| Associate Provost of Broward Campuses ANTHONY ABBATE is a good administrator. | ||
| 4 | 4% | 5 – Strongly Agree |
| 7 | 7% | 4 – Agree |
| 9 | 9% | 3 – Neutral |
| 2 | 2% | 2 – Disagree |
| 4 | 4% | 1 – Strongly Disagree |
| 79 | 74% | 0 – Do Not Know |
| Associate Provost ABBATE uses faculty governance processes to make decisions in a collegial manner. | ||
| 6 | 6% | 4 – Agree |
| 5 | 5% | 3 – Neutral |
| 1 | 1% | 2 – Disagree |
| 4 | 4% | 1 – Strongly Disagree |
| 78 | 80% | 0 – Do Not Know |
| Associate Provost ABBATE keeps faculty informed about decisions. | ||
| 3 | 3% | 4 – Agree |
| 9 | 10% | 3 – Neutral |
| 4 | 4% | 2 – Disagree |
| 7 | 7% | 1 – Strongly Disagree |
| 71 | 74% | 0 – Do Not Know |
| Associate Provost ABBATE ensures that campus fiscal resources are appropriately allotted and expended. | ||
| 4 | 5% | 4 – Agree |
| 5 | 5% | 3 – Neutral |
| 0% | 2 – Disagree | |
| 4 | 4% | 1 – Strongly Disagree |
| 75 | 82% | 0 – Do Not Know |
| Associate Provost ABBATE is competent in overseeing daily campus operations. | ||
| 8 | 9% | 4 – Agree |
| 4 | 4% | 3 – Neutral |
| 3 | 3% | 2 – Disagree |
| 3 | 3% | 1 – Strongly Disagree |
| 69 | 77% | 0 – Do Not Know |
| Associate Provost ABBATE is an effective leader who promotes the development of the campus. | ||
| 9 | 10% | 4 – Agree |
| 5 | 6% | 3 – Neutral |
| 3 | 3% | 2 – Disagree |
| 4 | 5% | 1 – Strongly Disagree |
| 66 | 73% | 0 – Do Not Know |
| OVERALL, Associate Provost ABBATE is: | ||
| 7 | 8% | 4 – Above Average |
| 5 | 5% | 3 – Average |
| 2 | 2% | 2 – Below Average |
| 7 | 8% | 1 – Poor |
| 69 | 75% | 0 – Do Not Know |
| Associate Provost of Northern Campuses ELIAH WATLINGTON is a good administrator. | ||
| 5 | 6% | 4 – Agree |
| 5 | 6% | 3 – Neutral |
| 1 | 1% | 2 – Disagree |
| 5 | 6% | 1 – Strongly Disagree |
| 54 | 67% | 0 – Do Not Know |
| Associate Provost WATLINGTON uses faculty governance processes to make decisions in a collegial manner. | ||
| 4 | 5% | 4 – Agree |
| 2 | 2% | 3 – Neutral |
| 2 | 3% | 2 – Disagree |
| 4 | 5% | 1 – Strongly Disagree |
| 59 | 73% | 0 – Do Not Know |
| Associate Provost WATLINGTON keeps faculty informed about decisions. | ||
| 6 | 8% | 4 – Agree |
| 4 | 5% | 3 – Neutral |
| 1 | 1% | 2 – Disagree |
| 5 | 6% | 1 – Strongly Disagree |
| 54 | 69% | 0 – Do Not Know |
| Associate Provost WATLINGTON ensures that campus fiscal resources are appropriately allotted and expended. | ||
| 3 | 4% | 4 – Agree |
| 3 | 4% | 3 – Neutral |
| 1 | 1% | 2 – Disagree |
| 4 | 5% | 1 – Strongly Disagree |
| 57 | 74% | 0 – Do Not Know |
| Associate Provost WATLINGTON is competent in overseeing daily campus operations. | ||
| 4 | 5% | 4 – Agree |
| 6 | 8% | 3 – Neutral |
| 0% | 2 – Disagree | |
| 5 | 6% | 1 – Strongly Disagree |
| 54 | 68% | 0 – Do Not Know |
| Associate Provost WATLINGTON is an effective leader who promotes the development of the campus. | ||
| 4 | 5% | 4 – Agree |
| 5 | 7% | 3 – Neutral |
| 0% | 2 – Disagree | |
| 6 | 8% | 1 – Strongly Disagree |
| 51 | 68% | 0 – Do Not Know |
| OVERALL, Associate Provost WATLINGTON is: | ||
| 6 | 7% | 4 – Above Average |
| 3 | 4% | 3 – Average |
| 1 | 1% | 2 – Below Average |
| 6 | 8% | 1 – Poor |
| 54 | 67% | 0 – Do Not Know |
