
| 1 | 5% | 5-Strongly Agree | |
| 2 | 11% | 4-Agree | |
| 1 | 5% | 3-Neutral | |
| 2 | 11% | 2-Disagree | |
| 13 | 68% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Overall, Dean STEVENS is: | |||
| 1 | 5% | 5-Excellent | |
| 0 | 0% | 4-Above Average | |
| 2 | 11% | 3-Average | |
| 3 | 16% | 2-Below Average | |
| 13 | 68% | 1-Poor | |
| 0 | 0% | 0-Do Not Know | |
Return to top
| Dean JEFFREY BULLER consults faculty/staff before making important decisions. | |||
| 0 | 0% | 5-Strongly Agree | |
| 6 | 55% | 4-Agree | |
| 1 | 9% | 3-Neutral | |
| 1 | 9% | 2-Disagree | |
| 3 | 27% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean BULLER upholds academic standards and maintains a scholarly atmosphere. | |||
| 4 | 36% | 5-Strongly Agree | |
| 4 | 36% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 1 | 9% | 2-Disagree | |
| 2 | 18% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean BULLER makes personnel decisions in a professional, unbiased manner. | |||
| 0 | 0% | 5-Strongly Agree | |
| 2 | 18% | 4-Agree | |
| 4 | 36% | 3-Neutral | |
| 2 | 18% | 2-Disagree | |
| 3 | 27% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean BULLER uses faculty governance processes to make decisions in a collegial manner. | |||
| 2 | 18% | 5-Strongly Agree | |
| 3 | 27% | 4-Agree | |
| 4 | 36% | 3-Neutral | |
| 1 | 9% | 2-Disagree | |
| 1 | 9% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean BULLER distributes discretionary money fairly. | |||
| 1 | 9% | 5-Strongly Agree | |
| 3 | 27% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 4 | 36% | 2-Disagree | |
| 2 | 18% | 1-Strongly Disagree | |
| 1 | 9% | 0-Do Not Know | |
| Dean BULLER is a good administrator. | |||
| 0 | 0% | 5-Strongly Agree | |
| 2 | 20% | 4-Agree | |
| 1 | 10% | 3-Neutral | |
| 2 | 20% | 2-Disagree | |
| 5 | 50% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean BULLER is an effective leader who promotes the college/unit. | |||
| 1 | 9% | 5-Strongly Agree | |
| 0 | 0% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 4 | 36% | 2-Disagree | |
| 6 | 55% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Overall, Dean BULLER is: | |||
| 1 | 9% | 5-Excellent | |
| 0 | 0% | 4-Above Average | |
| 3 | 27% | 3-Average | |
| 2 | 18% | 2-Below Average | |
| 5 | 45% | 1-Poor | |
| 0 | 0% | 0-Do Not Know | |
Return to top
College of Medicine – 1 Response
| Dean MICHAEL FRIEDLAND consults faculty/staff before making important decisions. | |||
| 0 | 0% | 5-Strongly Agree | |
| 0 | 0% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 1 | 100% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean FRIEDLAND upholds academic standards and maintains a scholarly atmosphere. | |||
| 0 | 0% | 5-Strongly Agree | |
| 0 | 0% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 1 | 100% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean FRIEDLAND 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 | |
| 1 | 100% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean FRIEDLAND uses faculty governance processes to make decisions in a collegial manner. | |||
| 0 | 0% | 5-Strongly Agree | |
| 0 | 0% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 1 | 100% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean FRIEDLAND distributes discretionary money fairly. | |||
| 0 | 0% | 5-Strongly Agree | |
| 0 | 0% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 1 | 100% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean FRIEDLAND is a good administrator. | |||
| 0 | 0% | 5-Strongly Agree | |
