UFF-FAU

United Faculty of Florida-Florida Atlantic University Chapter

  • May
    14

    The following data present the results of the faculty assessment of administrators conducted at the end of the 2009-2010 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 2009-10 electronic surveys completed was 175. The results appear below in alphabetical order based on the administrator’s college affiliation. Upper-level administrators without a college affiliation appear toward the end of the page.

    Rosalyn Carter – Architecture, Urban and Public Affairs
    Manjunath Pendakur – Arts & Letters
    Michael Friedland – Biomedical Science
    J. Dennis Coates – Business
    Valerie Bristor – Education
    Karl Stevens – Engineering and Computer Science
    Jeffrey Buller – Honors College
    Anne Boykin – Nursing
    Gary Perry – Science
    William Miller – University Libraries
    Barry Rosson – Graduate College
    Edward Pratt – Undergraduate College
    Joyanne Stephens – Regional Campuses
    Diane Alperin – Interim Provost
    John Pritchett – Interim President


    Rosalyn Carter
    Architecture, Urban and Public Affairs

    Dean ROSALYN CARTER consults faculty/staff before making important decisions.
    2 22% 5‐Strongly Agree
    3 33% 4‐Agree
    0 0% 3‐Neutral
    2 22% 2‐Disagree
    2 22% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean CARTER upholds academic standards and maintains a scholarly atmosphere.
    1 11% 5‐Strongly Agree
    4 44% 4‐Agree
    0 0% 3‐Neutral
    2 22% 2‐Disagree
    2 22% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean CARTER makes personnel decisions in a professional, unbiased manner.
    1 11% 5‐Strongly Agree
    2 22% 4‐Agree
    1 11% 3‐Neutral
    2 22% 2‐Disagree
    3 33% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean CARTER uses faculty governance processes to make decisions in a collegial manner.
    2 22% 5‐Strongly Agree
    1 11% 4‐Agree
    2 22% 3‐Neutral
    3 33% 2‐Disagree
    1 11% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean CARTER distributes discretionary money fairly.
    1 11% 5‐Strongly Agree
    1 11% 4‐Agree
    2 22% 3‐Neutral
    2 22% 2‐Disagree
    2 22% 1‐Strongly Disagree
    1 11% 0‐Do Not Know

    Dean CARTER is a good administrator.
    1 11% 5‐Strongly Agree
    2 22% 4‐Agree
    1 11% 3‐Neutral
    3 33% 2‐Disagree
    2 22% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean CARTER is an effective leader who promotes the college/unit.
    4 44% 5‐Strongly Agree
    2 22% 4‐Agree
    0 0% 3‐Neutral
    1 11% 2‐Disagree
    2 22% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Overall, Dean CARTER is:
    3 33% 5‐Excellent
    0 0% 4‐Above Average
    2 22% 3‐Average
    2 22% 2‐Below Average
    2 22% 1‐Poor
    0 0% 0‐Do Not Know

    Manjunath Pendakur
    Arts & Letters

    Dean MANJUNATH PENDAKUR consults faculty/staff before making important decisions.
    5 8% 5‐Strongly Agree
    11 18% 4‐Agree
    2 3% 3‐Neutral
    8 13% 2‐Disagree
    32 53% 1‐Strongly Disagree
    2 3% 0‐Do Not Know

    Dean PENDAKUR upholds academic standards and maintains a scholarly atmosphere.
    8 13% 5‐Strongly Agree
    15 25% 4‐Agree
    13 22% 3‐Neutral
    8 13% 2‐Disagree
    14 23% 1‐Strongly Disagree
    2 3% 0‐Do Not Know

    Dean PENDAKUR makes personnel decisions in a professional, unbiased manner.
    8 13% 5‐Strongly Agree
    4 7% 4‐Agree
    5 8% 3‐Neutral
    11 18% 2‐Disagree
    29 48% 1‐Strongly Disagree
    3 5% 0‐Do Not Know

    Dean PENDAKUR uses faculty governance processes to make decisions in a collegial manner.
    5 9% 5‐Strongly Agree
    2 3% 4‐Agree
    12 21% 3‐Neutral
    8 14% 2‐Disagree
    26 45% 1‐Strongly Disagree
    5 9% 0‐Do Not Know

    Dean PENDAKUR distributes discretionary money fairly.
    4 7% 5‐Strongly Agree
    5 8% 4‐Agree
    9 15% 3‐Neutral
    8 13% 2‐Disagree
    20 33% 1‐Strongly Disagree
    14 23% 0‐Do Not Know