| Graduate College Dean DEBORAH FLOYD consults faculty/staff before making important decisions | ||
| 14 | 9% | 4 – Agree |
| 24 | 16% | 3 – Neutral |
| 14 | 9% | 2 – Disagree |
| 29 | 20% | 1 – Strongly Disagree |
| 58 | 39% | 0 – Do Not Know |
| Graduate College Dean FLOYD upholds academic standards and maintains a scholarly atmosphere. | ||
| 22 | 15% | 4 – Agree |
| 22 | 15% | 3 – Neutral |
| 11 | 7% | 2 – Disagree |
| 22 | 15% | 1 – Strongly Disagree |
| 57 | 37% | 0 – Do Not Know |
| Graduate College Dean FLOYD uses faculty governance processes to make decisions in a collegial manner. | ||
| 14 | 9% | 4 – Agree |
| 26 | 17% | 3 – Neutral |
| 13 | 9% | 2 – Disagree |
| 24 | 16% | 1 – Strongly Disagree |
| 63 | 43% | 0 – Do Not Know |
| Graduate College Dean FLOYD is a good administrator. | ||
| 19 | 13% | 4 – Agree |
| 27 | 19% | 3 – Neutral |
| 11 | 8% | 2 – Disagree |
| 22 | 15% | 1 – Strongly Disagree |
| 54 | 37% | 0 – Do Not Know |
| Graduate College Dean FLOYD effectively leads University Graduate education programs and faculty. | ||
| 19 | 13% | 4 – Agree |
| 27 | 18% | 3 – Neutral |
| 12 | 8% | 2 – Disagree |
| 27 | 18% | 1 – Strongly Disagree |
| 52 | 35% | 0 – Do Not Know |
| Graduate College Dean FLOYD competently administers Graduate College operations. | ||
| 15 | 10% | 4 – Agree |
| 29 | 20% | 3 – Neutral |
| 12 | 8% | 2 – Disagree |
| 23 | 16% | 1 – Strongly Disagree |
| 55 | 37% | 0 – Do Not Know |
| Overall, Graduate College Dean FLOYD is: | ||
| 15 | 10% | 4 – Above Average |
| 25 | 16% | 3 – Average |
| 11 | 7% | 2 – Below Average |
| 31 | 21% | 1 – Poor |
| 54 | 36% | 0 – Do Not Know |
| Undergraduate Studies Dean EDWARD PRATT consults faculty/staff before making important decisions | ||
| 28 | 19% | 4 – Agree |
| 22 | 15% | 3 – Neutral |
| 16 | 11% | 2 – Disagree |
| 22 | 15% | 1 – Strongly Disagree |
| 50 | 33% | 0 – Do Not Know |
| Undergraduate Studies Dean PRATT upholds academic standards and maintains a scholarly atmosphere. | ||
| 32 | 21% | 4 – Agree |
| 29 | 19% | 3 – Neutral |
| 9 | 6% | 2 – Disagree |
| 19 | 13% | 1 – Strongly Disagree |
| 44 | 30% | 0 – Do Not Know |
| Undergraduate Studies Dean PRATT uses faculty governance processes to make decisions in a collegial manner. | ||
| 23 | 16% | 4 – Agree |
| 24 | 16% | 3 – Neutral |
| 17 | 11% | 2 – Disagree |
| 19 | 13% | 1 – Strongly Disagree |
| 54 | 36% | 0 – Do Not Know |
| Undergraduate Studies Dean PRATT is a good administrator. | ||
| 26 | 17% | 4 – Agree |
| 37 | 24% | 3 – Neutral |
| 11 | 7% | 2 – Disagree |
| 15 | 10% | 1 – Strongly Disagree |
| 48 | 31% | 0 – Do Not Know |
| Undergraduate Studies Dean PRATT effectively leads undergraduate programs and faculty. | ||
| 31 | 21% | 4 – Agree |
| 31 | 21% | 3 – Neutral |
| 14 | 10% | 2 – Disagree |
| 15 | 10% | 1 – Strongly Disagree |
| 41 | 28% | 0 – Do Not Know |
| Undergraduate Studies Dean PRATT competently administers Undergraduate Studies operations. | ||
| 25 | 17% | 4 – Agree |
| 31 | 21% | 3 – Neutral |
| 14 | 10% | 2 – Disagree |
| 15 | 10% | 1 – Strongly Disagree |
| 45 | 30% | 0 – Do Not Know |
| Overall, Undergraduate Studies Dean PRATT is: | ||
| 25 | 16% | 4 – Above Average |
| 33 | 21% | 3 – Average |
| 10 | 6% | 2 – Below Average |
| 22 | 14% | 1 – Poor |