| 0 | 0% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 1 | 100% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean FRIEDLAND 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 | |
| 1 | 100% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Overall, Dean FRIEDLAND is: | |||
| 0 | 0% | 5-Excellent | |
| 0 | 0% | 4-Above Average | |
| 0 | 0% | 3-Average | |
| 0 | 0% | 2-Below Average | |
| 1 | 100% | 1-Poor | |
| 0 | 0% | 0-Do Not Know | |
Return to top
College of Nursing – 11 Responses
| Dean ANNE BOYKIN consults faculty/staff before making important decisions. | |||
| 5 | 45% | 5-Strongly Agree | |
| 3 | 27% | 4-Agree | |
| 2 | 18% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 1 | 9% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean BOYKIN upholds academic standards and maintains a scholarly atmosphere. | |||
| 8 | 80% | 5-Strongly Agree | |
| 1 | 10% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 1 | 10% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean BOYKIN makes personnel decisions in a professional, unbiased manner. | |||
| 6 | 55% | 5-Strongly Agree | |
| 3 | 27% | 4-Agree | |
| 1 | 9% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 1 | 9% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean BOYKIN uses faculty governance processes to make decisions in a collegial manner. | |||
| 6 | 55% | 5-Strongly Agree | |
| 4 | 36% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 1 | 9% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean BOYKIN distributes discretionary money fairly. | |||
| 6 | 55% | 5-Strongly Agree | |
| 2 | 18% | 4-Agree | |
| 2 | 18% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 1 | 9% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean BOYKIN is a good administrator. | |||
| 7 | 64% | 5-Strongly Agree | |
| 3 | 27% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 1 | 9% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean BOYKIN is an effective leader who promotes the college/unit. | |||
| 9 | 82% | 5-Strongly Agree | |
| 1 | 9% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 1 | 9% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Overall, Dean BOYKIN is: | |||
| 9 | 82% | 5-Excellent | |
| 1 | 9% | 4-Above Average | |
| 0 | 0% | 3-Average | |
| 0 | 0% | 2-Below Average | |
| 1 | 9% | 1-Poor | |
| 0 | 0% | 0-Do Not Know | |
Return to top
College of Science – 20 Responses
| Dean GARY PERRY consults faculty/staff before making important decisions. | |||
| 4 | 20% | 5-Strongly Agree | |
| 7 | 35% | 4-Agree | |
| 4 | 20% | 3-Neutral | |
| 4 | 20% | 2-Disagree | |
| 0 | 0% | 1-Strongly Disagree | |
| 1 | 5% | 0-Do Not Know | |
| Dean PERRY upholds academic standards and maintains a scholarly atmosphere. | |||
| 10 | 50% | 5-Strongly Agree | |
| 6 | 30% | 4-Agree | |
| 3 | 15% | 3-Neutral | |
| 1 | 5% | 2-Disagree | |
| 0 | 0% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean PERRY makes personnel decisions in a professional, unbiased manner. | |||
| 5 | 25% | 5-Strongly Agree | |
| 8 | 40% | 4-Agree | |
| 4 | 20% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 1 | 5% | 1-Strongly Disagree | |
| 2 | 10% | 0-Do Not Know | |
| Dean PERRY uses faculty governance processes to make decisions in a collegial manner. | |||
| 5 | 25% | 5-Strongly Agree | |
| 6 | 30% | 4-Agree | |
| 5 | 25% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 0 | 0% | 1-Strongly Disagree | |
| 4 | 20% | 0-Do Not Know | |
| Dean PERRY distributes discretionary money fairly. | |||
| 3 | 15% | 5-Strongly Agree | |
| 6 | 30% | 4-Agree | |