    Dean PENDAKUR is a good administrator.
    7 12% 5‐Strongly Agree
    9 15% 4‐Agree
    7 12% 3‐Neutral
    8 14% 2‐Disagree
    27 46% 1‐Strongly Disagree
    1 2% 0‐Do Not Know

    Dean PENDAKUR is an effective leader who promotes the college/unit.
    9 15% 5‐Strongly Agree
    5 8% 4‐Agree
    13 22% 3‐Neutral
    5 8% 2‐Disagree
    24 41% 1‐Strongly Disagree
    3 5% 0‐Do Not Know

    Overall, Dean PENDAKUR is:
    8 13% 5‐Excellent
    7 12% 4‐Above Average
    9 15% 3‐Average
    6 10% 2‐Below Average
    29 48% 1‐Poor
    1 2% 0‐Do Not Know

    Michael Friedland
    Biomedical Science

    Dean MICHAEL FRIEDLAND consults faculty/staff before making important decisions.
    0 0% 5‐Strongly Agree
    0 0% 4‐Agree
    0 0% 3‐Neutral
    1 50% 2‐Disagree
    1 50% 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
    2 100% 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
    1 50% 2‐Disagree
    1 50% 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
    2 100% 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
    2 100% 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
    2 100% 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
    2 100% 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
    2 100% 1‐Poor
    0 0% 0‐Do Not Know

    J. Dennis Coates
    Business

    Dean J. DENNIS COATES consults faculty/staff before making important decisions.
    6 29% 5‐Strongly Agree
    4 19% 4‐Agree
    3 14% 3‐Neutral
    5 24% 2‐Disagree
    3 14% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean COATES upholds academic standards and maintains a scholarly atmosphere.
    8 38% 5‐Strongly Agree
    5 24% 4‐Agree
    3 14% 3‐Neutral
    4 19% 2‐Disagree
    1 5% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean COATES makes personnel decisions in a professional, unbiased manner.
    7 35% 5‐Strongly Agree
    5 25% 4‐Agree
    0 0% 3‐Neutral
    3 15% 2‐Disagree
    5 25% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean COATES uses faculty governance processes to make decisions in a collegial manner.
    8 40% 5‐Strongly Agree
    4 20% 4‐Agree
    2 10% 3‐Neutral
    5 25% 2‐Disagree
    1 5% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean COATES distributes discretionary money fairly.
    10 48% 5‐Strongly Agree
    1 5% 4‐Agree
    1 5% 3‐Neutral
    1 5% 2‐Disagree
    5 24% 1‐Strongly Disagree
    3 14% 0‐Do Not Know

    Dean COATES is a good administrator.
    9 45% 5‐Strongly Agree
    4 20% 4‐Agree
    2 10% 3‐Neutral
    1 5% 2‐Disagree
    4 20% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean COATES is an effective leader who promotes the college/unit.
    8 38% 5‐Strongly Agree
    5 24% 4‐Agree
    4 19% 3‐Neutral
    3 14% 2‐Disagree
    1 5% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Overall, Dean COATES is:
    8 38% 5‐Excellent
    4 19% 4‐Above Average
    3 14% 3‐Average
    1 5% 2‐Below Average
    5 24% 1‐Poor
    0 0% 0‐Do Not Know

    Valerie Bristor
    Education

    Dean VALERIE BRISTOR consults faculty/staff before making important decisions.
    6 25% 5‐Strongly Agree
    5 21% 4‐Agree
    5 21% 3‐Neutral
    5 21% 2‐Disagree
    3 13% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean BRISTOR upholds academic standards and maintains a scholarly atmosphere.
    5 21% 5‐Strongly Agree
    5 21% 4‐Agree
    6 25% 3‐Neutral
    3 13% 2‐Disagree
    5 21% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean BRISTOR makes personnel decisions in a professional, unbiased manner.
    8 33% 5‐Strongly Agree
    7 29% 4‐Agree
    3 13% 3‐Neutral
    2 8% 2‐Disagree
    4 17% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean BRISTOR uses faculty governance processes to make decisions in a collegial manner.
    7 29% 5‐Strongly Agree
    8 33% 4‐Agree
    2 8% 3‐Neutral
    4 17% 2‐Disagree
    2 8% 1‐Strongly Disagree
    1 4% 0‐Do Not Know

    Dean BRISTOR distributes discretionary money fairly.
    5 21% 5‐Strongly Agree
    6 25% 4‐Agree
    3 13% 3‐Neutral
    1 4% 2‐Disagree
    4 17% 1‐Strongly Disagree
    5 21% 0‐Do Not Know

