UFF-FAU

United Faculty of Florida-Florida Atlantic University Chapter

  • Nov
    2

    Below is a very brief summary of the results of this year’s Administrator Survey. The university was in a transition period when the survey was given this Spring so President Kelly and Deborah Floyd, Dean of the Graduate College, were not evaluated. Regardless, over 200 faculty responded to the survey.survey

    Few people seem to know Associate Provosts Abate (Broward) or Watlington (Northern Campuses) nor what they do (This seems to be consistent from year to year):

    Representative comments for Associate Provost Abate:

    • Provide more support. Visit and get to know the faculty and the issues they face – he seems to be largely absent.
    • Don’t know anything about his leadership or management. Never heard of this person.

    Representative comments for Associate Provost Watlington:

     Completely incompetent, invisible, useless. She should be removed and the position closed – there is no need for her. She also talks to everyone like they’re three year olds.
     She is not present or visible in the colleges in Jupiter, most do not know her as she never comes to our meetings.

    Using the question “Dean _____ is a good administrator” as an indicator, it appears that Deans Coltman ( A & L) and Gropper (Business) are the most polarizing administrators with 48% and 38% agreeing or strongly agreeing, respectively while 44% and 39% disagree or strongly disagree, respectively.

    In response to the same question, Deans Illyas (Engineering) and Carter (Design and Social Inquiry) received the most negative responses with 48% and 61% disagreeing or strongly disagreeing, respectively.

    Representative comments for Dean Illyas:

    • Uncharismatic, non-leader with no vision for the college. Just a seat filler with no ideas of how to lead.
    • It would be helpful if the Dean would be more proactive and assertive. He seems to try to wait out some very serious issues, letting them fester and affect morale, rather than face them head on.
    Representative comments for Dean Carter:

    • Dr. Carter submitted her resignation last year. She is ready to retire. Has lost confidence of faculty and staff. Time for a change.
    • Dean Carter has shown over the years, way too many, that she is unfit for the function of dean. Her ways to manage the college are questionable, disrespectful and unacceptable.

    Provost Perry and Deans Smith (Nursing) and Ivy (Interim, Science) garnered the most positive responses with 50%, 62% and 80% agreeing or strongly agreeing, respectively.

    Representative comments for Provost Perry:

    • Gary Perry’s service as Interim Provost has contributed greatly to the significant challenge
    of restoring the University community’s faith in upper administration. The new president
    has much to gain by asking Perry to stay on as provost.
    • Because he was Dean of the College of Science, he knows FAU and its history intimately and is sympathetic with the faculty.

    Representative comments for Dean Smith:

    • Under the leadership and support of Dean Smith, the Christine E. Lynn College of Nursing has increased external funding that has been awarded to faculty that support both programs and research. The College was very successful with obtaining reacreditation from CCNE. The College has also seen an increase in diversity among the faculty.
    • Dean Smith’s door is always open. She is approachable and cares about the faculty.
    Representative comments for Interim Dean Ivy:
    • I have little direct interaction with him, and even that is rather superficial. If there are no problems, then no news is good news.
    • Our dean is in an interim role. Consequently, he has been learning a tough job that he may or may not keep.

    ANTHONY ABATE, ASSOCIATE PROVOST OF BROWARD CAMPUSES Associate Provost of Broward Campuses ANTHONY ABBATE is a good administrator. (PLEASE ANSWER ONLY IF YOU ARE FROM A BROWARD CAMPUS.)

    6

    20%

    5-Strongly Agree

    5

    17%

    4-Agree

    5

    17%

    3-Neutral

    1

    3%

    2-Disagree

    1

    3%

    1-Strongly Disagree

    12

    40%

    0-Do Not Know
    Associate Provost ABBATE uses faculty governance processes to make decisions in a collegial manner. (PLEASE ANSWER ONLY IF YOU ARE FROM A BROWARD CAMPUS.)

    4

    15%

    5-Strongly Agree

    3

    12%

    4-Agree

    7

    27%

    3-Neutral

    0

    0%

    2-Disagree

    1

    4%

    1-Strongly Disagree

    11

    42%

    0-Do Not Know
    Associate Provost ABBATE keeps faculty informed about decisions. (PLEASE ANSWER ONLY IF YOU ARE FROM A BROWARD CAMPUS.)

    3

    12%

    5-Strongly Agree

    3

    12%

    4-Agree

    5

    20%

    3-Neutral

    3

    12%

    2-Disagree

    2

    8%

    1-Strongly Disagree

    9

    36%

    0-Do Not Know
    Associate Provost ABBATE ensures that campus fiscal resources are appropriately allotted and expended. (PLEASE ANSWER ONLY IF YOU ARE FROM A BROWARD CAMPUS.)

    4

    17%

    5-Strongly Agree

    4

    17%

    4-Agree

    5

    21%

    3-Neutral

    0

    0%

    2-Disagree

    1

    4%

    1-Strongly Disagree

    10

    42%

    0-Do Not Know
    Associate Provost ABBATE is competent in overseeing daily campus operations. (PLEASE ANSWER ONLY IF YOU ARE FROM BROWARD CAMPUSES.)

    6

    25%

    5-Strongly Agree

    4

    17%

    4-Agree

    2

    8%

    3-Neutral

    1

    4%

    2-Disagree

    1

    4%

    1-Strongly Disagree

    10

    42%

    0-Do Not Know
    Associate Provost ABBATE is an effective leader who promotes the development of the campus. (PLEASE ANSWER ONLY IF YOU ARE FROM A BROWARD CAMPUS.)

    6

    24%

    5-Strongly Agree

    4

    16%

    4-Agree

    3

    12%

    3-Neutral

    2

    8%

    2-Disagree

    1

    4%

    1-Strongly Disagree

    9

    36%

    0-Do Not Know
    OVERALL, Associate Provost ABBATE is: (PLEASE ANSWER ONLY IF YOU ARE FROM A BROWARD CAMPUS.)

    5

    22%

    5-Excellent

    3

    13%

    4-Above Average

    6

    26%

    3-Average

    1

    4%

    2-Below Average

    0

    0%

    1-Poor

    8

    35%

    Do Not Know
    ELLIAH WATLINGTON, ASSOCIATE PROVOST OF NORTHERN CAMPUSES
    Associate Provost of Northern Campuses ELIAH WATLINGTON is a good administrator. (PLEASE ANSWER ONLY IF YOU ARE FROM A NORTHERN CAMPUS.)