| 6 | 30% | 3-Neutral | |
| 1 | 5% | 2-Disagree | |
| 1 | 5% | 1-Strongly Disagree | |
| 3 | 15% | 0-Do Not Know | |
| Dean PERRY is a good administrator. | |||
| 6 | 30% | 5-Strongly Agree | |
| 8 | 40% | 4-Agree | |
| 5 | 25% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 0 | 0% | 1-Strongly Disagree | |
| 1 | 5% | 0-Do Not Know | |
| Dean PERRY is an effective leader who promotes the college/unit. | |||
| 8 | 40% | 5-Strongly Agree | |
| 8 | 40% | 4-Agree | |
| 3 | 15% | 3-Neutral | |
| 1 | 5% | 2-Disagree | |
| 0 | 0% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Overall, Dean PERRY is: | |||
| 6 | 30% | 5-Excellent | |
| 7 | 35% | 4-Above Average | |
| 6 | 30% | 3-Average | |
| 1 | 5% | 2-Below Average | |
| 0 | 0% | 1-Poor | |
| 0 | 0% | 0-Do Not Know | |
Return to top
University Libraries – 8 Responses
| Dean WILLIAM MILLER consults faculty/staff before making important decisions. | |||
| 1 | 13% | 5-Strongly Agree | |
| 0 | 0% | 4-Agree | |
| 4 | 50% | 3-Neutral | |
| 1 | 13% | 2-Disagree | |
| 2 | 25% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean MILLER upholds academic standards and maintains a scholarly atmosphere. | |||
| 1 | 13% | 5-Strongly Agree | |
| 4 | 50% | 4-Agree | |
| 2 | 25% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 1 | 13% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean MILLER makes personnel decisions in a professional, unbiased manner. | |||
| 0 | 0% | 5-Strongly Agree | |
| 3 | 38% | 4-Agree | |
| 1 | 13% | 3-Neutral | |
| 1 | 13% | 2-Disagree | |
| 3 | 38% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean MILLER uses faculty governance processes to make decisions in a collegial manner. | |||
| 1 | 13% | 5-Strongly Agree | |
| 3 | 38% | 4-Agree | |
| 1 | 13% | 3-Neutral | |
| 1 | 13% | 2-Disagree | |
| 2 | 25% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Dean MILLER distributes discretionary money fairly. | |||
| 1 | 13% | 5-Strongly Agree | |
| 3 | 38% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 1 | 13% | 2-Disagree | |
| 1 | 13% | 1-Strongly Disagree | |
| 2 | 25% | 0-Do Not Know | |
| Dean MILLER is a good administrator. | |||
| 0 | 0% | 5-Strongly Agree | |
| 1 | 14% | 4-Agree | |
| 4 | 57% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 1 | 14% | 1-Strongly Disagree | |
| 1 | 14% | 0-Do Not Know | |
| Dean MILLER is an effective leader who promotes the college/unit. | |||
| 1 | 13% | 5-Strongly Agree | |
| 2 | 25% | 4-Agree | |
| 2 | 25% | 3-Neutral | |
| 1 | 13% | 2-Disagree | |
| 1 | 13% | 1-Strongly Disagree | |
| 1 | 13% | 0-Do Not Know | |
| Overall, Dean MILLER is: | |||
| 1 | 13% | 5-Excellent | |
| 2 | 25% | 4-Above Average | |
| 3 | 38% | 3-Average | |
| 1 | 13% | 2-Below Average | |
| 1 | 13% | 1-Poor | |
| 0 | 0% | 0-Do Not Know | |
Return to top
FAU Schools (A. D. Henderson & FAU High) – 10 Responses
| Principal/Director PATRICIA HODGE consults faculty/staff before making important decisions. | |||
| 2 | 20% | 5-Strongly Agree | |
| 2 | 20% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 1 | 10% | 2-Disagree | |
| 5 | 50% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Principal/Director HODGE upholds academic standards and maintains a scholarly atmosphere. | |||
| 2 | 20% | 5-Strongly Agree | |
| 2 | 20% | 4-Agree | |
| 1 | 10% | 3-Neutral | |
| 2 | 20% | 2-Disagree | |
| 3 | 30% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Principal/Director HODGE makes personnel decisions in a professional, unbiased manner. | |||
| 2 | 20% | 5-Strongly Agree | |
| 2 | 20% | 4-Agree | |