    Dean BRISTOR is a good administrator.
    7 29% 5‐Strongly Agree
    6 25% 4‐Agree
    3 13% 3‐Neutral
    4 17% 2‐Disagree
    4 17% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean BRISTOR is an effective leader who promotes the college/unit.
    8 33% 5‐Strongly Agree
    2 8% 4‐Agree
    5 21% 3‐Neutral
    4 17% 2‐Disagree
    5 21% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Overall, Dean BRISTOR is:
    7 29% 5‐Excellent
    2 8% 4‐Above Average
    7 29% 3‐Average
    3 13% 2‐Below Average
    5 21% 1‐Poor
    0 0% 0‐Do Not Know

    Karl Stevens
    Engineering and Computer Science

    Dean KARL STEVENS consults faculty/staff before making important decisions.
    0 0% 5‐Strongly Agree
    1 5% 4‐Agree
    1 5% 3‐Neutral
    1 5% 2‐Disagree
    18 86% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean STEVENS upholds academic standards and maintains a scholarly atmosphere.
    1 5% 5‐Strongly Agree
    2 11% 4‐Agree
    3 16% 3‐Neutral
    4 21% 2‐Disagree
    9 47% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean STEVENS makes personnel decisions in a professional, unbiased manner.
    1 5% 5‐Strongly Agree
    1 5% 4‐Agree
    1 5% 3‐Neutral
    4 20% 2‐Disagree
    13 65% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean STEVENS uses faculty governance processes to make decisions in a collegial manner.
    0 0% 5‐Strongly Agree
    2 10% 4‐Agree
    1 5% 3‐Neutral
    4 19% 2‐Disagree
    14 67% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean STEVENS distributes discretionary money fairly.
    2 10% 5‐Strongly Agree
    1 5% 4‐Agree
    3 15% 3‐Neutral
    4 20% 2‐Disagree
    9 45% 1‐Strongly Disagree
    1 5% 0‐Do Not Know

    Dean STEVENS is a good administrator.
    1 5% 5‐Strongly Agree
    1 5% 4‐Agree
    1 5% 3‐Neutral
    5 25% 2‐Disagree
    12 60% 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
    0 0% 4‐Agree
    4 20% 3‐Neutral
    3 15% 2‐Disagree
    12 60% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Overall, Dean STEVENS is:
    1 5% 5‐Excellent
    1 5% 4‐Above Average
    1 5% 3‐Average
    5 24% 2‐Below Average
    13 62% 1‐Poor
    0 0% 0‐Do Not Know

    Jeffrey Buller
    Honors College

    Dean JEFFREY BULLER consults faculty/staff before making important decisions.
    0 0% 5‐Strongly Agree
    5 63% 4‐Agree
    0 0% 3‐Neutral
    2 25% 2‐Disagree
    1 13% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean BULLER upholds academic standards and maintains a scholarly atmosphere.
    2 25% 5‐Strongly Agree
    4 50% 4‐Agree
    0 0% 3‐Neutral
    1 13% 2‐Disagree
    1 13% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean BULLER makes personnel decisions in a professional, unbiased manner.
    0 0% 5‐Strongly Agree
    4 57% 4‐Agree
    1 14% 3‐Neutral
    2 29% 2‐Disagree
    0 0% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean BULLER uses faculty governance processes to make decisions in a collegial manner.
    2 25% 5‐Strongly Agree
    4 50% 4‐Agree
    0 0% 3‐Neutral
    0 0% 2‐Disagree
    2 25% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean BULLER distributes discretionary money fairly.
    0 0% 5‐Strongly Agree
    4 50% 4‐Agree
    2 25% 3‐Neutral
    0 0% 2‐Disagree
    1 13% 1‐Strongly Disagree
    1 13% 0‐Do Not Know

    Dean BULLER is a good administrator.
    0 0% 5‐Strongly Agree
    2 25% 4‐Agree
    3 38% 3‐Neutral
    1 13% 2‐Disagree
    2 25% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean BULLER is an effective leader who promotes the college/unit.
    2 25% 5‐Strongly Agree
    2 25% 4‐Agree
    2 25% 3‐Neutral
    0 0% 2‐Disagree
    2 25% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Overall, Dean BULLER is:
    0 0% 5‐Excellent
    4 50% 4‐Above Average
    2 25% 3‐Average
    0 0% 2‐Below Average
    2 25% 1‐Poor
    0 0% 0‐Do Not Know