    4

    19%

    5-Strongly Agree

    4

    19%

    4-Agree

    1

    5%

    3-Neutral

    0

    0%

    2-Disagree

    4

    19%

    1-Strongly Disagree

    8

    38%

    0- Do Not Know
    Associate Provost WATLINGTON uses faculty governance processes to make decisions in a collegial manner. (PLEASE ANSWER ONLY IF YOU ARE FROM A NORTHERN CAMPUS.)

    2

    10%

    5-Strongly Agree

    6

    30%

    4-Agree

    1

    5%

    3-Neutral

    1

    5%

    2-Disagree

    3

    15%

    1-Strongly Disagree

    7

    35%

    0- Do Not Know
    Associate Provost WATLINGTON keeps faculty informed about decisions. (PLEASE ANSWER ONLY IF YOU ARE FROM A NORTHERN CAMPUS.)

    3

    16%

    5-Strongly Agree

    6

    32%

    4-Agree

    0

    0%

    3-Neutral

    0

    0%

    2-Disagree

    4

    21%

    1-Strongly Disagree

    6

    32%

    0- Do Not Know
    Associate Provost WATLINGTON ensures that campus fiscal resources are appropriately allotted and expended. (PLEASE ANSWER ONLY IF YOU ARE FROM A NORTHERN CAMPUS.)

    2

    10%

    5-Strongly Agree

    4

    20%

    4-Agree

    1

    5%

    3-Neutral

    0

    0%

    2-Disagree

    3

    15%

    1-Strongly Disagree

    10

    50%

    0- Do Not Know
    Associate Provost WATLINGTON is competent in overseeing daily campus operations. (PLEASE ANSWER ONLY IF YOU ARE FROM NORTHERN CAMPUSES.)

    4

    20%

    5-Strongly Agree

    4

    20%

    4-Agree

    0

    0%

    3-Neutral

    0

    0%

    2-Disagree

    3

    15%

    1-Strongly Disagree

    9

    45%

    0- Do Not Know
    Associate Provost WATLINGTON is an effective leader who promotes the development of the campus. (PLEASE ANSWER ONLY IF YOU ARE FROM A NORTHERN CAMPUS.)

    3

    15%

    5-Strongly Agree

    4

    20%

    4-Agree

    2

    10%

    3-Neutral

    0

    0%

    2-Disagree

    3

    15%

    1-Strongly Disagree

    8

    40%

    0- Do Not Know
    OVERALL, Associate Provost WATLINGTON is: (PLEASE ANSWER ONLY IF YOU ARE FROM A NORTHERN CAMPUS.)

    3

    15%

    5-Excellent

    5

    25%

    4-Above Average

    1

    5%

    3-Average

    2

    10%

    2-Below Average

    2

    10%

    1-Poor

    7

    35%

    0- Do Not Know
    BARRY ROSSON, GRADUATE COLLEGE DEAN
    Graduate College Dean BARRY ROSSON consults faculty/staff before making important decisions.

    5

    4%

    5-Strongly Agree

    10

    7%

    4-Agree

    16

    11%

    3-Neutral

    20

    14%

    2-Disagree

    59

    42%

    1-Strongly Disagree

    30

    21%

    0-Do Not Know
    Dean ROSSON upholds academic standards and maintains a scholarly atmosphere.

    8

    6%

    5-Strongly Agree

    14

    10%

    4-Agree

    26

    19%

    3-Neutral

    18

    13%

    2-Disagree

    43

    31%

    1-Strongly Disagree

    28

    20%

    0-Do Not Know
    Dean ROSSON uses faculty governance processes to make decisions in a collegial manner.

    4

    3%

    5-Strongly Agree

    9

    7%

    4-Agree

    20

    15%

    3-Neutral

    14

    11%

    2-Disagree

    55

    41%

    1-Strongly Disagree

    31

    23%

    0-Do Not Know
    Dean ROSSON is a good administrator.

    8

    6%

    5-Strongly Agree

    6

    5%

    4-Agree

    20

    15%

    3-Neutral

    15

    11%

    2-Disagree

    57

    43%

    1-Strongly Disagree

    27

    20%

    0-Do Not Know
    Dean ROSSON effectively leads University Graduate education programs and faculty.

    6

    5%

    5-Strongly Agree

    11

    8%

    4-Agree

    21

    16%

    3-Neutral

    14

    11%

    2-Disagree

    52

    39%

    1-Strongly Disagree

    29

    22%

    0-Do Not Know
    Dean ROSSON competently administers Graduate College operations.

    7

    5%

    5-Strongly Agree

    9

    7%

    4-Agree

    20

    15%

    3-Neutral

    19

    14%

    2-Disagree

    50

    37%

    1-Strongly Disagree

    30

    22%

    0-Do Not Know
    Overall, Dean ROSSON is:

    7

    5%

    Excellent

    8

    6%

    Above Average

    18

    13%

    Average

    13

    9%

    Below Average

    56

    41%

    Poor

    35

    26%

    Do Not Know
     EDWARD PRATT, UNDERGRADUATE STUDIES DEAN
    Undergraduate Studies Dean EDWARD PRATT consults faculty/staff before making important decisions.

    22

    15%

    5-Strongly Agree

    39

    27%

    4-Agree

    18

    13%

    3-Neutral

    16

    11%

    2-Disagree

    12

    8%

    1-Strongly Disagree

    36

    25%

    0-Do Not Know
    Dean PRATT upholds academic standards and maintains a scholarly atmosphere.

    28

    20%

    5-Strongly Agree

    46

    33%

    4-Agree

    17

    12%

    3-Neutral

    9

    6%

    2-Disagree

    10

    7%

    1-Strongly Disagree

    31

    22%

    0-Do Not Know
    Dean PRATT uses faculty governance processes to make decisions in a collegial manner.

    24

    17%

    5-Strongly Agree

    33

    24%

    4-Agree

    25

    18%

    3-Neutral

    8

    6%

    2-Disagree

    12

    9%

    1-Strongly Disagree

    37

    27%

    0-Do Not Know
    Dean PRATT is a good administrator.

    22

    16%

    5-Strongly Agree

    45

    33%

    4-Agree

    20

    14%

    3-Neutral

    10

    7%

    2-Disagree

    9

    7%

    1-Strongly Disagree

    32

    23%

    0-Do Not Know
    Dean PRATT effectively leads undergraduate programs and faculty.

    25

    18%

    5-Strongly Agree

    40

    28%

    4-Agree

    24

    17%

    3-Neutral

    11

    8%

    2-Disagree

    10

    7%

    1-Strongly Disagree

    31

    22%

    0-Do Not Know
    Dean PRATT competently administers Undergraduate Studies operations.