| 48 | 31% | 0 – Do Not Know |
| Provost GARY PERRY is a good administrator. | ||
| 48 | 24% | 4 – Agree |
| 46 | 23% | 3 – Neutral |
| 22 | 11% | 2 – Disagree |
| 48 | 24% | 1 – Strongly Disagree |
| 6 | 4% | 0 – Do Not Know |
| Provost GARY PERRY uses faculty governance processes to make decisions. | ||
| 30 | 15% | 4 – Agree |
| 31 | 16% | 3 – Neutral |
| 44 | 22% | 2 – Disagree |
| 57 | 29% | 1 – Strongly Disagree |
| 12 | 6% | 0 – Do Not Know |
| Provost GARY PERRY keeps faculty informed about decisions. | ||
| 44 | 23% | 4 – Agree |
| 36 | 18% | 3 – Neutral |
| 32 | 16% | 2 – Disagree |
| 49 | 25% | 1 – Strongly Disagree |
| 7 | 4% | 0 – Do Not Know |
| Provost GARY PERRY makes sure that Vice-Presidents and Deans make fair decisions. | ||
| 16 | 8% | 4 – Agree |
| 43 | 23% | 3 – Neutral |
| 23 | 12% | 2 – Disagree |
| 55 | 29% | 1 – Strongly Disagree |
| 39 | 20% | 0 – Do Not Know |
| Provost GARY PERRY upholds academic standards and maintains a scholarly atmosphere. | ||
| 60 | 31% | 4 – Agree |
| 36 | 18% | 3 – Neutral |
| 17 | 9% | 2 – Disagree |
| 44 | 23% | 1 – Strongly Disagree |
| 10 | 5% | 0 – Do Not Know |
| Provost GARY PERRY is an effective leader who promotes the development of the university. | ||
| 42 | 22% | 4 – Agree |
| 43 | 22% | 3 – Neutral |
| 19 | 10% | 2 – Disagree |
| 50 | 26% | 1 – Strongly Disagree |
| 7 | 4% | 0 – Do Not Know |
| OVERALL, Provost GARY PERRY is: | ||
| 42 | 22% | 4 – Above Average |
| 42 | 22% | 3 – Average |
| 23 | 12% | 2 – Below Average |
| 52 | 27% | 1 – Poor |
| 10 | 4% | 0 – Do Not Know |
| President JOHN KELLY makes sure that administrators make decisions fairly and in the best interests of the university. | ||
| 38 | 19% | 4 – Agree |
| 50 | 25% | 3 – Neutral |
| 33 | 16% | 2 – Disagree |
| 52 | 26% | 1 – Strongly Disagree |
| 13 | 6% | 0 – Do Not Know |
| President JOHN KELLY makes decisions that are in the best interests of the faculty and professional staff. | ||
| 32 | 16% | 4 – Agree |
| 36 | 18% | 3 – Neutral |
| 45 | 22% | 2 – Disagree |
| 68 | 33% | 1 – Strongly Disagree |
| 8 | 4% | 0 – Do Not Know |
| President JOHN KELLY upholds academic standards and encourages a scholarly atmosphere. | ||
| 49 | 25% | 4 – Agree |
| 50 | 25% | 3 – Neutral |
| 17 | 8% | 2 – Disagree |
| 50 | 25% | 1 – Strongly Disagree |
| 11 | 5% | 0 – Do Not Know |
| President JOHN KELLY is an effective leader who promotes the development of the university. | ||
| 62 | 31% | 4 – Agree |
| 39 | 20% | 3 – Neutral |
| 19 | 10% | 2 – Disagree |
| 43 | 22% | 1 – Strongly Disagree |
| 6 | 3% | 0 – Do Not Know |
| OVERALL, President JOHN KELLY is: | ||
| 50 | 25% | 4 – Above Average |
| 51 | 25% | 3 – Average |
| 22 | 11% | 2 – Below Average |
| 51 | 25% | 1 – Poor |
| 4 | 2% | 0 – Do Not Know |
| College of Arts & Letters | ||
| College of Arts & Letters Dean Heather Coltman upholds academic standards and maintains a scholarly atmosphere. | ||
| 16 | 14% | 4 – Agree |
| 15 | 13% | 3 – Neutral |
| 8 | 7% | 2 – Disagree |
| 15 | 13% | 1 – Strongly Disagree |
| 42 | 39% | 0 – Do Not Know |
| College of Arts & Letters Dean Heather Coltman makes personnel decisions in a professional, unbiased manner. | ||
| 13 | 12% | 4 – Agree |
| 11 | 10% | 3 – Neutral |