| 1 | 10% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 5 | 50% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Principal/Director HODGE uses faculty governance processes to make decisions in a collegial manner. | |||
| 1 | 10% | 5-Strongly Agree | |
| 3 | 30% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 2 | 20% | 2-Disagree | |
| 4 | 40% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Principal/Director HODGE distributes discretionary money fairly. | |||
| 3 | 30% | 5-Strongly Agree | |
| 4 | 40% | 4-Agree | |
| 2 | 20% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 1 | 10% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Principal/Director HODGE is a good administrator. | |||
| 1 | 10% | 5-Strongly Agree | |
| 3 | 30% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 1 | 10% | 2-Disagree | |
| 5 | 50% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Principal/Director HODGE is an effective leader who promotes the college/unit. | |||
| 1 | 10% | 5-Strongly Agree | |
| 3 | 30% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 3 | 30% | 2-Disagree | |
| 3 | 30% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Overall, Principal/Director HODGE is: | |||
| 1 | 10% | 5-Excellent | |
| 2 | 20% | 4-Above Average | |
| 2 | 20% | 3-Average | |
| 0 | 0% | 2-Below Average | |
| 5 | 50% | 1-Poor | |
| 0 | 0% | 0-Do Not Know | |
| Assistant Dean GLENN THOMAS consults faculty/staff before making important decisions. | |||
| 1 | 14% | 5-Strongly Agree | |
| 2 | 29% | 4-Agree | |
| 1 | 14% | 3-Neutral | |
| 1 | 14% | 2-Disagree | |
| 2 | 29% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Assistant Dean THOMAS upholds academic standards and maintains a scholarly atmosphere. | |||
| 3 | 43% | 5-Strongly Agree | |
| 1 | 14% | 4-Agree | |
| 2 | 29% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 1 | 14% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Assistant Dean THOMAS makes personnel decisions in a professional, unbiased manner. | |||
| 2 | 29% | 5-Strongly Agree | |
| 2 | 29% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 1 | 14% | 2-Disagree | |
| 2 | 29% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Assistant Dean THOMAS uses faculty governance processes to make decisions. | |||
| 2 | 29% | 5-Strongly Agree | |
| 2 | 29% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 1 | 14% | 2-Disagree | |
| 2 | 29% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Assistant Dean THOMAS distributes discretionary money fairly. | |||
| 2 | 29% | 5-Strongly Agree | |
| 2 | 29% | 4-Agree | |
| 2 | 29% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 1 | 14% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Assistant Dean THOMAS is a good administrator. | |||
| 2 | 29% | 5-Strongly Agree | |
| 2 | 29% | 4-Agree | |
| 1 | 14% | 3-Neutral | |
| 1 | 14% | 2-Disagree | |
| 1 | 14% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| Assistant Dean THOMAS is an effective leader who promotes the school. | |||
| 3 | 43% | 5-Strongly Agree | |
| 2 | 29% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 1 | 14% | 2-Disagree | |
| 1 | 14% | 1-Strongly Disagree | |
| 0 | 0% | 0-Do Not Know | |
| OVERALL, Assistant Dean THOMAS is: | |||
| 1 | 14% | 5-Excellent | |
| 3 | 43% | 4-Above Average | |
| 1 | 14% | 3-Average | |
| 1 | 14% | 2-Below Average | |
| 1 | 14% | 1-Poor | |
| 0 | 0% | 0-Do Not Know | |
Return to top
| Dean VALERIE BRISTOR consults faculty/staff before making important decisions. | |||
| 0 | 0% | 5-Strongly Agree | |
