March 23, 2011. This year’s evals are here!
(Please note that the verbal comments to the 2010-2011 Faculty Assessment of Administrators are available on a password-protected area of this website by clicking here. You should receive a password via email for access to this page. If you have not received a password contact UFF-FAU President James Tracy, at jamestrcy(at)yahoo.com.)
The following data present the results of the faculty assessment of administrators conducted at the end of the 2010-2011 academic year by UFF/FAU. This survey is an annual event intended to promote good leadership by providing administrators with regular, systematic feedback and by providing faculty with information about how administrators are doing. Administrators’ absolute scores are probably less useful than their position relative to others. For example, the tables do provide a useful comparison of how deans make personnel and salary decisions as perceived by the faculty. This year’s survey also included the Dean of the Graduate College and the Dean of Undergraduate Studies.
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 241. 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 | |
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 | |
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 | |
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 | |
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 | |
| 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 | |
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 | |
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 | |
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 | |
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 | |
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 | |
| 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 | |
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 | |
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 | |
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 | |
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 | |
| 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 | |