Administration Evaluation Committee 2005 results

Mary Sue Coleman, President

Combined report for all units

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 3153 565 18 111 227 99 59 22 47 3.85 4.03
Q2 actively promotes an environment for teaching excellence. 3153 564 18 87 219 120 54 22 62 3.75 3.84
Q3 consults the faculty adequately before making important decisions. 3153 566 18 29 82 142 111 58 144 2.80 2.99
Q4 makes excellent administrative appointments. 3153 564 18 48 150 158 75 39 94 3.27 3.30
Q5 effectively represents the interests of the university to the regents and state officials. 3153 565 18 124 212 76 39 20 94 3.97 4.13
Q6 is attentive to long-term, strategic issues that affect the university. 3153 564 18 116 199 90 61 38 60 3.82 3.93
Q7 successfully raises funds to support the mission of the university. 3153 565 18 109 223 80 28 8 117 3.98 4.10
Q8 inspires confidence in leadership overall. 3153 563 18 107 186 121 71 49 29 3.64 3.72

Separate report for College of Literature, Science, and the Arts

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 930 153 16 18 60 27 23 11 14 3.64 3.79
Q2 actively promotes an environment for teaching excellence. 930 153 16 14 56 34 19 10 20 3.56 3.61
Q3 consults the faculty adequately before making important decisions. 930 153 16 3 22 31 38 23 36 2.43 2.52
Q4 makes excellent administrative appointments. 930 153 16 7 33 47 18 18 30 3.04 3.08
Q5 effectively represents the interests of the university to the regents and state officials. 930 153 16 23 57 22 14 11 26 3.79 3.94
Q6 is attentive to long-term, strategic issues that affect the university. 930 152 16 22 50 28 19 16 17 3.59 3.77
Q7 successfully raises funds to support the mission of the university. 930 153 16 21 59 20 8 4 41 3.91 4.18
Q8 inspires confidence in leadership overall. 930 152 16 16 49 40 21 20 6 3.30 3.39

Separate report for Medical School

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 896 146 16 36 68 23 7 0 12 4.04 4.39
Q2 actively promotes an environment for teaching excellence. 896 146 16 29 67 24 8 1 17 3.97 4.24
Q3 consults the faculty adequately before making important decisions. 896 147 16 7 25 44 21 9 41 3.02 3.40
Q4 makes excellent administrative appointments. 896 146 16 13 52 40 14 5 22 3.56 3.68
Q5 effectively represents the interests of the university to the regents and state officials. 896 146 16 37 67 18 2 3 19 4.10 4.50
Q6 is attentive to long-term, strategic issues that affect the university. 896 146 16 38 64 16 10 5 13 4.05 4.27
Q7 successfully raises funds to support the mission of the university. 896 146 16 34 65 18 4 1 24 4.08 4.14
Q8 inspires confidence in leadership overall. 896 147 16 38 59 24 12 6 8 3.97 4.17

Separate report for College of Engineering

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 356 95 27 7 26 26 18 8 10 3.13 3.39
Q2 actively promotes an environment for teaching excellence. 356 95 27 5 24 32 14 6 14 3.14 3.19
Q3 consults the faculty adequately before making important decisions. 356 95 27 3 6 26 24 14 22 2.44 2.59
Q4 makes excellent administrative appointments. 356 94 26 5 14 21 24 11 19 2.62 2.82
Q5 effectively represents the interests of the university to the regents and state officials. 356 95 27 9 25 19 15 4 23 3.39 3.72
Q6 is attentive to long-term, strategic issues that affect the university. 356 95 27 9 21 22 22 9 12 2.98 3.26
Q7 successfully raises funds to support the mission of the university. 356 95 27 8 29 20 12 2 24 3.55 3.65
Q8 inspires confidence in leadership overall. 356 94 26 7 20 24 21 12 10 2.88 3.09

Separate report for Ross School of Business Administration

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 120 19 16 7 6 3 1 0 2 4.25 4.06
Q2 actively promotes an environment for teaching excellence. 120 19 16 6 4 6 0 0 3 4.00 3.92
Q3 consults the faculty adequately before making important decisions. 120 19 16 2 2 3 2 3 7 2.83 2.75
Q4 makes excellent administrative appointments. 120 19 16 3 4 6 1 1 4 3.42 3.25
Q5 effectively represents the interests of the university to the regents and state officials. 120 19 16 8 5 4 0 0 2 4.40 3.92
Q6 is attentive to long-term, strategic issues that affect the university. 120 19 16 7 5 4 0 1 2 4.20 4.25
Q7 successfully raises funds to support the mission of the university. 120 19 16 5 5 4 0 0 5 4.10 4.00
Q8 inspires confidence in leadership overall. 120 19 16 6 6 4 2 1 0 3.92 3.71