| 15 | 13% | 2 – Disagree |
| 17 | 15% | 1 – Strongly Disagree |
| 43 | 38% | 0 – Do Not Know |
| College of Arts & Letters Dean Heather Coltman uses faculty governance processes to make decisions in a collegial manner. | ||
| 18 | 16% | 4 – Agree |
| 11 | 10% | 3 – Neutral |
| 11 | 10% | 2 – Disagree |
| 13 | 12% | 1 – Strongly Disagree |
| 43 | 39% | 0 – Do Not Know |
| College of Arts & Letters Dean Heather Coltman distributes discretionary money fairly. | ||
| 12 | 11% | 4 – Agree |
| 10 | 9% | 3 – Neutral |
| 10 | 9% | 2 – Disagree |
| 15 | 14% | 1 – Strongly Disagree |
| 53 | 47% | 0 – Do Not Know |
| College of Arts & Letters Dean Heather Coltman is a good administrator. | ||
| 15 | 14% | 4 – Agree |
| 12 | 11% | 3 – Neutral |
| 11 | 10% | 2 – Disagree |
| 16 | 15% | 1 – Strongly Disagree |
| 41 | 37% | 0 – Do Not Know |
| College of Arts & Letters Dean Heather Coltman is an effective leader who promotes the college/unit. | ||
| 14 | 13% | 4 – Agree |
| 13 | 12% | 3 – Neutral |
| 8 | 7% | 2 – Disagree |
| 16 | 14% | 1 – Strongly Disagree |
| 43 | 39% | 0 – Do Not Know |
| Overall, Dean Heather Coltman is: | ||
| 14 | 12% | 4 – Above Average |
| 15 | 14% | 3 – Average |
| 11 | 10% | 2 – Below Average |
| 13 | 12% | 1 – Poor |
| 43 | 40% | 0 – Do Not Know |
| College of Business | ||
| College of Business Dean Daniel Gropper upholds academic standards and maintains a scholarly atmosphere. | ||
| 8 | 10% | 4 – Agree |
| 10 | 12% | 3 – Neutral |
| 5 | 6% | 2 – Disagree |
| 6 | 7% | 1 – Strongly Disagree |
| 43 | 51% | 0 – Do Not Know |
| College of Business Dean Daniel Gropper makes personnel decisions in a professional, unbiased manner. | ||
| 3 | 4% | 4 – Agree |
| 10 | 12% | 3 – Neutral |
| 2 | 2% | 2 – Disagree |
| 15 | 19% | 1 – Strongly Disagree |
| 42 | 51% | 0 – Do Not Know |
| College of Business Dean Daniel Gropper uses faculty governance processes to make decisions in a collegial manner. | ||
| 6 | 7% | 4 – Agree |
| 5 | 6% | 3 – Neutral |
| 6 | 7% | 2 – Disagree |
| 12 | 15% | 1 – Strongly Disagree |
| 44 | 54% | 0 – Do Not Know |
| College of Business Dean Daniel Gropper distributes discretionary money fairly. | ||
| 4 | 5% | 4 – Agree |
| 9 | 11% | 3 – Neutral |
| 2 | 2% | 2 – Disagree |
| 13 | 16% | 1 – Strongly Disagree |
| 44 | 54% | 0 – Do Not Know |
| College of Business Dean Daniel Gropper is an effective leader who promotes the college/unit. | ||
| 6 | 7% | 4 – Agree |
| 11 | 14% | 3 – Neutral |
| 2 | 2% | 2 – Disagree |
| 10 | 12% | 1 – Strongly Disagree |
| 41 | 51% | 0 – Do Not Know |
| Overall, Dean Daniel Gropper is: | ||
| 6 | 8% | 4 – Above Average |
| 10 | 13% | 3 – Average |
| 5 | 6% | 2 – Below Average |
| 9 | 11% | 1 – Poor |
| 40 | 50% | 0 – Do Not Know |
| College for Design and Social Inquiry | ||
| CDSI Interim Dean Wesley Hawkins upholds academic standards and maintains a scholarly atmosphere. | ||
| 7 | 10% | 4 – Agree |
| 5 | 7% | 3 – Neutral |
| 3 | 4% | 2 – Disagree |
| 4 | 6% | 1 – Strongly Disagree |
| 49 | 72% | 0 – Do Not Know |
| CDSI Interim Dean Wesley Hawkins makes personnel decisions in a professional, unbiased manner. | ||
| 3 | 4% | 4 – Agree |
| 4 | 6% | 3 – Neutral |
| 4 | 6% | 2 – Disagree |
| 6 | 9% | 1 – Strongly Disagree |
