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.
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 |
- 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 |