Separate report for School of Music

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 119 15 13 2 9 0 4 0 0 3.89 3.90
Q2 actively promotes an environment for teaching excellence. 119 15 13 2 8 1 4 0 0 3.81 3.72
Q3 consults the faculty adequately before making important decisions. 119 15 13 1 3 4 2 0 5 3.25 3.08
Q4 makes excellent administrative appointments. 119 15 13 3 5 4 3 0 0 3.60 3.17
Q5 effectively represents the interests of the university to the regents and state officials. 119 15 13 4 8 1 0 0 2 4.19 3.77
Q6 is attentive to long-term, strategic issues that affect the university. 119 15 13 2 9 3 0 0 1 3.94 3.64
Q7 successfully raises funds to support the mission of the university. 119 15 13 4 8 1 0 0 2 4.19 3.71
Q8 inspires confidence in leadership overall. 119 15 13 3 7 4 1 0 0 3.86 3.50

Separate report for School of Public Health

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 116 12 10 3 5 2 0 1 1 4.00 4.58
Q2 actively promotes an environment for teaching excellence. 116 12 10 2 6 2 0 1 1 3.92 3.33
Q3 consults the faculty adequately before making important decisions. 116 12 10 0 3 1 4 1 3 2.38 3.50
Q4 makes excellent administrative appointments. 116 12 10 1 6 3 0 0 2 3.83 3.83
Q5 effectively represents the interests of the university to the regents and state officials. 116 12 10 5 4 0 0 0 3 4.60 4.94
Q6 is attentive to long-term, strategic issues that affect the university. 116 12 10 5 3 2 0 0 2 4.50 4.86
Q7 successfully raises funds to support the mission of the university. 116 12 10 4 5 0 1 0 2 4.30 4.50
Q8 inspires confidence in leadership overall. 116 11 9 4 4 2 1 0 0 4.12 4.58

Separate report for Library

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 108 21 19 4 13 4 0 0 0 4.00 4.41
Q2 actively promotes an environment for teaching excellence. 108 21 19 3 9 7 0 1 1 3.72 4.00
Q3 consults the faculty adequately before making important decisions. 108 21 19 0 1 7 4 0 9 2.79 3.33
Q4 makes excellent administrative appointments. 108 21 19 1 6 7 3 0 4 3.29 3.50
Q5 effectively represents the interests of the university to the regents and state officials. 108 21 19 5 12 1 1 0 2 4.12 4.39
Q6 is attentive to long-term, strategic issues that affect the university. 108 21 19 3 12 2 0 1 3 4.00 4.35
Q7 successfully raises funds to support the mission of the university. 108 21 19 4 11 3 1 0 2 4.00 4.44
Q8 inspires confidence in leadership overall. 108 21 19 4 11 4 1 0 1 3.95 4.18

Separate report for School of Dentistry

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 75 18 24 6 6 2 2 2 0 4.00 4.60
Q2 actively promotes an environment for teaching excellence. 75 18 24 6 6 3 1 2 0 4.00 4.20
Q3 consults the faculty adequately before making important decisions. 75 18 24 3 3 4 2 4 2 3.00 3.17
Q4 makes excellent administrative appointments. 75 18 24 2 6 3 1 3 3 3.58 3.83
Q5 effectively represents the interests of the university to the regents and state officials. 75 18 24 5 7 0 3 2 1 4.00 4.62
Q6 is attentive to long-term, strategic issues that affect the university. 75 18 24 6 4 4 1 3 0 3.75 4.86
Q7 successfully raises funds to support the mission of the university. 75 18 24 4 10 0 1 1 2 4.10 4.62
Q8 inspires confidence in leadership overall. 75 18 24 4 2 6 1 4 1 3.08 4.75

Separate report for School of Education

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 56 14 25 6 6 2 0 0 0 4.33 4.62
Q2 actively promotes an environment for teaching excellence. 56 14 25 5 8 1 0 0 0 4.25 3.83
Q3 consults the faculty adequately before making important decisions. 56 14 25 4 2 3 2 0 3 3.75 3.67
Q4 makes excellent administrative appointments. 56 14 25 5 4 1 1 0 3 4.38 3.67
Q5 effectively represents the interests of the university to the regents and state officials. 56 14 25 5 3 3 0 0 3 4.33 4.30
Q6 is attentive to long-term, strategic issues that affect the university. 56 14 25 5 7 1 0 0 1 4.29 4.33
Q7 successfully raises funds to support the mission of the university. 56 14 25 3 7 2 0 0 2 4.07 4.60
Q8 inspires confidence in leadership overall. 56 14 25 5 4 3 2 0 0 4.00 4.00