    25

    18%

    5-Strongly Agree

    43

    30%

    4-Agree

    20

    14%

    3-Neutral

    11

    8%

    2-Disagree

    10

    7%

    1-Strongly Disagree

    32

    23%

    0-Do Not Know
    Overall, Dean PRATT is:

    27

    19%

    Excellent

    36

    25%

    Above Average

    27

    19%

    Average

    9

    6%

    Below Average

    10

    7%

    Poor

    34

    24%

    Do Not Know
    GARY PERRY, INTERIM PROVOST (HENDERSON ADDED)
    Interim Provost GARY PERRY is a good administrator. (169 total)

    45

    27%

    5-Strongly Agree

    37 + 2

    23%

    4-Agree

    29 + 3

    19%

    3-Neutral

    11

    7%

    2-Disagree

    16

    9%

    1-Strongly Disagree

    16 + 10

    15%

    0-Do Not Know
    Interim Provost GARY PERRY uses faculty governance processes to make decisions. (172 total)

    40

    23%

    5-Strongly Agree

    39 + 3

    24%

    4-Agree

    22 + 2

    14%

    3-Neutral

    14

    8%

    2-Disagree

    20

    12%

    1-Strongly Disagree

    22 + 10

    19%

    0-Do Not Know
    Interim Provost GARY PERRY keeps faculty informed about decisions. (169 total)

    42

    25%

    5-Strongly Agree

    39 + 3

    25%

    4-Agree

    23 + 2

    15%

    3-Neutral

    17

    10%

    2-Disagree

    19

    11%

    1-Strongly Disagree

    14 + 10

    14%

    0-Do Not Know
    Interim Provost GARY PERRY makes sure that Vice-Presidents and Deans make fair decisions. (168 total)

    33

    20%

    5-Strongly Agree

    22 + 2

    14%

    4-Agree

    15 + 2

    10%

    3-Neutral

    18

    11%

    2-Disagree

    24

    14%

    1-Strongly Disagree

    41 +11

    31%

    0-Do Not Know
    Interim Provost GARY PERRY upholds academic standards and maintains a scholarly atmosphere. (165 total)

    41

    25%

    5-Strongly Agree

    49 + 2

    31%

    4-Agree

    22 + 2

    15%

    3-Neutral

    10 + 1

    7%

    2-Disagree

    14

    8%

    1-Strongly Disagree

    14 + 10

    14%

    0-Do Not Know
    Interim Provost GARY PERRY is an effective leader who promotes the development of the university. (170 total)

    46

    27%

    5-Strongly Agree

    38 + 3

    24%

    4-Agree

    25 + 2

    16%

    3-Neutral

    12

    7%

    2-Disagree

    18

    11%

    1-Strongly Disagree

    16 + 10

    15%

    0-Do Not Know
    OVERALL, Interim Provost GARY PERRY is: (171 total)

    46

    27%

    Excellent

    33 + 2

    20%

    Above Average

    29 + 3

    19%

    Average

    12

    7%

    Below Average

    20 + 10

    18%

    Poor

    16

    9%

    Do Not Know
    DENNIS CRUDELE, INTERIM PRESIDENT (HENDERSON ADDED)
    Interim President DENNIS CRUDELE makes sure that administrators make decisions fairly and in the best interests of the university. (150 total)

    55

    37%

    5-Strongly Agree

    36 + 3

    26%

    4-Agree

    20 + 2

    15%

    3-Neutral

    3

    2%

    2-Disagree

    8

    5%

    1-Strongly Disagree

    13 + 10

    15%

    0-Do Not Know
    Interim President DENNIS CRUDELE makes decisions that are in the best interests of the faculty and professional staff. (150 total)

    54

    36%

    -Strongly Agree

    40 + 4

    30%

    4-Agree

    22 + 2

    16%

    3-Neutral

    3

    2%

    2-Disagree

    8

    5%

    1-Strongly Disagree

    8 + 9

    11%

    0-Do Not Know
    Interim President DENNIS CRUDELE upholds academic standards and encourages a scholarly atmosphere. (146 total)

    53

    36%

    5-Strongly Agree

    36 + 3

    27%

    4-Agree

    22 + 2

    16%

    3-Neutral

    1 + 1

    1%

    2-Disagree

    8

    5%

    1-Strongly Disagree

    11 + 9

    15%

    0-Do Not Know
    Interim President DENNIS CRUDELE is an effective leader who promotes the development of the university. (149 total)

    58

    39%

    5-Strongly Agree

    38 + 4

    28%

    4-Agree

    20 + 2

    15%

    3-Neutral

    2

    1%

    2-Disagree

    8

    5%

    1-Strongly Disagree

    8 + 9

    12%

    0-Do Not Know
    OVERALL, Interim President DENNIS CRUDELE is: (149 total)

    55

    37%

    Excellent

    34 + 3

    25%

    Above Average

    25 + 3

    19%

    Average

    2

    1%

    Below Average

    9

    6%

    Poor

    9 + 9

    12%

    Do Not Know

     

     

    1. I.                Arts and Letters: Heather Coltman

     

    Interim Dean Heather Coltman upholds academic standards and maintains a scholarly atmosphere. (total 73)
    23 32% 5-Strongly Agree
    15 21% 4-Agree
     5 6% 3-Neutral
     8 11% 2-Disagree
    21 29% 1-Strongly Disagree
     1 1% 0-Do Not Know
    Interim Dean Heather Coltman makes personnel decisions in a professional, unbiased manner. (72 total)
    18 26% 5-Strongly Agree
     9 14% 4-Agree
     9 14% 3-Neutral
     5 7% 2-Disagree
    23 32% 1-Strongly Disagree
     5 7% 0-Do Not Know
    Interim Dean Heather Coltman uses faculty governance processes to make decisions in a collegial manner. (70 total)
    24 34% 5-Strongly Agree
     7 10% 4-Agree
     5 7% 3-Neutral
     8 12% 2-Disagree
    21 30% 1-Strongly Disagree
     5 7% 0-Do Not Know
    Interim Dean Heather Coltman distributes discretionary money fairly. (73 total)
    16 22% 5-Strongly Agree
    11 15% 4-Agree
    6 8% 3-Neutral
     7 10% 2-Disagree
    19 26% 1-Strongly Disagree
    14 19% 0-Do Not Know
    Interim Dean Heather Coltman is a good administrator. (72 total)
    20 28% 5-Strongly Agree
    14 20% 4-Agree
     5 7% 3-Neutral
    11 15% 2-Disagree
    21 29% 1-Strongly Disagree
     1 1% 0-Do Not Know
     Interim Dean Heather Coltman is an effective leader who promotes the college/unit. (73 total)
    24 33% 5-Strongly Agree
    13 18% 4-Agree
    2 3% 3-Neutral
    10 14% 2-Disagree
    22 30% 1-Strongly Disagree
    2 2% 0-Do Not Know
    Overall, Interim Dean Heather Coltman is: (73 total)
    22 30% 5-Excellent
    12 15% 4-Above Average
     7 10% 3-Average
     7 10% 2-Below Average
    24 33% 1-Poor
    1 2% 0-Do Not Know