    Anne Boykin
    Nursing

    Dean ANNE BOYKIN consults faculty/staff before making important decisions.
    6 55% 5‐Strongly Agree
    2 18% 4‐Agree
    0 0% 3‐Neutral
    1 9% 2‐Disagree
    2 18% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean BOYKIN upholds academic standards and maintains a scholarly atmosphere.
    7 64% 5‐Strongly Agree
    2 18% 4‐Agree
    0 0% 3‐Neutral
    0 0% 2‐Disagree
    2 18% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean BOYKIN makes personnel decisions in a professional, unbiased manner.
    6 55% 5‐Strongly Agree
    2 18% 4‐Agree
    0 0% 3‐Neutral
    2 18% 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.
    5 50% 5‐Strongly Agree
    2 20% 4‐Agree
    1 10% 3‐Neutral
    0 0% 2‐Disagree
    2 20% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean BOYKIN distributes discretionary money fairly.
    4 36% 5‐Strongly Agree
    2 18% 4‐Agree
    2 18% 3‐Neutral
    0 0% 2‐Disagree
    2 18% 1‐Strongly Disagree
    1 9% 0‐Do Not Know

    Dean BOYKIN is a good administrator.
    7 70% 5‐Strongly Agree
    1 10% 4‐Agree
    1 10% 3‐Neutral
    1 10% 2‐Disagree
    0 0% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean BOYKIN is an effective leader who promotes the college/unit.
    7 64% 5‐Strongly Agree
    2 18% 4‐Agree
    2 18% 3‐Neutral
    0 0% 2‐Disagree
    0 0% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Overall, Dean BOYKIN is:
    7 64% 5‐Excellent
    1 9% 4‐Above Average
    1 9% 3‐Average
    0 0% 2‐Below Average
    2 18% 1‐Poor
    0 0% 0‐Do Not Know

    Gary Perry
    Science

    Dean GARY PERRY consults faculty/staff before making important decisions.
    6 30% 5‐Strongly Agree
    5 25% 4‐Agree
    2 10% 3‐Neutral
    4 20% 2‐Disagree
    3 15% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean PERRY upholds academic standards and maintains a scholarly atmosphere.
    11 55% 5‐Strongly Agree
    1 5% 4‐Agree
    2 10% 3‐Neutral
    4 20% 2‐Disagree
    2 10% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean PERRY makes personnel decisions in a professional, unbiased manner.
    7 35% 5‐Strongly Agree
    5 25% 4‐Agree
    1 5% 3‐Neutral
    1 5% 2‐Disagree
    5 25% 1‐Strongly Disagree
    1 5% 0‐Do Not Know

    Dean PERRY uses faculty governance processes to make decisions in a collegial manner.
    6 32% 5‐Strongly Agree
    2 11% 4‐Agree
    4 21% 3‐Neutral
    2 11% 2‐Disagree
    4 21% 1‐Strongly Disagree
    1 5% 0‐Do Not Know

    Dean PERRY distributes discretionary money fairly.
    6 32% 5‐Strongly Agree
    5 26% 4‐Agree
    1 5% 3‐Neutral
    3 16% 2‐Disagree
    3 16% 1‐Strongly Disagree
    1 5% 0‐Do Not Know

    Dean PERRY is a good administrator.
    8 40% 5‐Strongly Agree
    4 20% 4‐Agree
    2 10% 3‐Neutral
    5 25% 2‐Disagree
    1 5% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean PERRY is an effective leader who promotes the college/unit.
    10 50% 5‐Strongly Agree
    2 10% 4‐Agree
    2 10% 3‐Neutral
    2 10% 2‐Disagree
    4 20% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Overall, Dean PERRY is:
    7 33% 5‐Excellent
    6 29% 4‐Above Average
    2 10% 3‐Average
    3 14% 2‐Below Average
    3 14% 1‐Poor
    0 0% 0‐Do Not Know

    William Miller
    University Libraries

    Dean WILLIAM MILLER consults faculty/staff before making important decisions.
    1 17% 5‐Strongly Agree
    0 0% 4‐Agree
    1 17% 3‐Neutral
    2 33% 2‐Disagree
    2 33% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean MILLER upholds academic standards and maintains a scholarly atmosphere.
    1 17% 5‐Strongly Agree
    2 33% 4‐Agree
    3 50% 3‐Neutral
    0 0% 2‐Disagree
    0 0% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean MILLER makes personnel decisions in a professional, unbiased manner.
    1 17% 5‐Strongly Agree
    0 0% 4‐Agree
    1 17% 3‐Neutral
    4 67% 2‐Disagree
    0 0% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean MILLER uses faculty governance processes to make decisions in a collegial manner.
    0 0% 5‐Strongly Agree
    1 17% 4‐Agree
    2 33% 3‐Neutral
    2 33% 2‐Disagree
    1 17% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean MILLER distributes discretionary money fairly.
    1 17% 5‐Strongly Agree
    1 17% 4‐Agree
    0 0% 3‐Neutral
    3 50% 2‐Disagree
    1 17% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean MILLER is a good administrator.
    1 17% 5‐Strongly Agree
    2 33% 4‐Agree
    2 33% 3‐Neutral
    1 17% 2‐Disagree
    0 0% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Dean MILLER is an effective leader who promotes the college/unit.
    1 17% 5‐Strongly Agree
    3 50% 4‐Agree
    2 33% 3‐Neutral
    0 0% 2‐Disagree
    0 0% 1‐Strongly Disagree
    0 0% 0‐Do Not Know