| 49 | 71% | 0 – Do Not Know |
| CDSI Interim Dean Wesley Hawkins uses faculty governance processes to make decisions in a collegial manner. | ||
| 3 | 4% | 4 – Agree |
| 4 | 6% | 3 – Neutral |
| 2 | 3% | 2 – Disagree |
| 7 | 10% | 1 – Strongly Disagree |
| 49 | 73% | 0 – Do Not Know |
| CDSI Interim Dean Wesley Hawkins distributes discretionary money fairly. | ||
| 4 | 6% | 4 – Agree |
| 3 | 5% | 3 – Neutral |
| 1 | 1% | 2 – Disagree |
| 3 | 5% | 1 – Strongly Disagree |
| 55 | 83% | 0 – Do Not Know |
| CDSI Interim Dean Wesley Hawkins is a good administrator. | ||
| 6 | 9% | 4 – Agree |
| 2 | 3% | 3 – Neutral |
| 6 | 9% | 2 – Disagree |
| 5 | 7% | 1 – Strongly Disagree |
| 49 | 71% | 0 – Do Not Know |
| CDSI Interim Dean Wesley Hawkins is an effective leader who promotes the college/unit. | ||
| 4 | 6% | 4 – Agree |
| 7 | 10% | 3 – Neutral |
| 3 | 4% | 2 – Disagree |
| 2 | 3% | 1 – Strongly Disagree |
| 48 | 73% | 0 – Do Not Know |
| Overall, Interim Dean Wesley Hawkins is: | ||
| 4 | 6% | 4 – Above Average |
| 5 | 7% | 3 – Average |
| 4 | 6% | 2 – Below Average |
| 5 | 7% | 1 – Poor |
| 47 | 71% | 0 – Do Not Know |
| College of Education | ||
| College of Education Dean Valerie Bristor upholds academic standards and maintains a scholarly atmosphere. | ||
| 15 | 17% | 4 – Agree |
| 6 | 7% | 3 – Neutral |
| 7 | 8% | 2 – Disagree |
| 9 | 10% | 1 – Strongly Disagree |
| 43 | 49% | 0 – Do Not Know |
| College of Education Dean Valerie Bristor makes personnel decisions in a professional, unbiased manner. | ||
| 11 | 14% | 4 – Agree |
| 8 | 9% | 3 – Neutral |
| 8 | 9% | 2 – Disagree |
| 9 | 10% | 1 – Strongly Disagree |
| 43 | 49% | 0 – Do Not Know |
| College of Education Dean Valerie Bristor uses faculty governance processes to make decisions in a collegial manner. | ||
| 9 | 10% | 4 – Agree |
| 8 | 9% | 3 – Neutral |
| 9 | 10% | 2 – Disagree |
| 10 | 12% | 1 – Strongly Disagree |
| 42 | 49% | 0 – Do Not Know |
| College of Education Dean Valerie Bristor distributes discretionary money fairly. | ||
| 13 | 15% | 4 – Agree |
| 4 | 5% | 3 – Neutral |
| 5 | 6% | 2 – Disagree |
| 6 | 7% | 1 – Strongly Disagree |
| 54 | 60% | 0 – Do Not Know |
| College of Education Dean Valerie Bristor is a good administrator. | ||
| 13 | 15% | 4 – Agree |
| 7 | 8% | 3 – Neutral |
| 9 | 10% | 2 – Disagree |
| 7 | 8% | 1 – Strongly Disagree |
| 43 | 49% | 0 – Do Not Know |
| College of Education Dean Valerie Bristor is an effective leader who promotes the college/unit. | ||
| 11 | 13% | 4 – Agree |
| 8 | 9% | 3 – Neutral |
| 11 | 13% | 2 – Disagree |
| 8 | 9% | 1 – Strongly Disagree |
| 42 | 48% | 0 – Do Not Know |
| Overall, Dean Valerie Bristor is: | ||
| 10 | 12% | 4 – Above Average |
| 11 | 13% | 3 – Average |
| 10 | 12% | 2 – Below Average |
| 6 | 7% | 1 – Poor |
| 42 | 49% | 0 – Do Not Know |
| Honors College | ||
| Honors College Dean Jeffrey Buller upholds academic standards and maintains a scholarly atmosphere. | ||
| 6 | 10% | 4 – Agree |
| 2 | 3% | 3 – Neutral |
| 1 | 2% | 2 – Disagree |
| 3 | 5% | 1 – Strongly Disagree |
| 48 | 75% | 0 – Do Not Know |
| Honors College Dean Jeffrey Buller makes personnel decisions in a professional, unbiased manner. | ||
| 1 | 2% | 4 – Agree |