| 0 | 0% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 1 | 14% | 2-Disagree | |
| 0 | 0% | 1-Strongly Disagree | |
| 6 | 86% | 0-Do Not Know | |
| Dean BRISTOR upholds academic standards and maintains a scholarly atmosphere. | |||
| 0 | 0% | 5-Strongly Agree | |
| 2 | 29% | 4-Agree | |
| 4 | 57% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 0 | 0% | 1-Strongly Disagree | |
| 1 | 14% | 0-Do Not Know | |
| Dean BRISTOR makes personnel decisions in a professional, unbiased manner. | |||
| 0 | 0% | 5-Strongly Agree | |
| 0 | 0% | 4-Agree | |
| 1 | 14% | 3-Neutral | |
| 1 | 14% | 2-Disagree | |
| 0 | 0% | 1-Strongly Disagree | |
| 5 | 71% | 0-Do Not Know | |
| Dean BRISTOR uses faculty governance processes to make decisions. | |||
| 0 | 0% | 5-Strongly Agree | |
| 0 | 0% | 4-Agree | |
| 0 | 0% | 3-Neutral | |
| 1 | 14% | 2-Disagree | |
| 0 | 0% | 1-Strongly Disagree | |
| 6 | 86% | 0-Do Not Know | |
| Dean BRISTOR distributes discretionary money fairly. | |||
| 0 | 0% | 5-Strongly Agree | |
| 0 | 0% | 4-Agree | |
| 1 | 14% | 3-Neutral | |
| 0 | 0% | 2-Disagree | |
| 0 | 0% | 1-Strongly Disagree | |
| 6 | 86% | 0-Do Not Know | |
| Dean BRISTOR is a good administrator. | |||
| 0 | 0% | 5-Strongly Agree | |
| 0 | 0% | 4-Agree | |
| 3 | 43% | 3-Neutral | |
| 1 | 14% | 2-Disagree | |
| 0 | 0% | 1-Strongly Disagree | |
| 3 | 43% | 0-Do Not Know | |
| Dean BRISTOR is an effective leader who promotes the school. | |||
| 0 | 0% | 5-Strongly Agree | |
| 3 | 43% | 4-Agree | |
| 1 | 14% | 3-Neutral | |
| 1 | 14% | 2-Disagree | |
| 0 | 0% | 1-Strongly Disagree | |
| 2 | 29% | 0-Do Not Know | |
| Overall, Dean BRISTOR is: | |||
| 0 | 0% | 5-Excellent | |
| 0 | 0% | 4-Above Average | |
| 4 | 57% | 3-Average | |
| 1 | 14% | 2-Below Average | |
| 0 | 0% | 1-Poor | |
| 2 | 29% | 0-Do Not Know | |
| The university would be better served if Dean BRISTOR would: | ||
| 1 | 10% | |
|
||
Return to top
Joyanne Stephens, Regional Campuses
| Vice President for Regional Campuses JOYANNE STEPHENS is a good administrator. | |||
| 8 | 12% | 5-Strongly Agree | |
| 10 | 15% | 4-Agree | |
| 16 | 24% | 3-Neutral | |
| 5 | 7% | 2-Disagree | |
| 5 | 7% | 1-Strongly Disagree | |
| 23 | 34% | 0-Do Not Know | |
| Vice President STEPHENS uses faculty governance processes to make decisions. | |||
| 6 | 9% | 5-Strongly Agree | |
| 3 | 5% | 4-Agree | |
| 14 | 22% | 3-Neutral | |
| 7 | 11% | 2-Disagree | |
| 5 | 8% | 1-Strongly Disagree | |
| 29 | 45% | 0-Do Not Know | |
| Vice President STEPHENS keeps faculty informed about decisions. | |||
| 7 | 11% | 5-Strongly Agree | |
| 9 | 14% | 4-Agree | |
| 8 | 12% | 3-Neutral | |
| 9 | 14% | 2-Disagree | |
| 12 | 18% | 1-Strongly Disagree | |
| 21 | 32% | 0-Do Not Know | |
| Vice President STEPHENS ensures that campus fiscal resources are appropriately allotted and expended. | |||
| 7 | 11% | 5-Strongly Agree | |
| 5 | 8% | 4-Agree | |
| 10 | 16% | 3-Neutral | |
| 6 | 9% | 2-Disagree | |
| 6 | 9% | 1-Strongly Disagree | |
| 30 | 47% | 0-Do Not Know | |
| Vice President STEPHENS is competent in overseeing daily campus operations. | |||
| 7 | 11% | 5-Strongly Agree | |
| 13 | 20% | 4-Agree | |
| 13 | 20% | 3-Neutral | |
| 4 | 6% | 2-Disagree | |
| 8 | 12% | 1-Strongly Disagree | |
| 20 | 31% | 0-Do Not Know | |
| Vice President STEPHENS is an effective leader who promotes the development of the campus. | |||
| 6 | 9% | 5-Strongly Agree | |
| 11 | 17% | 4-Agree | |
| 11 | 17% | 3-Neutral | |
| 7 | 11% | 2-Disagree | |
| 10 | 16% | 1-Strongly Disagree | |
| 19 | 30% | 0-Do Not Know | |