    Overall, Dean MILLER is:
    1 17% 5‐Excellent
    1 17% 4‐Above Average
    3 50% 3‐Average
    0 0% 2‐Below Average
    0 0% 1‐Poor
    1 17% 0‐Do Not Know

    Barry Rosson
    Graduate College

    Graduate College Dean BARRY ROSSON consults faculty/staff before making important decisions.
    9 6% 5‐Strongly Agree
    20 13% 4‐Agree
    28 19% 3‐Neutral
    16 11% 2‐Disagree
    28 19% 1‐Strongly Disagree
    50 33% 0‐Do Not Know

    Dean ROSSON upholds academic standards and maintains a scholarly atmosphere.
    14 9% 5‐Strongly Agree
    34 23% 4‐Agree
    18 12% 3‐Neutral
    12 8% 2‐Disagree
    25 17% 1‐Strongly Disagree
    47 31% 0‐Do Not Know

    Dean ROSSON uses faculty governance processes to make decisions in a collegial manner.
    5 3% 5‐Strongly Agree
    24 16% 4‐Agree
    26 18% 3‐Neutral
    17 11% 2‐Disagree
    23 16% 1‐Strongly Disagree
    53 36% 0‐Do Not Know

    Dean ROSSON is a good administrator.
    7 5% 5‐Strongly Agree
    25 17% 4‐Agree
    23 16% 3‐Neutral
    17 12% 2‐Disagree
    24 16% 1‐Strongly Disagree
    50 34% 0‐Do Not Know

    Dean ROSSON effectively leads University Graduate education programs and faculty.
    9 6% 5‐Strongly Agree
    26 17% 4‐Agree
    24 16% 3‐Neutral
    15 10% 2‐Disagree
    26 17% 1‐Strongly Disagree
    49 33% 0‐Do Not Know

    Dean ROSSON competently administers Graduate College operations.
    9 6% 5‐Strongly Agree
    31 21% 4‐Agree
    19 13% 3‐Neutral
    15 10% 2‐Disagree
    25 17% 1‐Strongly Disagree
    52 34% 0‐Do Not Know

    Overall, Dean ROSSON is:
    11 7% 5‐Excellent
    21 14% 4‐Above Average
    23 15% 3‐Average
    18 12% 2‐Below Average
    28 18% 1‐Poor
    52 34% 0‐Do Not Know

    Edward Pratt
    Undergraduate College

    Undergraduate Studies Dean EDWARD PRATT consults faculty/staff before making important decisions
    20 14% 5‐Strongly Agree
    35 24% 4‐Agree
    20 14% 3‐Neutral
    6 4% 2‐Disagree
    10 7% 1‐Strongly Disagree
    53 37% 0‐Do Not Know

    Dean PRATT upholds academic standards and maintains a scholarly atmosphere.
    25 18% 5‐Strongly Agree
    30 21% 4‐Agree
    18 13% 3‐Neutral
    7 5% 2‐Disagree
    10 7% 1‐Strongly Disagree
    51 36% 0‐Do Not Know

    Dean PRATT uses faculty governance processes to make decisions in a collegial manner.
    21 15% 5‐Strongly Agree
    27 19% 4‐Agree
    23 16% 3‐Neutral
    6 4% 2‐Disagree
    8 6% 1‐Strongly Disagree
    55 39% 0‐Do Not Know

    Dean PRATT is a good administrator.
    21 15% 5‐Strongly Agree
    30 21% 4‐Agree
    23 16% 3‐Neutral
    7 5% 2‐Disagree
    9 6% 1‐Strongly Disagree
    50 36% 0‐Do Not Know

    Dean PRATT effectively leads undergraduate programs and faculty.
    23 16 5‐Strongly Agree
    29 21 4‐Agree
    22 16 3‐Neutral
    7 5 2‐Disagree
    10 7 1‐Strongly Disagree
    49 35 0‐Do Not Know

    Dean PRATT competently administers Undergraduate Studies operations.
    24 17% 5‐Strongly Agree
    21 15% 4‐Agree
    26 18% 3‐Neutral
    5 4% 2‐Disagree
    10 7% 1‐Strongly Disagree
    55 39% 0‐Do Not Know