     

    Business: Dean Daniel Gropper

     

    Interim Dean Daniel Gropper upholds academic standards and maintains a scholarly atmosphere. (20 total)
    5 25% 5-Strongly Agree
    4 20% 4-Agree
    5 25% 3-Neutral
    1 5% 2-Disagree
    2 10% 1-Strongly Disagree
    3 15% 0-Do Not Know
    Interim Dean Daniel Gropper makes personnel decisions in a professional, unbiased manner. (18 total)
    4 22% 5-Strongly Agree
    3 17% 4-Agree
    4 22% 3-Neutral
    1 6% 2-Disagree
    2 11% 1-Strongly Disagree
    4 22% 0-Do Not Know
    Interim Dean Daniel Gropper uses faculty governance processes to make decisions in a collegial manner. (17 total)
    3 17% 5-Strongly Agree
    2 12% 4-Agree
    6 35% 3-Neutral
    2 12% 2-Disagree
    2 12% 1-Strongly Disagree
    2 12% 0-Do Not Know
    Interim Dean Daniel Gropper distributes discretionary money fairly. (20 total)
    3 15% 5-Strongly Agree
    5 25% 4-Agree
    4 20% 3-Neutral
    1 5% 2-Disagree
    4 20% 1-Strongly Disagree
    3 15% 0-Do Not Know
    Interim Dean Daniel Gropper is a good administrator. (19 total)
    4 21% 5-Strongly Agree
    3 17% 4-Agree
    4 21% 3-Neutral
    3 17% 2-Disagree
    2 12% 1-Strongly Disagree
    2 12% 0-Do Not Know
    Interim Dean Daniel Gropper is an effective leader who promotes the college/unit. (20 total)
    4 20% 5-Strongly Agree
    5 25% 4-Agree
    3 15% 3-Neutral
    3 15% 2-Disagree
    2 10% 1-Strongly Disagree
    3 15% 0-Do Not Know
    Overall, Interim Dean Daniel Gropper is: (20 total)
    4 20% 5-Excellent
    5 25% 4-Above Average
    3 15% 3-Average
    3 15% 2-Below Average
    2 10% 1-Poor
    3 15% 0-Do Not Know

     

    Dean Rosalyn Carter, College of Design and Social Inquiry

     

    Dean Rosalyn Carter upholds academic standards and maintains a scholarly atmosphere. (14 total)
    1 7% 5-Strongly Agree
    3 21% 4-Agree
    2 14% 3-Neutral
    1 7% 2-Disagree
    6 44% 1-Strongly Disagree
    1 7% 0-Do Not Know
    Dean Rosalyn Carter makes personnel decisions in a professional, unbiased manner. (13 total)
    1 8% 5-Strongly Agree
    0 0% 4-Agree
    3 23% 3-Neutral
    2 15% 2-Disagree
    7 54% 1-Strongly Disagree
    0 0-Do Not Know
    Dean Rosalyn Carter uses faculty governance processes to make decisions in a collegial manner. (13 total)
    2 15% 5-Strongly Agree
    1 8% 4-Agree
    3 23% 3-Neutral
    2 15% 2-Disagree
    4 31% 1-Strongly Disagree
    1 8% 0-Do Not Know
    Dean Rosalyn Carter distributes discretionary money fairly. (14 total)
    1 7% 5-Strongly Agree
    3 21% 4-Agree
    3 21% 3-Neutral
    0 0% 2-Disagree
    5 36% 1-Strongly Disagree
    2 15% 0-Do Not Know
    Dean Rosalyn Carter is a good administrator. (13 total)
    1 8% 5-Strongly Agree
    3 23% 4-Agree
    1 8% 3-Neutral
    1 8% 2-Disagree
    7 53% 1-Strongly Disagree
    0 0% 0-Do Not Know
    Dean Rosalyn Carter is an effective leader who promotes the college/unit. (14 total)
    2 14% 5-Strongly Agree
    1 7% 4-Agree
    2 14% 3-Neutral
    3 22% 2-Disagree
    5 36% 1-Strongly Disagree
    1 7% 0-Do Not Know
    Overall, Dean Rosalyn Carter is: (14 total)
    1 7% 5-Excellent
    1 7% 4-Above Average
    2 14% 3-Average
    2 14% 2-Below Average
    7 50% 1-Poor
    1 7% 0-Do Not Know
     IV: Dean Valerie Bristor, College of Education: (Henderson added in additional column)
    Dean Valerie Bristor upholds academic standards and maintains a scholarly atmosphere. (41 total)
    4 + 2 15% 5-Strongly Agree
    6 + 1 17% 4-Agree
    6 + 6 29% 3-Neutral
    4 +2 15% 2-Disagree
    3 7% 1-Strongly Disagree
    1 +6 17% 0-Do Not Know
    Dean Valerie Bristor makes personnel decisions in a professional, unbiased manner. (40 total)
    6 + 1 18% 5-Strongly Agree
    5 + 2 18% 4-Agree
    6 + 4 25% 3-Neutral
    3 + 1 10% 2-Disagree
    3 7% 1-Strongly Disagree
    0 + 9 22% 0-Do Not Know
    Dean Valerie Bristor uses faculty governance processes to make decisions in a collegial manner. (40 total)
    8 20% 5-Strongly Agree
    5 + 1 15% 4-Agree
    6 + 5 27% 3-Neutral
    0 + 2 5% 2-Disagree
    4 + 9 33% 1-Strongly Disagree
    0 0% 0-Do Not Know
    Dean Valerie Bristor distributes discretionary money fairly. (41 total)
    4 + 1 12% 5-Strongly Agree
    8 + 1 22% 4-Agree
    4 + 5 22% 3-Neutral
    2 5% 2-Disagree
    3 7% 1-Strongly Disagree
    3 + 10 33% 0-Do Not Know
    Dean Valerie Bristor is a good administrator. (40 total)
    5 + 1 15% 5-Strongly Agree
    9 + 2 27% 4-Agree
    4 + 4 20% 3-Neutral
    1 + 2 8% 2-Disagree
    4 10% 1-Strongly Disagree
    0 + 8 20% 0-Do Not Know
    Dean Valerie Bristor is an effective leader who promotes the college/unit. (40 total)
    5 + 1 15% 5-Strongly Agree
    5 + 2 17% 4-Agree
    5 + 5 25% 3-Neutral
    2 + 2 10% 2-Disagree
    6 + 1 17% 1-Strongly Disagree
    0 + 6 15% 0-Do Not Know
    Overall, Dean Valerie Bristor is: (40 total)
    4 10% 5-Excellent
    6 +2 20% 4-Above Average
    6 + 7 33% 3-Average
    2 + 3 12% 2-Below Average
    5 12% 1-Poor
    0 + 5 12% 0-Do Not Know

