2006 evaluation results
2006 evaluation results
| SA | A | N | D | SD | NBJ | 2006 median | ||
|---|---|---|---|---|---|---|---|---|
| Q1 | actively promotes an environment for scholarly excellence. | 18 | 43 | 23 | 17 | 11 | 2 | 3.62 |
| Q2 | actively promotes an environment for teaching excellence. | 11 | 49 | 21 | 21 | 11 | 1 | 3.57 |
| Q3 | consults the faculty adequately before making important decisions. | 1 | 21 | 15 | 30 | 40 | 7 | 1.95 |
| Q4 | makes excellent administrative appointments. | 1 | 23 | 32 | 23 | 25 | 10 | 2.62 |
| Q5 | effectively represents the interests of the campus to the President, Regents and state officials. | 8 | 34 | 24 | 14 | 16 | 18 | 3.25 |
| Q6 | is attentive to long-term, strategic issues that affect the campus. | 16 | 38 | 22 | 19 | 16 | 3 | 3.43 |
| Q7 | successfully raises funds to support the mission of the campus. | 4 | 28 | 24 | 16 | 18 | 24 | 2.96 |
| Q8 | inspires confidence in leadership overall. | 10 | 26 | 22 | 21 | 34 | 2 | 2.57 |
| SA | A | N | D | SD | NBJ | 2006 median | ||
|---|---|---|---|---|---|---|---|---|
| Q1 | actively promotes an environment for scholarly excellence. | 7 | 18 | 5 | 7 | 1 | 4 | 3.83 |
| Q2 | actively promotes an environment for teaching excellence. | 5 | 15 | 5 | 9 | 4 | 4 | 3.57 |
| Q3 | consults the faculty adequately before making important decisions. | 1 | 5 | 5 | 14 | 10 | 6 | 2.04 |
| Q4 | makes excellent administrative appointments. | 2 | 8 | 12 | 9 | 4 | 6 | 2.88 |
| Q5 | effectively represents the interests of the campus to the President, Regents and state officials. | 4 | 12 | 10 | 3 | 3 | 9 | 3.50 |
| Q6 | is attentive to long-term, strategic issues that affect the campus. | 4 | 16 | 4 | 6 | 6 | 6 | 3.62 |
| Q7 | successfully raises funds to support the mission of the campus. | 1 | 10 | 12 | 2 | 3 | 13 | 3.25 |
| Q8 | inspires confidence in leadership overall. | 2 | 17 | 7 | 4 | 9 | 3 | 3.43 |
| SA | A | N | D | SD | NBJ | 2006 median | ||
|---|---|---|---|---|---|---|---|---|
| Q1 | actively promotes an environment for scholarly excellence. | 11 | 40 | 14 | 16 | 3 | 6 | 3.73 |
| Q2 | actively promotes an environment for teaching excellence. | 7 | 34 | 14 | 21 | 9 | 5 | 3.39 |
| Q3 | consults the faculty adequately before making important decisions. | 1 | 13 | 10 | 25 | 34 | 6 | 1.80 |
| Q4 | makes excellent administrative appointments. | 1 | 17 | 24 | 18 | 17 | 12 | 2.65 |
| Q5 | effectively represents the interests of the campus to the President, Regents and state officials. | 6 | 30 | 15 | 10 | 8 | 20 | 3.55 |
| Q6 | is attentive to long-term, strategic issues that affect the campus. | 12 | 33 | 12 | 13 | 11 | 9 | 3.64 |
| Q7 | successfully raises funds to support the mission of the campus. | 2 | 26 | 16 | 7 | 9 | 29 | 3.38 |
| Q8 | inspires confidence in leadership overall. | 7 | 26 | 14 | 14 | 25 | 5 | 2.79 |
| SA | A | N | D | SD | NBJ | 2006 median | ||
|---|---|---|---|---|---|---|---|---|
| Q1 | actively promotes an environment for scholarly excellence. | 3 | 6 | 8 | 1 | 5 | 0 | 3.19 |
| Q2 | actively promotes an environment for teaching excellence. | 3 | 12 | 5 | 2 | 1 | 0 | 3.79 |
| Q3 | consults the faculty adequately before making important decisions. | 1 | 4 | 5 | 8 | 4 | 1 | 2.38 |