    Overall Dean PRATT is:
    25 17% 5‐Excellent
    32 22% 4‐Above Average
    21 14% 3‐Average
    7 5% 2‐Below Average
    8 5% 1‐Poor
    53 36% 0‐Do Not Know

    Joyanne Stephens
    Regional Campuses

    Vice President for Regional Campuses Joyanne STEPHENS is a good administrator.
    7 13% 5‐Strongly Agree
    10 19% 4‐Agree
    8 15% 3‐Neutral
    5 9% 2‐Disagree
    4 7% 1‐Strongly Disagree
    20 37% 0‐Do Not Know

    Vice President STEPHENS uses faculty governance processes to make decisions in a collegial manner.
    3 6% 5‐Strongly Agree
    11 21% 4‐Agree
    9 17% 3‐Neutral
    5 10% 2‐Disagree
    3 6% 1‐Strongly Disagree
    21 40% 0‐Do Not Know

    Vice President STEPHENS keeps faculty informed about decisions.
    2 4% 5‐Strongly Agree
    14 27% 4‐Agree
    5 10% 3‐Neutral
    9 18% 2‐Disagree
    10 20% 1‐Strongly Disagree
    11 22% 0‐Do Not Know

    Vice President STEPHENS ensures that campus fiscal resources are appropriately allotted and expended.
    6 12% 5‐Strongly Agree
    9 18% 4‐Agree
    5 10% 3‐Neutral
    4 8% 2‐Disagree
    4 8% 1‐Strongly Disagree
    23 45% 0‐Do Not Know

    Vice President STEPHENS is competent in overseeing daily campus operations
    7 14% 5‐Strongly Agree
    9 18% 4‐Agree
    6 12% 3‐Neutral
    4 8% 2‐Disagree
    6 12% 1‐Strongly Disagree
    19 37% 0‐Do Not Know

    Vice President STEPHENS is an effective leader who promotes the development of the campus.
    5 10% 5‐Strongly Agree
    7 14% 4‐Agree
    7 14% 3‐Neutral
    5 10% 2‐Disagree
    8 16% 1‐Strongly Disagree
    17 35% 0‐Do Not Know

    Overall, Vice President STEPHENS is:
    8 16% 5‐Excellent
    9 18% 4‐Above Average
    6 12% 3‐Average
    6 12% 2‐Below Average
    5 10% 1‐Poor
    16 32% 0‐Do Not Know

    Diane Alperin
    Interim Provost

    Interim Provost DIANE ALPERIN is a good administrator.
    32 19% 5‐Strongly Agree
    42 24% 4‐Agree
    29 17% 3‐Neutral
    16 9% 2‐Disagree
    31 18% 1‐Strongly Disagree
    22 13% 0‐Do Not Know

    Interim Provost ALPERIN uses faculty governance processes to make decisions.
    20 12% 5‐Strongly Agree
    41 24% 4‐Agree
    28 17% 3‐Neutral
    19 11% 2‐Disagree
    33 20% 1‐Strongly Disagree
    27 16% 0‐Do Not Know

    Interim Provost ALPERIN keeps faculty informed about decisions.
    22 13% 5‐Strongly Agree
    50 30% 4‐Agree
    29 17% 3‐Neutral
    20 12% 2‐Disagree
    28 17% 1‐Strongly Disagree
    20 12% 0‐Do Not Know

    Interim Provost ALPERIN makes sure that Vice‐Presidents and Deans make fair decisions.
    15 9% 5‐Strongly Agree
    28 17% 4‐Agree
    29 17% 3‐Neutral
    24 14% 2‐Disagree
    37 22% 1‐Strongly Disagree
    35 21% 0‐Do Not Know

    Interim Provost ALPERIN upholds academic standards and maintains a scholarly atmosphere.
    25 15% 5‐Strongly Agree
    50 30% 4‐Agree
    27 16% 3‐Neutral
    12 7% 2‐Disagree
    33 19% 1‐Strongly Disagree
    22 13% 0‐Do Not Know

    Interim Provost ALPERIN is an effective leader who promotes the development of the university.
    23 14% 5‐Strongly Agree
    43 25% 4‐Agree
    28 17% 3‐Neutral
    10 6% 2‐Disagree
    37 22% 1‐Strongly Disagree
    28 17% 0‐Do Not Know

    Overall, Interim Provost ALPERIN is:
    24 14% 5‐Excellent
    39 23% 4‐Above Average
    36 21% 3‐Average
    14 8% 2‐Below Average
    35 20% 1‐Poor
    24 14% 0‐Do Not Know