     

    V: Dean Jeffrey Buller, Honors College:

    Dean Jeffrey Buller upholds academic standards and maintains a scholarly atmosphere. (6 total)
    2 35% 5-Strongly Agree
    2 35% 4-Agree
    1 18% 3-Neutral
    0 0% 2-Disagree
    1 18% 1-Strongly Disagree
    0 0% 0-Do Not Know
    Dean Jeffrey Buller makes personnel decisions in a professional, unbiased manner. (6 total)
    1 17% 5-Strongly Agree
    1 17% 4-Agree
    2 34% 3-Neutral
    1 17% 2-Disagree
    1 17% 1-Strongly Disagree
    0 0% 0-Do Not Know
    Dean Jeffrey Buller uses faculty governance processes to make decisions in a collegial manner. (5 total)
    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 Jeffrey Buller distributes discretionary money fairly. (5 total)
    0 0% 5-Strongly Agree
    2 40% 4-Agree
    0 0% 3-Neutral
    1 20% 2-Disagree
    2 40% 1-Strongly Disagree
    0 0% 0-Do Not Know
    Dean Jeffrey Buller is a good administrator. (5 total)
    0 0% 5-Strongly Agree
    0 0% 4-Agree
    2 40% 3-Neutral
    0 0% 2-Disagree
    3 60% 1-Strongly Disagree
    0 0% 0-Do Not Know
    Dean Jeffrey Buller is an effective leader who promotes the college/unit.
    0 0% 5-Strongly Agree
    1 20% 4-Agree
    1 20% 3-Neutral
    1 20% 2-Disagree
    2 40% 1-Strongly Disagree
    0 0% 0-Do Not Know
    Overall, Dean Jeffrey Buller is:
    0 0% 5-Excellent
    1 20% 4-Above Average
    1 20% 3-Average
    1 20% 2-Below Average
    2 40% 1-Poor
    0 0% 0-Do Not Know

     

    V: Dean Mohammad Illyas, College of Engineering and Computer Science:

    Dean Mohammad Illyas upholds academic standards and maintains a scholarly atmosphere. (18 total)
    5 28% 5-Strongly Agree
    1 6% 4-Agree
    5 28% 3-Neutral
    3 17% 2-Disagree
    4 21% 1-Strongly Disagree
    0 0% 0-Do Not Know
    Dean Mohammad Illyas makes personnel decisions in a professional, unbiased manner. (18 total)
    4 21% 5-Strongly Agree
    2 11% 4-Agree
    3 17% 3-Neutral
    3 17% 2-Disagree
    6 34% 1-Strongly Disagree
    0 0% 0-Do Not Know
    Dean Mohammad Illyas uses faculty governance processes to make decisions in a collegial manner. (17 total)
    4 23% 5-Strongly Agree
    1 5% 4-Agree
    5 28% 3-Neutral
    1 5% 2-Disagree
    6 34% 1-Strongly Disagree
    1 5% 0-Do Not Know
    Dean Mohammad Illyas distributes discretionary money fairly. (17 total)
    2 12% 5-Strongly Agree
    4 24% 4-Agree
    4 24% 3-Neutral
    4 24% 2-Disagree
    2 12% 1-Strongly Disagree
    1 4% 0-Do Not Know
    Dean Mohammad Illyas is a good administrator. (17 total)
    4 24% 5-Strongly Agree
    1 4% 4-Agree
    4 24% 3-Neutral
    2 12% 2-Disagree
    6 36% 1-Strongly Disagree
    0 0% 0-Do Not Know
    Dean Mohammad Illyas is an effective leader who promotes the college/unit. (17 total)
    4 24% 5-Strongly Agree
    0 0% 4-Agree
    2 12% 3-Neutral
    5 28% 2-Disagree
    6 36% 1-Strongly Disagree
    0 0% 0-Do Not Know
    Overall, Dean Mohammad Illyas is: (17 total)
    4 24% 5-Excellent
    1 4% 4-Above Average
    0 0% 3-Average
    4 24% 2-Below Average
    7 44% 1-Poor
    1 4% 0-Do Not Know

     

    . Dean William Miller, University Libraries

     

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

     

    VI. Dean Marlaine Smith, College of Nursing

     

    Dean Marlaine Smith upholds academic standards and maintains a scholarly atmosphere.
    4 44% 5-Strongly Agree
    3 34% 4-Agree
    0 0% 3-Neutral
    1 11% 2-Disagree
    1 11% 1-Strongly Disagree
    0 0% 0-Do Not Know
    Dean Marlaine Smith makes personnel decisions in a professional, unbiased manner.
    3 34% 5-Strongly Agree
    1 11% 4-Agree
    1 11% 3-Neutral
    2 22% 2-Disagree
    2 22% 1-Strongly Disagree
    0 0% 0-Do Not Know
    Dean Marlaine Smith uses faculty governance processes to make decisions in a collegial manner.
    3 34% 5-Strongly Agree
    1 11% 4-Agree
    1 11% 3-Neutral
    2 22% 2-Disagree
    1 11% 1-Strongly Disagree
    1 11% 0-Do Not Know
    Dean Marlaine Smith distributes discretionary money fairly.
    3 38% 5-Strongly Agree
    2 24% 4-Agree
    3 38% 3-Neutral
    0 0% 2-Disagree
    0 0% 1-Strongly Disagree
    0 0% 0-Do Not Know
    Dean Marlaine Smith is a good administrator.
    2 24% 5-Strongly Agree
    3 38% 4-Agree
    2 24% 3-Neutral
    0 0% 2-Disagree
    1 14% 1-Strongly Disagree
    0 0% 0-Do Not Know
    Dean Marlaine Smith is an effective leader who promotes the college/unit.
    4 52% 5-Strongly Agree
    2 24% 4-Agree
    0 0% 3-Neutral
    2 24% 2-Disagree
    0 0% 1-Strongly Disagree
    0 0% 0-Do Not Know
    Overall, Dean Marlaine Smith is:
    3 34% 5-Excellent
    2 22% 4-Above Average
    1 11% 3-Average
    1 11% 2-Below Average
    2 22% 1-Poor
    0 0% 0-Do Not Know