| 4 | 6% | 3 – Neutral |
| 3 | 5% | 2 – Disagree |
| 3 | 5% | 1 – Strongly Disagree |
| 51 | 79% | 0 – Do Not Know |
| Honors College Dean Jeffrey Buller uses faculty governance processes to make decisions in a collegial manner. | ||
| 4 | 6% | 4 – Agree |
| 1 | 2% | 3 – Neutral |
| 3 | 5% | 2 – Disagree |
| 3 | 5% | 1 – Strongly Disagree |
| 50 | 77% | 0 – Do Not Know |
| Honors College Dean Jeffrey Buller distributes discretionary money fairly. | ||
| 1 | 2% | 4 – Agree |
| 1 | 2% | 3 – Neutral |
| 5 | 8% | 2 – Disagree |
| 3 | 5% | 1 – Strongly Disagree |
| 53 | 80% | 0 – Do Not Know |
| Honors College Dean Jeffrey Buller is a good administrator. | ||
| 4 | 6% | 4 – Agree |
| 2 | 3% | 3 – Neutral |
| 3 | 5% | 2 – Disagree |
| 3 | 5% | 1 – Strongly Disagree |
| 50 | 76% | 0 – Do Not Know |
| Honors College Dean Jeffrey Buller is an effective leader who promotes the college/unit. | ||
| 4 | 6% | 4 – Agree |
| 4 | 6% | 3 – Neutral |
| 2 | 3% | 2 – Disagree |
| 3 | 5% | 1 – Strongly Disagree |
| 50 | 77% | 0 – Do Not Know |
| Overall, Dean Jeffrey Buller is: | ||
| 4 | 6% | 4 – Above Average |
| 2 | 3% | 3 – Average |
| 3 | 5% | 2 – Below Average |
| 4 | 6% | 1 – Poor |
| 49 | 75% | 0 – Do Not Know |
| College of Engineering | ||
| College of Engineering Dean Mohammad Illyas upholds academic standards and maintains a scholarly atmosphere. | ||
| 11 | 14% | 4 – Agree |
| 3 | 4% | 3 – Neutral |
| 7 | 9% | 2 – Disagree |
| 12 | 15% | 1 – Strongly Disagree |
| 40 | 48% | 0 – Do Not Know |
| College of Engineering Dean Mohammad Illyas makes personnel decisions in a professional, unbiased manner. | ||
| 6 | 8% | 4 – Agree |
| 3 | 4% | 3 – Neutral |
| 8 | 10% | 2 – Disagree |
| 12 | 15% | 1 – Strongly Disagree |
| 41 | 52% | 0 – Do Not Know |
| College of Engineering Dean Mohammad Illyas uses faculty governance processes to make decisions in a collegial manner. | ||
| 7 | 9% | 4 – Agree |
| 7 | 9% | 3 – Neutral |
| 1 | 1% | 2 – Disagree |
| 14 | 18% | 1 – Strongly Disagree |
| 42 | 52% | 0 – Do Not Know |
| College of Engineering Dean Mohammad Illyas distributes discretionary money fairly. | ||
| 7 | 9% | 4 – Agree |
| 4 | 5% | 3 – Neutral |
| 5 | 6% | 2 – Disagree |
| 10 | 13% | 1 – Strongly Disagree |
| 45 | 58% | 0 – Do Not Know |
| College of Engineering Dean Mohammad Illyas is a good administrator. | ||
| 10 | 13% | 4 – Agree |
| 4 | 5% | 3 – Neutral |
| 3 | 4% | 2 – Disagree |
| 14 | 18% | 1 – Strongly Disagree |
| 40 | 50% | 0 – Do Not Know |
| College of Engineering Dean Mohammad Illyas is an effective leader who promotes the college/unit. | ||
| 6 | 7% | 4 – Agree |
| 4 | 5% | 3 – Neutral |
| 5 | 6% | 2 – Disagree |
| 14 | 18% | 1 – Strongly Disagree |
| 40 | 50% | 0 – Do Not Know |
| Overall, Dean Mohammad Illyas is: | ||
| 7 | 9% | 4 – Above Average |
| 7 | 8% | 3 – Average |
| 3 | 4% | 2 – Below Average |
| 13 | 16% | 1 – Poor |
| 40 | 50% | 0 – Do Not Know |
| FAU Libraries | ||
| FAU Libraries Dean Carol Hixon upholds academic standards and maintains a scholarly atmosphere. | ||
| 11 | 16% | 4 – Agree |
| 1 | 1% | 3 – Neutral |
| 2 | 3% | 2 – Disagree |
| 2 | 3% | 1 – Strongly Disagree |
| 42 | 60% | 0 – Do Not Know |
| FAU Libraries Dean Carol Hixon makes personnel decisions in a professional, unbiased manner. | ||