Separate report for Law School

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 54 2 4 1 1 0 0 0 0 4.50 4.00
Q2 actively promotes an environment for teaching excellence. 54 2 4 1 1 0 0 0 0 4.50 5.00
Q3 consults the faculty adequately before making important decisions. 54 2 4 1 1 0 0 0 0 4.50 3.00
Q4 makes excellent administrative appointments. 54 2 4 1 1 0 0 0 0 4.50 3.00
Q5 effectively represents the interests of the university to the regents and state officials. 54 2 4 2 0 0 0 0 0 5.00 4.00
Q6 is attentive to long-term, strategic issues that affect the university. 54 2 4 2 0 0 0 0 0 5.00 2.00
Q7 successfully raises funds to support the mission of the university. 54 2 4 1 1 0 0 0 0 4.50 4.00
Q8 inspires confidence in leadership overall. 54 2 4 2 0 0 0 0 0 5.00 3.00

Separate report for School of Social Work

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 45 23 51 7 6 3 3 0 4 4.08 4.50
Q2 actively promotes an environment for teaching excellence. 45 22 49 6 6 4 4 0 2 3.83 4.12
Q3 consults the faculty adequately before making important decisions. 45 23 51 3 4 3 5 2 6 3.00 3.60
Q4 makes excellent administrative appointments. 45 23 51 5 7 5 4 0 2 3.71 3.62
Q5 effectively represents the interests of the university to the regents and state officials. 45 23 51 8 6 1 2 0 6 4.42 4.43
Q6 is attentive to long-term, strategic issues that affect the university. 45 23 51 7 7 0 3 3 3 4.07 4.50
Q7 successfully raises funds to support the mission of the university. 45 23 51 9 5 4 0 0 5 4.50 4.55
Q8 inspires confidence in leadership overall. 45 23 51 9 4 1 6 2 1 4.00 3.75

Separate report for School of Nursing

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 44 14 32 7 5 0 1 0 1 4.57 4.38
Q2 actively promotes an environment for teaching excellence. 44 14 32 2 7 2 2 0 1 3.86 4.07
Q3 consults the faculty adequately before making important decisions. 44 14 32 1 5 5 2 0 1 3.40 3.50
Q4 makes excellent administrative appointments. 44 14 32 0 5 5 2 1 1 3.20 3.70
Q5 effectively represents the interests of the university to the regents and state officials. 44 14 32 4 7 1 0 0 2 4.21 4.58
Q6 is attentive to long-term, strategic issues that affect the university. 44 14 32 2 7 2 2 0 1 3.86 4.00
Q7 successfully raises funds to support the mission of the university. 44 14 32 5 5 2 0 0 2 4.30 4.50
Q8 inspires confidence in leadership overall. 44 14 32 2 9 1 2 0 0 3.94 4.12

Separate report for College of Pharmacy

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 44 4 9 0 1 1 0 0 2 3.50 5.00
Q2 actively promotes an environment for teaching excellence. 44 4 9 0 1 1 0 0 2 3.50 4.00
Q3 consults the faculty adequately before making important decisions. 44 4 9 0 0 2 0 0 2 3.00 3.00
Q4 makes excellent administrative appointments. 44 4 9 0 1 0 0 0 3 4.00 2.00
Q5 effectively represents the interests of the university to the regents and state officials. 44 4 9 0 2 0 0 0 2 4.00 4.50
Q6 is attentive to long-term, strategic issues that affect the university. 44 4 9 0 2 1 0 0 1 3.75 4.00
Q7 successfully raises funds to support the mission of the university. 44 4 9 0 2 0 0 0 2 4.00 3.50
Q8 inspires confidence in leadership overall. 44 4 9 0 2 2 0 0 0 3.50 3.00

Separate report for School of Natural Resources and Environment

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 41 7 17 2 3 1 0 0 1 4.17 4.12
Q2 actively promotes an environment for teaching excellence. 41 7 17 1 4 1 0 0 1 4.00 4.17
Q3 consults the faculty adequately before making important decisions. 41 7 17 0 2 1 2 0 2 3.00 3.00
Q4 makes excellent administrative appointments. 41 7 17 1 0 5 0 0 1 3.10 3.50
Q5 effectively represents the interests of the university to the regents and state officials. 41 7 17 4 1 0 0 0 2 4.88 4.67
Q6 is attentive to long-term, strategic issues that affect the university. 41 7 17 3 0 1 0 0 3 4.83 4.00
Q7 successfully raises funds to support the mission of the university. 41 7 17 2 3 1 0 0 1 4.17 4.75
Q8 inspires confidence in leadership overall. 41 7 17 2 2 1 1 0 1 4.00 4.12