     

    VII. Interim Dean Russ Ivy, College of Science

     

    Interim Dean Russ Ivy upholds academic standards and maintains a scholarly atmosphere.
    9 48% 5-Strongly Agree
    7 37% 4-Agree
    1 5% 3-Neutral
    0 0% 2-Disagree
    1 5% 1-Strongly Disagree
    1 5% 0-Do Not Know
    Interim Dean Russ Ivy makes personnel decisions in a professional, unbiased manner.
    9 48% 5-Strongly Agree
    6 32% 4-Agree
    1 5% 3-Neutral
    0 0% 2-Disagree
    1 5% 1-Strongly Disagree
    2 10% 0-Do Not Know
    Interim Dean Russ Ivy uses faculty governance processes to make decisions in a collegial manner.
    6 32% 5-Strongly Agree
    6 32% 4-Agree
    2 10% 3-Neutral
    0 0% 2-Disagree
    0 0% 1-Strongly Disagree
    5 26% 0-Do Not Know
    Interim Dean Russ Ivy distributes discretionary money fairly.
    3 17% 5-Strongly Agree
    4 22% 4-Agree
    4 22% 3-Neutral
    0 0% 2-Disagree
    0 0% 1-Strongly Disagree
    7 39% 0-Do Not Know
    Interim Dean Russ Ivy is a good administrator.
    10 56% 5-Strongly Agree
    6 34% 4-Agree
    1 5% 3-Neutral
    0 0% 2-Disagree
    0 0% 1-Strongly Disagree
    1 5% 0-Do Not Know
    Interim Dean Russ Ivy is an effective leader who promotes the college/unit.
    9 51% 5-Strongly Agree
    6 34% 4-Agree
    1 5% 3-Neutral
    0 0% 2-Disagree
    0 0% 1-Strongly Disagree
    2 10% 0-Do Not Know
    Overall, Interim Dean Russ Ivy is:
    9 47% 5-Excellent
    7 38% 4-Above Average
    1 5% 3-Average
    0 0% 2-Below Average
    1 5% 1-Poor
    1 5% 0-Do Not Know

     

    Florida Atlantic University Schools

     

    Principal/Director FERGUSON consults faculty/staff before making important decisions.

    4

    24%

    5-Strongly Agree

    4

    24%

    4-Agree

    2

    12%

    3-Neutral

    4

    24%

    2-Disagree

    3

    18%

    1-Strongly Disagree

    0

    0%

    0-Do Not Know
    Principal/Director FERGUSON upholds academic standards and maintains a scholarly atmosphere.

    8

    47%

    5-Strongly Agree

    4

    24%

    4-Agree

    1

    6%

    3-Neutral

    4

    24%

    2-Disagree

    0

    0%

    1-Strongly Disagree

    0

    0%

    0-Do Not Know
    Principal/Director FERGUSON makes personnel decisions in a professional, unbiased manner.

    7

    41%

    5-Strongly Agree

    3

    18%

    4-Agree

    1

    6%

    3-Neutral

    3

    18%

    2-Disagree

    2

    12%

    1-Strongly Disagree

    1

    6%

    0-Do Not Know
    Principal/Director FERGUSON uses faculty governance processes to make decisions in a collegial manner.

    3

    18%

    5-Strongly Agree

    6

    35%

    4-Agree

    1

    6%

    3-Neutral

    3

    18%

    2-Disagree

    2

    12%

    1-Strongly Disagree

    2

    12%

    0-Do Not Know
    Principal/Director FERGUSON distributes discretionary money fairly.

    8

    47%

    5-Strongly Agree

    6

    35%

    4-Agree

    1

    6%

    3-Neutral

    1

    6%

    2-Disagree

    1

    6%

    1-Strongly Disagree

    0

    0%

    0-Do Not Know
    Principal/Director FERGUSON is a good administrator.

    8

    47%

    5-Strongly Agree

    4

    24%

    4-Agree

    2

    12%

    3-Neutral

    0

    0%

    2-Disagree

    3

    18%

    1-Strongly Disagree

    0

    0%

    0-Do Not Know
    Principal/Director FERGUSON is an effective leader who promotes the college/unit.

    9

    53%

    5-Strongly Agree

    2

    12%

    4-Agree

    2

    12%

    3-Neutral

    2

    12%

    2-Disagree

    2

    12%

    1-Strongly Disagree

    0

    0%

    0-Do Not Know
    Overall, Principal/Director FERGUSON is:

    7

    41%

    5-Excellent

    5

    29%

    4-Above Average

    2

    12%

    3-Average

    2

    12%

    2-Below Average

    1

    6%

    1-Poor

    0

    0%

    0-Do Not Know
    Assistant Dean JOEL HERBST consults faculty/staff before making important decisions.

    1

    7%

    5-Strongly Agree

    3

    20%

    4-Agree

    4

    27%

    3-Neutral

    3

    20%

    2-Disagree

    3

    20%

    1-Strongly Disagree

    1

    7%

    0-Do Not Know
    Assistant Dean HERBST upholds academic standards and maintains a scholarly atmosphere.

    3

    20%

    5-Strongly Agree

    3

    20%

    4-Agree

    4

    27%

    3-Neutral

    3

    20%

    2-Disagree

    0

    0%

    1-Strongly Disagree

    2

    13%

    0-Do Not Know
    Assistant Dean HERBSTmakes personnel decisions in a professional, unbiased manner.

    1

    7%

    5-Strongly Agree

    4

    27%

    4-Agree

    5

    33%

    3-Neutral

    1

    7%

    2-Disagree

    1

    7%

    1-Strongly Disagree

    3

    20%

    0-Do Not Know
    Assistant Dean HERBST uses faculty governance processes to make decisions.

    2

    14%

    5-Strongly Agree

    3

    21%

    4-Agree

    4

    29%

    3-Neutral

    1

    7%

    2-Disagree

    2

    14%

    1-Strongly Disagree

    2

    14%

    0-Do Not Know
    Assistant Dean HERBST distributes discretionary money fairly.