| 8 | 12% | 4 – Agree |
| 1 | 1% | 3 – Neutral |
| 1 | 1% | 2 – Disagree |
| 6 | 9% | 1 – Strongly Disagree |
| 47 | 69% | 0 – Do Not Know |
| FAU Libraries Dean Carol Hixon uses faculty governance processes to make decisions in a collegial manner. | ||
| 5 | 7% | 4 – Agree |
| 3 | 4% | 3 – Neutral |
| 0% | 2 – Disagree | |
| 6 | 9% | 1 – Strongly Disagree |
| 49 | 71% | 0 – Do Not Know |
| FAU Libraries Dean Carol Hixon distributes discretionary money fairly. | ||
| 6 | 9% | 4 – Agree |
| 1 | 1% | 3 – Neutral |
| 1 | 1% | 2 – Disagree |
| 3 | 5% | 1 – Strongly Disagree |
| 52 | 78% | 0 – Do Not Know |
| FAU Libraries Dean Carol Hixon is a good administrator. | ||
| 8 | 12% | 4 – Agree |
| 2 | 3% | 3 – Neutral |
| 1 | 1% | 2 – Disagree |
| 5 | 8% | 1 – Strongly Disagree |
| 45 | 66% | 0 – Do Not Know |
| FAU Libraries Dean Carol Hixon is an effective leader who promotes the college/unit. | ||
| 7 | 10% | 4 – Agree |
| 3 | 5% | 3 – Neutral |
| 0% | 2 – Disagree | |
| 4 | 6% | 1 – Strongly Disagree |
| 43 | 64% | 0 – Do Not Know |
| Overall, Dean Carol Hixon is: | ||
| 5 | 8% | 4 – Above Average |
| 4 | 6% | 3 – Average |
| 2 | 3% | 2 – Below Average |
| 3 | 4% | 1 – Poor |
| 43 | 67% | 0 – Do Not Know |
| College of Nursing | ||
| College of Nursing Dean Marlaine Smith upholds academic standards and maintains a scholarly atmosphere. | ||
| 3 | 5% | 4 – Agree |
| 2 | 4% | 3 – Neutral |
| 1 | 2% | 2 – Disagree |
| 0% | 1 – Strongly Disagree | |
| 45 | 79% | 0 – Do Not Know |
| College of Nursing Dean Marlaine Smith makes personnel decisions in a professional, unbiased manner. | ||
| 4 | 7% | 4 – Agree |
| 4 | 7% | 3 – Neutral |
| 1 | 2% | 2 – Disagree |
| 1 | 2% | 1 – Strongly Disagree |
| 44 | 77% | 0 – Do Not Know |
| College of Nursing Dean Marlaine Smith uses faculty governance processes to make decisions in a collegial manner. | ||
| 1 | 2% | 4 – Agree |
| 6 | 11% | 3 – Neutral |
| 2 | 4% | 2 – Disagree |
| 0% | 1 – Strongly Disagree | |
| 43 | 76% | 0 – Do Not Know |
| College of Nursing Dean Marlaine Smith distributes discretionary money fairly. | ||
| 2 | 4% | 4 – Agree |
| 1 | 2% | 3 – Neutral |
| 3 | 5% | 2 – Disagree |
| 0% | 1 – Strongly Disagree | |
| 47 | 84% | 0 – Do Not Know |
| College of Nursing Dean Marlaine Smith is a good administrator. | ||
| 6 | 11% | 4 – Agree |
| 2 | 4% | 3 – Neutral |
| 3 | 5% | 2 – Disagree |
| 0% | 1 – Strongly Disagree | |
| 43 | 75% | 0 – Do Not Know |
| College of Nursing Dean Marlaine Smith is an effective leader who promotes the college/unit. | ||
| 4 | 7% | 4 – Agree |
| 1 | 2% | 3 – Neutral |
| 1 | 2% | 2 – Disagree |
| 1 | 2% | 1 – Strongly Disagree |
| 40 | 72% | 0 – Do Not Know |
| Overall, Dean Marlaine Smith is: | ||
| 6 | 11% | 4 – Above Average |
| 4 | 7% | 3 – Average |
| 1 | 2% | 2 – Below Average |
| 0% | 1 – Poor | |
| 43 | 75% | 0 – Do Not Know |
| College of Science | ||
| College of Science Interim Dean Janet Blanks upholds academic standards and maintains a scholarly atmosphere. | ||
| 8 | 11% | 4 – Agree |
| 5 | 7% | 3 – Neutral |
| 2 | 3% | 2 – Disagree |
| 4 | 6% | 1 – Strongly Disagree |
| 45 | 63% | 0 – Do Not Know |
| College of Science Interim Dean Janet Blanks makes personnel decisions in a professional, unbiased manner. | ||