Separate report for College of Architecture and Urban Planning

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 40 4 10 0 4 0 0 0 0 4.00 4.00
Q2 actively promotes an environment for teaching excellence. 40 4 10 0 3 0 1 0 0 3.83 4.00
Q3 consults the faculty adequately before making important decisions. 40 4 10 0 0 2 0 0 2 3.00
Q4 makes excellent administrative appointments. 40 4 10 0 0 3 1 0 0 2.83
Q5 effectively represents the interests of the university to the regents and state officials. 40 4 10 1 3 0 0 0 0 4.17 4.00
Q6 is attentive to long-term, strategic issues that affect the university. 40 4 10 1 2 1 0 0 0 4.00 4.00
Q7 successfully raises funds to support the mission of the university. 40 4 10 0 2 1 0 0 1 3.75
Q8 inspires confidence in leadership overall. 40 4 10 1 2 1 0 0 0 4.00 3.00

Separate report for School of Art and Design

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 39 7 18 3 2 2 0 0 0 4.25 4.83
Q2 actively promotes an environment for teaching excellence. 39 7 18 3 3 1 0 0 0 4.33 4.50
Q3 consults the faculty adequately before making important decisions. 39 7 18 0 1 4 0 0 2 3.12
Q4 makes excellent administrative appointments. 39 7 18 0 3 3 1 0 0 3.33 3.83
Q5 effectively represents the interests of the university to the regents and state officials. 39 7 18 1 2 4 0 0 0 3.38 4.00
Q6 is attentive to long-term, strategic issues that affect the university. 39 7 18 1 2 2 1 0 1 3.50 4.25
Q7 successfully raises funds to support the mission of the university. 39 7 18 1 2 2 0 0 2 3.75 4.50
Q8 inspires confidence in leadership overall. 39 7 18 1 2 2 0 1 1 3.50 3.50

Separate report for School of Information

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 34 2 6 1 0 1 0 0 0 4.00 4.25
Q2 actively promotes an environment for teaching excellence. 34 2 6 1 1 0 0 0 0 4.50 4.25
Q3 consults the faculty adequately before making important decisions. 34 2 6 0 0 0 0 1 1 1.00 3.25
Q4 makes excellent administrative appointments. 34 2 6 0 1 0 1 0 0 3.00 4.00
Q5 effectively represents the interests of the university to the regents and state officials. 34 2 6 1 0 0 1 0 0 3.50 4.00
Q6 is attentive to long-term, strategic issues that affect the university. 34 2 6 1 0 0 1 0 0 3.50 3.50
Q7 successfully raises funds to support the mission of the university. 34 2 6 1 1 0 0 0 0 4.50 3.50
Q8 inspires confidence in leadership overall. 34 2 6 1 0 0 0 1 0 3.00 3.50

Separate report for Division of Kinesiology

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 21 6 29 1 4 1 0 0 0 4.00 4.00
Q2 actively promotes an environment for teaching excellence. 21 6 29 1 3 0 1 1 0 3.83 3.75
Q3 consults the faculty adequately before making important decisions. 21 6 29 1 2 0 2 1 0 3.00 3.75
Q4 makes excellent administrative appointments. 21 6 29 1 2 2 1 0 0 3.50 3.75
Q5 effectively represents the interests of the university to the regents and state officials. 21 6 29 1 2 1 1 0 1 3.75 3.75
Q6 is attentive to long-term, strategic issues that affect the university. 21 6 29 1 3 0 2 0 0 3.83 3.75
Q7 successfully raises funds to support the mission of the university. 21 6 29 2 2 1 1 0 0 4.00 4.33
Q8 inspires confidence in leadership overall. 21 6 29 1 3 0 0 2 0 3.83 4.00

Separate report for Gerald Ford School of Public Policy

elig. resp. % SA A N D SD NBJ median 2004
median
Q1 actively promotes an environment for scholarly excellence. 15 3 20 0 2 1 0 0 0 3.75 4.00
Q2 actively promotes an environment for teaching excellence. 15 3 20 0 2 1 0 0 0 3.75 4.00
Q3 consults the faculty adequately before making important decisions. 15 3 20 0 0 2 1 0 0 2.75 3.75
Q4 makes excellent administrative appointments. 15 3 20 0 0 3 0 0 0 3.00 4.00
Q5 effectively represents the interests of the university to the regents and state officials. 15 3 20 1 1 1 0 0 0 4.00 4.00
Q6 is attentive to long-term, strategic issues that affect the university. 15 3 20 1 1 1 0 0 0 4.00 4.00
Q7 successfully raises funds to support the mission of the university. 15 3 20 1 1 1 0 0 0 4.00 4.75
Q8 inspires confidence in leadership overall. 15 3 20 1 0 2 0 0 0 3.25 3.50