| OVERALL , Vice President STEPHENS is: | |||
| 6 | 9% | 5-Excellent | |
| 9 | 14% | 4-Above Average | |
| 17 | 27% | 3-Average | |
| 7 | 11% | 2-Below Average | |
| 8 | 13% | 1-Poor | |
| 17 | 27% | 0-Do Not Know | |
Return to top
Barry Rosson, Graduate College
| Graduate College Dean BARRY ROSSON consults faculty/staff before making important decisions. | |||
| 8 | 5% | 5-Strongly Agree | |
| 13 | 8% | 4-Agree | |
| 34 | 20% | 3-Neutral | |
| 27 | 16% | 2-Disagree | |
| 33 | 19% | 1-Strongly Disagree | |
| 56 | 33% | 0-Do Not Know | |
| Dean ROSSON upholds academic standards and maintains a scholarly atmosphere. | |||
| 14 | 8% | 5-Strongly Agree | |
| 22 | 13% | 4-Agree | |
| 40 | 24% | 3-Neutral | |
| 19 | 11% | 2-Disagree | |
| 18 | 11% | 1-Strongly Disagree | |
| 54 | 32% | 0-Do Not Know | |
| Dean ROSSON uses faculty governance processes to make decisions in a collegial manner. | |||
| 10 | 6% | 5-Strongly Agree | |
| 13 | 8% | 4-Agree | |
| 37 | 22% | 3-Neutral | |
| 21 | 13% | 2-Disagree | |
| 27 | 16% | 1-Strongly Disagree | |
| 57 | 35% | 0-Do Not Know | |
| Dean ROSSON is a good administrator. | |||
| 8 | 5% | 5-Strongly Agree | |
| 18 | 11% | 4-Agree | |
| 40 | 24% | 3-Neutral | |
| 18 | 11% | 2-Disagree | |
| 29 | 17% | 1-Strongly Disagree | |
| 53 | 32% | 0-Do Not Know | |
| Dean ROSSON effectively leads University Graduate education programs and faculty. | |||
| 8 | 5% | 5-Strongly Agree | |
| 17 | 10% | 4-Agree | |
| 36 | 22% | 3-Neutral | |
| 21 | 13% | 2-Disagree | |
| 31 | 19% | 1-Strongly Disagree | |
| 54 | 33% | 0-Do Not Know | |
| Dean ROSSON competently administers Graduate College operations. | |||
| 9 | 5% | 5-Strongly Agree | |
| 21 | 13% | 4-Agree | |
| 33 | 20% | 3-Neutral | |
| 27 | 16% | 2-Disagree | |
| 24 | 14% | 1-Strongly Disagree | |
| 54 | 32% | 0-Do Not Know | |
| OVERALL , Dean ROSSON is: | |||
| 11 | 7% | 5-Excellent | |
| 13 | 8% | 4-Above Average | |
| 38 | 22% | 3-Average | |
| 21 | 12% | 2-Below Average | |
| 31 | 18% | 1-Poor | |
| 55 | 33% | 0-Do Not Know | |
Return to top
Edward Pratt, Undergraduate Studies
| Undergraduate Studies Dean EDWARD PRATT consults faculty/staff before making important decisions. | |||
| 27 | 17% | 5-Strongly Agree | |
| 32 | 20% | 4-Agree | |
| 30 | 18% | 3-Neutral | |
| 13 | 8% | 2-Disagree | |
| 11 | 7% | 1-Strongly Disagree | |
| 50 | 31% | 0-Do Not Know | |
| Dean PRATT upholds academic standards and maintains a scholarly atmosphere. | |||
| 30 | 18% | 5-Strongly Agree | |
| 37 | 22% | 4-Agree | |
| 30 | 18% | 3-Neutral | |
| 11 | 7% | 2-Disagree | |
| 6 | 4% | 1-Strongly Disagree | |
| 53 | 32% | 0-Do Not Know | |
| Dean PRATT uses faculty governance processes to make decisions in a collegial manner. | |||
| 29 | 18% | 5-Strongly Agree | |
| 32 | 20% | 4-Agree | |
| 27 | 16% | 3-Neutral | |
| 10 | 6% | 2-Disagree | |
| 7 | 4% | 1-Strongly Disagree | |
| 59 | 36% | 0-Do Not Know | |
| Dean PRATT is a good administrator. | |||
| 28 | 17% | 5-Strongly Agree | |
| 37 | 22% | 4-Agree | |
| 26 | 16% | 3-Neutral | |
| 14 | 9% | 2-Disagree | |
| 6 | 4% | 1-Strongly Disagree | |
| 52 | 32% | 0-Do Not Know | |
| Dean PRATT effectively leads undergraduate programs and faculty. | |||
| 27 | 17% | 5-Strongly Agree | |
| 32 | 20% | 4-Agree | |
| 30 | 19% | 3-Neutral | |
| 11 | 7% | 2-Disagree | |
| 9 | 6% | 1-Strongly Disagree | |
| 51 | 32% | 0-Do Not Know | |
| Dean PRATT competently administers Undergraduate Studies operations. | |||
| 25 | 15% | 5-Strongly Agree | |
| 34 | 21% | 4-Agree | |
| 30 | 19% | 3-Neutral | |
| 10 | 6% | 2-Disagree | |