| 5 | 7% | 4 – Agree |
| 6 | 8% | 3 – Neutral |
| 1 | 1% | 2 – Disagree |
| 6 | 8% | 1 – Strongly Disagree |
| 47 | 66% | 0 – Do Not Know |
| College of Science Interim Dean Janet Blanks uses faculty governance processes to make decisions in a collegial manner. | ||
| 5 | 7% | 4 – Agree |
| 3 | 4% | 3 – Neutral |
| 4 | 6% | 2 – Disagree |
| 6 | 8% | 1 – Strongly Disagree |
| 47 | 65% | 0 – Do Not Know |
| College of Science Interim Dean Janet Blanks distributes discretionary money fairly. | ||
| 4 | 6% | 4 – Agree |
| 3 | 4% | 3 – Neutral |
| 2 | 3% | 2 – Disagree |
| 6 | 8% | 1 – Strongly Disagree |
| 51 | 72% | 0 – Do Not Know |
| College of Science Interim Dean Janet Blanks is a good administrator. | ||
| 6 | 8% | 4 – Agree |
| 2 | 3% | 3 – Neutral |
| 3 | 4% | 2 – Disagree |
| 6 | 8% | 1 – Strongly Disagree |
| 47 | 66% | 0 – Do Not Know |
| College of Science Interim Dean Janet Blanks is an effective leader who promotes the college/unit. | ||
| 7 | 10% | 4 – Agree |
| 4 | 6% | 3 – Neutral |
| 1 | 1% | 2 – Disagree |
| 7 | 10% | 1 – Strongly Disagree |
| 47 | 65% | 0 – Do Not Know |
| Overall, Interim Dean Janet Blanks is: | ||
| 5 | 7% | 4 – Above Average |
| 5 | 7% | 3 – Average |
| 3 | 4% | 2 – Below Average |
| 5 | 7% | 1 – Poor |
| 46 | 64% | 0 – Do Not Know |
| PK-12 Schools | ||
| Assistant Dean of PK-12 Schools JOEL HERBST consults faculty/staff before making important decisions. | ||
| 2 | 3% | 4 – Agree |
| 6 | 9% | 3 – Neutral |
| 4 | 6% | 2 – Disagree |
| 7 | 10% | 1 – Strongly Disagree |
| 45 | 65% | 0 – Do Not Know |
| Assistant Dean of PK-12 Schools JOEL HERBST upholds academic standards and maintains a scholarly atmosphere. | ||
| 7 | 10% | 4 – Agree |
| 3 | 4% | 3 – Neutral |
| 3 | 4% | 2 – Disagree |
| 4 | 6% | 1 – Strongly Disagree |
| 43 | 64% | 0 – Do Not Know |
| Assistant Dean of PK-12 Schools JOEL HERBST makes personnel decisions in a professional, unbiased manner. | ||
| 3 | 4% | 4 – Agree |
| 6 | 9% | 3 – Neutral |
| 2 | 3% | 2 – Disagree |
| 6 | 9% | 1 – Strongly Disagree |
| 45 | 65% | 0 – Do Not Know |
| Assistant Dean of PK-12 Schools JOEL HERBST uses faculty governance processes to make decisions. | ||
| 4 | 6% | 4 – Agree |
| 2 | 3% | 3 – Neutral |
| 5 | 7% | 2 – Disagree |
| 7 | 10% | 1 – Strongly Disagree |
| 46 | 67% | 0 – Do Not Know |
| Assistant Dean of PK-12 Schools JOEL HERBST distributes discretionary money fairly. | ||
| 3 | 4% | 4 – Agree |
| 1 | 1% | 3 – Neutral |
| 3 | 4% | 2 – Disagree |
| 5 | 8% | 1 – Strongly Disagree |
| 52 | 76% | 0 – Do Not Know |
| Assistant Dean of PK-12 Schools JOEL HERBST is a good administrator. | ||
| 3 | 4% | 4 – Agree |
| 6 | 9% | 3 – Neutral |
| 1 | 1% | 2 – Disagree |
| 6 | 9% | 1 – Strongly Disagree |
| 44 | 65% | 0 – Do Not Know |
| Assistant Dean of PK-12 Schools JOEL HERBST is an effective leader who promotes the school. | ||
| 6 | 3% | 4 – Agree |
| 4 | 2% | 3 – Neutral |
| 1 | 0% | 2 – Disagree |
| 5 | 2% | 1 – Strongly Disagree |
| 43 | 19% | 0 – Do Not Know |
| Assistant Dean of PK-12 Schools JOEL HERBST is: | ||
| 4 | 6% | 4 – Above Average |
| 7 | 10% | 3 – Average |
| 1 | 1% | 2 – Below Average |
| 8 | 11% | 1 – Poor |
| 44 | 63% | 0 – Do Not Know |