    John Pritchett
    Interim President

    Interim President JOHN PRITCHET makes sure that administrators make decisions fairly and in the best
    interests of the university.
    29 16% 5‐Strongly Agree
    41 23% 4‐Agree
    28 16% 3‐Neutral
    23 13% 2‐Disagree
    38 21% 1‐Strongly Disagree
    19 11% 0‐Do Not Know

    Interim President PRITCHETT makes decisions that are in the best interests of the faculty and
    professional staff.
    26 15% 5‐Strongly Agree
    45 26% 4‐Agree
    29 17% 3‐Neutral
    20 11% 2‐Disagree
    37 21% 1‐Strongly Disagree
    18 10% 0‐Do Not Know

    Interim President PRITCHETT upholds academic standards and encourages a scholarly atmosphere.
    37 21% 5‐Strongly Agree
    53 30% 4‐Agree
    28 16% 3‐Neutral
    12 7% 2‐Disagree
    30 17% 1‐Strongly Disagree
    18 10% 0‐Do Not Know

    Interim President PRITCHETT is an effective leader who promotes the development of the university.
    30 17% 5‐Strongly Agree
    47 27% 4‐Agree
    33 19% 3‐Neutral
    17 10% 2‐Disagree
    32 18% 1‐Strongly Disagree
    18 10% 0‐Do Not Know

    Overall, Interim President PRITCHETT is:
    30 17% 5‐Excellent
    44 24% 4‐Above Average
    43 24% 3‐Average
    17 9% 2‐Below Average
    30 17% 1‐Poor
    16 9% 0‐Do Not Know

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  • Apr
    13

    April 13, 2010. Over the past several years administrative positions (AMP) have far outpaced most other categories, particularly faculty involved in instruction, FAU data suggest.

    2003

    2004

    2005

    2006

    2007

    2008

    2009

    % Change 2003-2009

    Faculty

    966

    1,013

    1,040

    1,041

    1,070

    1,090

    1,059

    10%

    Instructional       Faculty

    733

    736

    766

    775

    809

    804

    792

    8%

    Tenured and
    Tenure Earning

    557 581

    684

    685

    676

    665

    16%

    AMP

    642

    686

    717

    795

    846

    879

    856

    33%

    SP

    733

    773

    729

    710

    703

    773

    730

    -0%

    OPS

    413

    476

    384

    399

    391

    377

    365

    -3%

    Adjuncts

    581

    675

    650

    530

    567

    531

    564

    -3%

    Graduate Student

    675

    742

    764

    867

    846

    893


    925

    37%

    Total

    4,010

    4,365

    4,284

    4,342

    4,423

    4,543

    4,499

    12%

    Source:  FAU Fact Book, various years. Click here to obtain more detailed information about the disproportionate growth of administrative versus faculty positions at FAU.

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  • Apr
    10

    April 10, 2010. UFF can help create a workplace where faculty and staff are treated fairly and with respect, but it is only as strong as the degree of member involvement.

    I picked one hell of a year to make my debut as UFF-FAU Chapter President. In the winter of 2008 a colleague who was also involved in UFF telephoned me and said they had been informed that no one from UFF was returning Palm Beach Post reporter Kim Miller’s calls. Miller really wanted to speak to a faculty and union member who would provide some remarks that might contrast with the administration’s press releases and soundbites, and reflect what at least some of the faculty likely have on their minds.

    And then this person essentially said, “If you do speak to the press you had better be careful because they’re going to come after you.” I had heard similar remarks previously from others. For example, that Frank Brogan likely has an enemies list and you had better not speak out of turn or you’ll find yourself on it. So, I thought, “Who are we working with? The mob?”

    So, I made a decision to speak to reporters as frequently as they wished. I figured that the administration likely has the power to retaliate, and Mr. Brogan may have an enemies list. Yet, as scholars we have an obligation to stand up and speak out against an environment of intimidation, fear and favoritism. Such an environment is totally antithetical to what we do–which is to inquire, to question, to teach, and to do so from certain underlying principles of morality and truth. And sometimes the truth flies in the face of the latest press release.

    In addition, we have a union. Some of us even have tenure. And since we have these things we should put them good use; to create a workplace where faculty and staff are treated fairly and with respect.

    That being said, this past year has felt more like ten years. The Union may have lost some battles. For example, the Trustees’ decision on the 2.5% salary increase that our bargaining team fought so hard to secure. It was just when I was learning the ropes of being a Chapter officer when I attended the Board of Trustees Personnel Committee Hearing last April, and the decision was made to vote down that very modest salary increase. I can’t convey to you how humiliated the faculty in attendance were made to feel at that venue.

    With the layoffs of tenured faculty in the College of Engineering the following month it appeared that the administration had bent the stick too far. This was an overt attack on tenure, the Collective Bargaining Agreement, and the faculty as a whole. As one member of the Faculty Senate remarked on June 5, “If they can do that to them, they can do it to any of us.”