    3

    21%

    5-Strongly Agree

    4

    29%

    4-Agree

    1

    7%

    3-Neutral

    1

    7%

    2-Disagree

    0

    0%

    1-Strongly Disagree

    5

    36%

    0-Do Not Know
    Assistant Dean HERBST is a good administrator.

    2

    15%

    5-Strongly Agree

    5

    38%

    4-Agree

    3

    23%

    3-Neutral

    1

    8%

    2-Disagree

    2

    15%

    1-Strongly Disagree

    0

    0%

    0-Do Not Know
    Assistant Dean HERBST is an effective leader who promotes the school.

    4

    29%

    5-Strongly Agree

    3

    21%

    4-Agree

    2

    14%

    3-Neutral

    2

    14%

    2-Disagree

    2

    14%

    1-Strongly Disagree

    1

    7%

    0-Do Not Know
    OVERALL, Assistant Dean HERBST is:

    2

    14%

    5-Excellent

    4

    29%

    4-Above Average

    4

    29%

    3-Average

    1

    7%

    2-Below Average

    2

    14%

    1-Poor

    1

    7%

    0-Do Not Know

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  • Nov
    2

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    11

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  • Mar
    3

    Big job ahead at FAU: New president faces several challengesFlorida Atlantic University’s new president, John Kelly, who has officially begun work, will be paid at least $440,000 his first year, in addition to benefits and retirement compensation, bringing the whole package to a minimum $500,000.

    The FAU Board of Trustees approved Kelly’s five-year contract February 18th, which includes $400,000 base salary and a $40,000 sign-on bonus.

    He is also eligible for a performance bonus of up to $40,000 a year. An additional $60,000 a year will be set aside for retirement compensation.

    Read article at Sun-Sentinel.com

    Download and view PDF of President John Kelly’s Contract

     

    Comments Off

  • Feb
    25

    UFF-FAU is pleased to present a new study commissioned from the Research Institute on Social and Economic Policy at Florida International University. The report, “How FAU Prioritizes Its Money,” locates disturbing trends in Florida Atlantic University’s personnel and salary-related budgeting priorities. Taken as a whole, these suggest a developing inability for the institution to adequately service the academic needs of its growing student body.

    For example, between 2006 and 2012 Florida resident-students choosing to attend FAU are paying more than 60% more in tuition. At the same time the student-to-faculty ratio rose by an astounding 19% while administrative positions grew by 12%. In the same period faculty salaries have also decreased, making it more difficult to attract and retain capable instructional and research staff.

    Read the rest of this entry »

    Comments Off

  • Jan
    9

    January 9, 2014

    By Chris Robé

    Happy New Year! As you emerge from your eggnog stupor and candy yam bloat, your friendly faculty union prepares the way for a better 2014.

    Read the rest of this entry »

    Comments Off

  • Oct
    28

    Dear Faculty,

    The union has received a series of questions regarding summer rates, so I wanted to clarify the matter here.

    The second summer course has been a point of contention for administration for the past few years. They and many of the deans claimed that a 12.5% rate made a second summer course for in-unit faculty either increasingly difficult to sustain or never sustainable in the first place, depending upon which college you are located within.

    UFF started bargaining a lower price for a second summer course with the caveat that our bargaining contract language guarantees bargaining unit faculty receive the first offer for a second summer course, something absent from prior contract language. The new language states: “If all bargaining unit employees qualified to teach a class have already been offered two classes to teach or an equivalent assignment, the University may offer the supplemental summer appointment to anyone who is qualified (e.g., adjuncts).” If you read the old contract, it only states “one” class.

    We initially suggested the second summer course occur at a 10% rate or that we place a cap on the amount faculty could earn for two summer courses. The administration instead suggested that bargaining unit faculty be offered a higher percentage of the adjunct rates for a second course. After much negotiation, faculty rates were determined roughly at 175% of the adjunct rate, give or take depending upon the college.

    These rates, however, are only minimums. As it states in the contract: “Second assigned course: At the minimum rate set in Appendix H, but not to exceed the rate paid for the first course. 12.5%.” Any dean can up these rates for their college as long as they don’t exceed 12.5% for a second summer course.

    UFF understands that faculty in some colleges were teaching two courses for 12.5% each for the last two years.  The dean’s in those colleges can continue to offer the same rates under the new contract if deemed feasible.  Faculty should continue to advocate for higher pay within their colleges, and UFF will continue to try to improve the rates for second summer courses in the future for all faculty. This portion of the collective bargaining agreement will be automatically reopened for Summer 2015.

    The thinking in accepting the deal was: we can either hold out on a 12.5% second course rate that was benefiting an ever-decreasing number of faculty or we could accept a lower rate for a second summer course that was guaranteed to be offered to all bargaining unit faculty first and at a minimum rate that would not immediately simply replicate adjunct pay.

    Hence Appendix H and the changes in language for Article 8.

    Best,

    Chris

    UFF-FAU President

    No Comments

  • Oct
    23

    CBA Changes 2013

    Filed under: Home;

    ARTICLE 23

    SALARIES

    23.1

    (2)      2013 Legislative Salary Increase.

    a)       In accordance with the Florida Legislative guidelines from Ch. 2013-40, Florida Laws, each eligible employee who qualifies for a “competitive pay adjustment” as defined by law shall receive an increase effective October 1, 2013 consistent with the law.

    b)       Eligible employees earning $40,000 a year or less will receive an increase of $1,400 to their annual base salary, adjusted for full or part-time status. Eligible employees earning more than $40,000 a year will receive an increase of $1,000 to their annual base salary, however the increase for employees in this category must result in a base salary of at least $41,400 a year.

    c)       In order to be eligible for this 2013 Legislative Salary Increase, employees must: (1) have been continuously employed at FAU since July 1, 2013; (2) be meeting required performance standards during the one year period immediately preceding the increase; and (3) have not received an overall AMP appraisal ratings of “Needs Improvement” or “Below Standards,” or the equivalent for faculty, during the one year period immediately preceding the increase.

    23.2 Additional University Compensation Increases for Faculty. The FAU Board of Trustees has made a commitment to additional compensation increases for high performing faculty (not FAUS) and librarians. The University shall provide these bargaining unit employees with a total salary increase pool equal to 2.0% of the September 13, 2013 salary base of eligible bargaining unit employees for the 2013-2014 academic year. This pool includes any applicable legislative appropriated lump-sum compensation.  All salary increases shall be distributed in the following categories:

    a)       Merit Increases.