| 9 | 6% | 1-Strongly Disagree | |
| 54 | 33% | 0-Do Not Know | |
| OVERALL , Dean PRATT is: | |||
| 30 | 18% | 5-Excellent | |
| 27 | 16% | 4-Above Average | |
| 37 | 22% | 3-Average | |
| 11 | 7% | 2-Below Average | |
| 5 | 3% | 1-Poor | |
| 55 | 33% | 0-Do Not Know | |
Return to top
Diane Alperin, Interim Provost
| Interim Provost DIANE ALPERIN is a good administrator. | |||
| 30 | 16% | 5-Strongly Agree | |
| 49 | 26% | 4-Agree | |
| 33 | 17% | 3-Neutral | |
| 21 | 11% | 2-Disagree | |
| 35 | 18% | 1-Strongly Disagree | |
| 23 | 12% | 0-Do Not Know | |
| Interim Provost ALPERIN uses faculty governance processes to make decisions. | |||
| 27 | 14% | 5-Strongly Agree | |
| 46 | 24% | 4-Agree | |
| 32 | 17% | 3-Neutral | |
| 17 | 9% | 2-Disagree | |
| 42 | 22% | 1-Strongly Disagree | |
| 29 | 15% | 0-Do Not Know | |
| Interim Provost ALPERIN keeps faculty informed about decisions. | |||
| 24 | 12% | 5-Strongly Agree | |
| 48 | 25% | 4-Agree | |
| 42 | 22% | 3-Neutral | |
| 19 | 10% | 2-Disagree | |
| 41 | 21% | 1-Strongly Disagree | |
| 21 | 11% | 0-Do Not Know | |
| Interim Provost ALPERIN makes sure that Vice-Presidents and Deans make fair decisions. | |||
| 20 | 10% | 5-Strongly Agree | |
| 22 | 11% | 4-Agree | |
| 36 | 19% | 3-Neutral | |
| 21 | 11% | 2-Disagree | |
| 49 | 25% | 1-Strongly Disagree | |
| 45 | 23% | 0-Do Not Know | |
| Interim Provost ALPERIN upholds academic standards and maintains a scholarly atmosphere. | |||
| 33 | 17% | 5-Strongly Agree | |
| 40 | 21% | 4-Agree | |
| 37 | 19% | 3-Neutral | |
| 21 | 11% | 2-Disagree | |
| 36 | 19% | 1-Strongly Disagree | |
| 27 | 14% | 0-Do Not Know | |
| Interim Provost ALPERIN is an effective leader who promotes the development of the university. | |||
| 32 | 17% | 5-Strongly Agree | |
| 35 | 18% | 4-Agree | |
| 38 | 20% | 3-Neutral | |
| 15 | 8% | 2-Disagree | |
| 46 | 24% | 1-Strongly Disagree | |
| 24 | 13% | 0-Do Not Know | |
| OVERALL , Interim Provost ALPERIN is: | |||
| 29 | 15% | 5-Excellent | |
| 36 | 19% | 4-Above Average | |
| 47 | 24% | 3-Average | |
| 15 | 8% | 2-Below Average | |
| 44 | 23% | 1-Poor | |
| 23 | 12% | 0-Do Not Know | |
Return to top
| President MARY JANE SAUNDERS makes sure that administrators make decisions fairly and in the best interests of the university. | |||
| 24 | 12% | 5-Strongly Agree | |
| 43 | 22% | 4-Agree | |
| 43 | 22% | 3-Neutral | |
| 18 | 9% | 2-Disagree | |
| 16 | 8% | 1-Strongly Disagree | |
| 52 | 27% | 0-Do Not Know | |
| President SAUNDERS makes decisions that are in the best intersts of the faculty and professional staff. | |||
| 25 | 13% | 5-Strongly Agree | |
| 56 | 28% | 4-Agree | |
| 37 | 19% | 3-Neutral | |
| 8 | 10% | 2-Disagree | |
| 22 | 11% | 1-Strongly Disagree | |
| 39 | 20% | 0-Do Not Know | |
| President SAUNDERS upholds academic standards and encourages a scholarly atmosphere. | |||
| 50 | 25% | 5-Strongly Agree | |
| 51 | 26% | 4-Agree | |
| 36 | 18% | 3-Neutral | |
| 16 | 8% | 2-Disagree | |
| 16 | 8% | 1-Strongly Disagree | |
| 30 | 15% | 0-Do Not Know | |
| President SAUNDERS is an effective leader who promotes the development of the university. | |||
| 53 | 27% | 5-Strongly Agree | |
| 60 | 31% | 4-Agree | |
| 34 | 17% | 3-Neutral | |
| 12 | 6% | 2-Disagree | |
| 14 | 7% | 1-Strongly Disagree | |
| 22 | 11% | 0-Do Not Know | |
| OVERALL , President SAUNDERS is: | |||
| 40 | 20% | 5-Excellent | |
| 60 | 31% | 4-Above Average | |
| 38 | 19% | 3-Average | |
| 13 | 7% | 2-Below Average | |
| 13 | 7% | 1-Poor | |
| 32 | 16% | 0-Do Not Know | |
Return to top