    I think it’s safe to say that in the wake of these events the Union and the Faculty Senate fought vigorously to defend tenure and enforce our Contract. The five faculty members who were laid off have since been appointed to positions–not their original positions–but positions with their tenure and seniority intact.

    We also learned a few days ago that the administration is moving to do away with the College of Engineering’s “functional units,” which were used to cordon off faculty in that College for layoffs. I’m not holding my breath for administrators to issue a statement that these actions were in response to the steadfastness of UFF, the Faculty Senate, and the Faculty Assembly in Engineering. But I would like to think that these bodies may have had some modest influences on these decisions. We should especially thank Faculty Senate President Tim Lenz for his leadership over the past year, UFF Grievance Chair Doug Broadfield, and UFF Service Unit Coordinator Bruce Nissen.

    FAU also has a new university president who’s been appointed and we would like to think that perhaps we’re turning a corner.

    Another exciting thing the Chapter is undertaking is a campaign to build our membership. As some of you know, this involves one-on-one contact with colleagues asking that they pay their dues, thereby becoming full-fledged UFF members. We have to remember that Florida is a right to work state, and as public employees we do not have the right not to work.

    In 2003 an overwhelming majority of FAU faculty members voted to recertify United Faculty of Florida as their bargaining representative. But, in a right to work state the same faculty can opt out of paying their dues. That’s why, aside from bargaining and contract enforcement, we have to constantly build our membership. We do that by asking colleagues to become dues-paying members. We also have to make sure that all of our resources go toward building membership. That’s what makes the chapter, the statewide UFF and FEA, and our national affiliates, NEA and AFT, strong advocates for higher education in the state and federal legislative levels and capable of rendering aid locally when we need it.

    Why is this important? Well, take for example what Republican legislators in Tallahassee are presently trying to do to the Florida Retirement System. Or what they’re trying to do to Florida’s school teachers. FEA lobbyists are in the halls of the capitol defending FRS, and prompting us to telephone and email our legislators to preserve the retirement system and teacher tenure.

    Our website has averaged close to 1,000 hits daily over the past three-to-four weeks. We could not keep you updated on this unless our state affiliate had the resources to put people on the ground to report back to us and coordinate collective action. The same can be said for providing our chapter with legal assistance when that has become necessary.

    So, our dues-paying membership is growing. We have about 42 new members sign up since September. Please thank Rob McCarthy, Mike Budd, and Dave Lee for all of their hard work on membership.

    On that note, I don’t see our Chapter moving forward in the medium and long term without us building a strong sense of community and purpose. What does that entail? It entails becoming involved, even if that involvement is one or two hours per month. We can’t have a union just by people paying their dues in case something goes wrong. The union is not merely a service plan. It consists of the collective activity of its members.

    We are fortunate enough to have jobs that allow us an incredible degree of professional autonomy and freedom. This makes it that much easier to say, “Well, let them do it. I’ve got my own projects and deadlines, so let the ‘union people’ do it.”

    With that attitude we’ll never develop. We are the union. When we begin thinking and acting more so along those lines–each of us making a modest commitment toward building the union–we’ll be on our way. Then there will be nothing that can stop us.

    James Tracy
    UFF-FAU President

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  • Apr
    1

    April 1, 2010. In June 2009 the University’s assets had increased by $76.8 million over 2008, operating revenue was up 14.6%, and liabilities decreased 1.3%.

    FINANCIAL HIGHLIGHTS

    The University’s assets totaled $974.3 million at June 30, 2009. This balance reflects a $76.8 million, or 8.6 percent increase from the 2007-08 fiscal year, resulting from invested funds from student collections on hand and amounts due from the State for public education capital outlay (PECO) appropriations. While assets grew, liabilities decreased by $2.4 million, or 1.3 percent, totaling $185.5 million at June 30, 2009, compared to $187.9 million at June 30, 2008.

    As a result, the University’s net assets increased by $79.1 million, reaching a year-end balance of $788.8 million. The University’s operating revenues totaled $201.8 million for the 2008-09 fiscal year, representing a 14.6 percent increase over the 2007-08 fiscal year due mainly to a receipt of $8.8 million from the Florida Energy System Consortium. Operating expenses totaled $395.2 million for the 2008-09 fiscal year, representing an increase of 1.7 percent over the 2007-08 fiscal year (P. 3).

    Download entire FAU Financial Audit in pdf by clicking here.

    See related posts:

    University Administrators Nationwide Cry Crocodile Tears Over Budgets

    Review of 2007-08 Financial Audits of Florida Atlantic University (pdf)

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