    (i)       All regular bargaining unit employees who were employed as of May 1, 2013, and have continued employment through October 1, 2013 and have Above Satisfactory overall annual evaluations for the 2012-2013 academic year or the 2012 calendar year will be eligible. The University shall provide a pool of funds to each college for increases to each college/unit equal to approximately 2.0% of the total base salary rate of eligible bargaining unit employees on September 13, 2013. The Dean/Unit head shall distribute these funds in a proportionate, fair and equitable manner to the department/unit.

    (ii)      Merit increases shall be provided to eligible employees consistent                           with criteria specified in Article 10.4.

    (iii)      The increases shall be effective upon ratification by the UFF.

    b)       Market Equity Increases.

    (i)    All regular bargaining unit employees who have three or more academic years of consecutive assignment at FAU as of May 1, 2013 shall be eligible.

    (ii)   The employee’s three year average overall evaluation must be Satisfactory or higher.

    (iii)  For employees whose three year overall evaluations are Above Satisfactory or higher, the employee’s September 13, 2013 salary must be below 100% of the mean salary (parity level) for comparable departments and comparable ranks in the most recent Oklahoma State University Salary survey  (or equivalent).  For employees whose three year overall annual evaluations are Satisfactory, the employee’s September 13, 2013 salary must be below 80% of the mean salary (parity level) for comparable departments and comparable ranks in the most recent Oklahoma State University Salary survey (or equivalent).

    (iv) The University shall provide a pool of funds to each college equal to approximately 2.0% of the total base salary rate of eligible bargaining unit employees on September 13, 2013. This amount is defined as the Available Market Equity for the unit.

    (v)  The Available Market Equity shall be distributed to all eligible employees as defined above based on a formula set by the Dean of each college, and the formula must increase the distribution amount as the disparity from the adjusted parity level (based on evaluation as described above) increases. The formula shall not disqualify employees based on rank. The formula used to distribute funds shall be made available to faculty at least two weeks before the funds are distributed.

    (vi) These increases shall be effective upon ratification by the UFF.

    23.3. Additional Merit Increases for Administrative, Managerial and Professional (“AMP”) Employees.

    a)       The FAU Board of Trustees shall provide AMP bargaining unit employees with a merit salary increase pool equal to 2.0% of the September 13, 2013 salary base of eligible AMP bargaining unit employees.

    b)       All bargaining unit AMP employees who were under appointment as of May 1, 2013 and who have continued appointment through August 7, 2013 shall be eligible.

    c)       Employees on grants or contracts shall receive salary increases equivalent to similar employees on regular funding, provided that such salary increases are permitted by the terms of the contract or grant and adequate funds available for this purpose in the contract or grant.

    d)       These increases shall be distributed according to the merit criteria for the unit.

    e)       These increases shall be effective upon ratification of the BOT/UFF Collective Bargaining Agreement.

    23.4 Florida Atlantic University School Employees.

    a)       FAUS Employee Promotion Increases.

    1) Promotion increases shall be granted to FAUS employees pursuant to procedures and criteria for promotion to each rank for those promoted in 2012-13, effective upon the start of the 2013-14 academic year appointment.  Permanent status employees may be promoted, but may not receive any promotion/merit salary increase.

    2) These increases shall be granted to non-permanent status employees in an amount equal to a specified percentage of the employee’s previous years’ base salary at the time of promotion to one of the ranks described below:

    3%     To achieve University School Accomplished Instructor;

    7%     To University School Assistant Professor;

    8%     To University School Associate Professor; and

    9%     To University School Professor

    b)       FAUS Employee Base Salary Increases.  All FAUS employees shall receive an additional base salary increase for the 2013-2014 school year in accordance with the Statewide Teacher Pay Increases provided by law.  The amount of the base increase for each FAUS employee shall be $2,975 effective at the start of the 2013-14 school year.

    ARTCILE 17

    LEAVES

    17.9    Paid Parental Leave. A 9-month faculty member who does not accrue annual leave and is on a benefit-eligible line of 0.75 FTE or greater may utilize paid parental leave for a period of one regular (Fall or Spring) semester no more than once every three years during his or her employment with the University. FAUS employees and employees on 10- or 12-month appointments are not eligible (retroactively to inception of the benefit). Such paid parental leave will be taken no later than a year from the point when the faculty member becomes a biological parent or a child is placed in the faculty member’s home for purposes of adoption by the faculty member.

    ARTICLE 12

    NON-REAPPOINTMENT

    (8)  FAU Instructors who have been employed at FAU for over three years on an annual appointment will be notified of a subsequent annual appointment offer on or before the expiration of that annual appointment.

    ARTICLE 8
    APPOINTMENT

    (3)  Compensation. An employee who has received a summer appointment to teach a course in accordance with Article 8.4(b) shall be compensated according to the scale below.  The following reflects compensation for a summer course or equivalent assignment that would carry a 0.25 FTE instructional assignment value when teaching the same course, or a course similar in length and content during a semester in the regular academic year, and shall be prorated accordingly.  Percentages are based on the regular 9-month base salary.

    a.     First assigned course:  12.5%.

    b.     Second assigned course: At the minimum rate set in Appendix H, but not to exceed 12.5%.

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  • Sep
    9

    September 9, 2013. Former FAU Pres. and SUS Chancellor Finds New Perch in Pennsylvania Higher Ed

    By Kevin Mahoney
    Raging Chicken Press
    September 6, 2013

    Last month, the Board of Governors of the Pennsylvania State System of Higher Education (PASSHE) lifted the veil of secrecy and announced that they had chosen Frank Brogan to help write the next chapter of the 14 state-owned universities. Brogan comes to PASSHE fresh off his gig as chancellor of Florida’s State University System. PASSHE Board of Governors chair, Guido Pichini, sang the praises of Brogan in a public relations piece released following the announcement:

    He has had an impressive record of success throughout his career. He understands the many complexities and challenges facing public higher education and the vital role public universities play both in preparing students for a lifetime of their own success and in ensuring the economic vitality of the state.

    However, as I reported in my first article on the in-coming chancellor, Pichini’s words could not be judged on their merit. He and PASSHE’s Board of Governors forced search committee members to sign confidentiality agreements to not disclose any information about the search process – including the names of the candidates. Given that PASSHE and public education in general has been under assault by Governor Tom Corbett’s administration, we at Raging Chicken Press thought we should get up to speed on who this guy is.

    Read more at Raging Chicken Press

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  • Aug
    28

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