| Q4 | makes excellent administrative appointments. | 0 | 5 | 8 | 5 | 4 | 1 | 2.75 |
| Q5 | effectively represents the interests of the campus to the President, Regents and state officials. | 0 | 4 | 6 | 3 | 8 | 2 | 2.33 |
| Q6 | is attentive to long-term, strategic issues that affect the campus. | 1 | 6 | 5 | 5 | 6 | 0 | 2.60 |
| Q7 | successfully raises funds to support the mission of the campus. | 1 | 5 | 7 | 3 | 5 | 2 | 2.86 |
| Q8 | inspires confidence in leadership overall. | 1 | 5 | 7 | 5 | 5 | 0 | 2.71 |
| SA | A | N | D | SD | NBJ | 2006 median | ||
|---|---|---|---|---|---|---|---|---|
| Q1 | actively promotes an environment for scholarly excellence. | 3 | 6 | 0 | 1 | 0 | 0 | 4.17 |
| Q2 | actively promotes an environment for teaching excellence. | 2 | 5 | 2 | 1 | 0 | 0 | 3.90 |
| Q3 | consults the faculty adequately before making important decisions. | 0 | 3 | 1 | 2 | 1 | 3 | 3.00 |
| Q4 | makes excellent administrative appointments. | 0 | 3 | 3 | 1 | 0 | 3 | 3.33 |
| Q5 | effectively represents the interests of the campus to the President, Regents and state officials. | 2 | 3 | 1 | 0 | 1 | 3 | 4.00 |
| Q6 | is attentive to long-term, strategic issues that affect the campus. | 3 | 4 | 2 | 0 | 1 | 0 | 4.00 |
| Q7 | successfully raises funds to support the mission of the campus. | 2 | 1 | 3 | 1 | 1 | 2 | 3.17 |
| Q8 | inspires confidence in leadership overall. | 2 | 4 | 1 | 2 | 1 | 0 | 3.75 |
| SA | A | N | D | SD | NBJ | 2006 median | ||
|---|---|---|---|---|---|---|---|---|
| Q1 | actively promotes an environment for scholarly excellence. | 4 | 5 | 3 | 1 | 1 | 0 | 3.90 |
| Q2 | actively promotes an environment for teaching excellence. | 1 | 7 | 1 | 3 | 2 | 0 | 3.64 |
| Q3 | consults the faculty adequately before making important decisions. | 0 | 2 | 2 | 5 | 4 | 1 | 2.00 |
| Q4 | makes excellent administrative appointments. | 0 | 1 | 6 | 4 | 3 | 0 | 2.50 |
| Q5 | effectively represents the interests of the campus to the President, Regents and state officials. | 0 | 3 | 7 | 2 | 1 | 1 | 3.00 |
| Q6 | is attentive to long-term, strategic issues that affect the campus. | 1 | 5 | 3 | 2 | 3 | 0 | 3.17 |
| Q7 | successfully raises funds to support the mission of the campus. | 0 | 3 | 5 | 2 | 2 | 2 | 2.90 |
| Q8 | inspires confidence in leadership overall. | 0 | 4 | 3 | 2 | 5 | 0 | 2.50 |
| SA | A | N | D | SD | NBJ | 2006 median | ||
|---|---|---|---|---|---|---|---|---|
| Q1 | actively promotes an environment for scholarly excellence. | 4 | 4 | 3 | 5 | 3 | 0 | 3.00 |
| Q2 | actively promotes an environment for teaching excellence. | 3 | 6 | 4 | 3 | 3 | 0 | 3.38 |
| Q3 | consults the faculty adequately before making important decisions. | 0 | 4 | 2 | 4 | 7 | 2 | 1.88 |
| Q4 | makes excellent administrative appointments. | 2 | 5 | 3 | 4 | 5 | 0 | 2.67 |
| Q5 | effectively represents the interests of the campus to the President, Regents and state officials. | 4 | 6 | 5 | 2 | 1 | 1 | 3.67 |
| Q6 | is attentive to long-term, strategic issues that affect the campus. | 3 | 6 | 4 | 5 | 1 | 0 | 3.38 |
| Q7 | successfully raises funds to support the mission of the campus. | 0 | 3 | 5 | 5 | 4 | 2 | 2.40 |
| Q8 | inspires confidence in leadership overall. | 2 | 4 | 4 | 2 | 7 | 0 | 2.62 |