2007 evaluation results
2007 evaluation results
| SA | A | N | D | SD | NBJ | 2007 median | 2006 median | 2005* median | 2004* median | ||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Q1 | actively promotes an environment for scholarly excellence. | 9 | 23 | 8 | 11 | 8 | 1 | 3.61 | 3.65 | ||
| Q2 | actively promotes an environment for teaching excellence. | 10 | 19 | 10 | 10 | 9 | 1 | 3.50 | 3.65 | ||
| Q3 | consults the faculty adequately before making important decisions. | 5 | 15 | 11 | 8 | 18 | 3 | 2.73 | 2.34 | ||
| Q4 | makes excellent administrative appointments. | 9 | 11 | 19 | 9 | 6 | 6 | 3.13 | 2.96 | ||
| Q5 | fosters a fair and rigorous promotion and tenure process. | 10 | 17 | 17 | 4 | 5 | 7 | 3.53 | 3.67 | ||
| Q6 | effectively represents the interests of the college / school to senior administrators. | 8 | 10 | 9 | 12 | 14 | 7 | 2.56 | 2.08 | ||
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 8 | 15 | 9 | 12 | 11 | 5 | 3.00 | 3.46 | ||
| Q8 | manages the college's / schools's resources well. | 7 | 11 | 9 | 15 | 13 | 5 | 2.47 | 2.62 | ||
| Q9 | successfully raises funds to support the mission of the college / school. | 2 | 7 | 11 | 7 | 11 | 22 | 2.59 | 2.70 | ||
| Q10 | ensures that unit policies, procedures and available resources are transparent to all faculty. | 9 | 15 | 9 | 8 | 16 | 3 | 3.00 | |||
| Q11 | inspires confidence in leadership overall. | 7 | 13 | 7 | 13 | 17 | 2 | 2.38 | 2.91 |
| SA | A | N | D | SD | NBJ | 2007 median | 2006 median | 2005* median | 2004* median | ||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Q1 | actively promotes an environment for scholarly excellence. | 1 | 8 | 9 | 3 | 0 | 3 | 3.33 | 3.73 | ||
| Q2 | actively promotes an environment for teaching excellence. | 1 | 6 | 5 | 5 | 4 | 3 | 2.80 | 3.55 | ||
| Q3 | consults the faculty adequately before making important decisions. | 1 | 3 | 2 | 9 | 4 | 5 | 2.11 | 2.44 | ||
| Q4 | makes excellent administrative appointments. | 1 | 4 | 6 | 5 | 1 | 7 | 2.92 | 3.00 | ||
| Q5 | fosters a fair and rigorous promotion and tenure process. | 1 | 5 | 5 | 3 | 0 | 10 | 3.30 | 3.00 | ||
| Q6 | effectively represents the interests of the college / school to senior administrators. | 1 | 5 | 4 | 3 | 5 | 6 | 2.75 | 2.83 | ||
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 1 | 5 | 6 | 7 | 2 | 3 | 2.75 | 2.83 | ||
| Q8 | manages the college's / schools's resources well. | 1 | 7 | 2 | 6 | 4 | 4 | 2.50 | 2.80 | ||
| Q9 | successfully raises funds to support the mission of the college / school. | 1 | 4 | 5 | 4 | 1 | 8 | 3.00 | 3.00 | ||
| Q10 | ensures that unit policies, procedures and available resources are transparent to all faculty. | 1 | 4 | 4 | 9 | 3 | 3 | 2.33 | |||
| Q11 | inspires confidence in leadership overall. | 2 | 3 | 8 | 5 | 4 | 2 | 2.75 | 2.90 |
| SA | A | N | D | SD | NBJ | 2007 median | 2006 median | 2005* median | 2004* median | ||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Q1 | actively promotes an environment for scholarly excellence. | 2 | 3 | 1 | 2 | 1 | 0 | 3.67 | |||
| Q2 | actively promotes an environment for teaching excellence. | 2 | 2 | 0 | 3 | 2 | 0 | 2.33 | |||
| Q3 | consults the faculty adequately before making important decisions. | 1 | 1 | 2 | 2 | 2 | 1 | 2.50 | |||
| Q4 | makes excellent administrative appointments. | 2 | 0 | 2 | 1 | 2 | 2 | 2.75 | |||
| Q5 | fosters a fair and rigorous promotion and tenure process. | 3 | 2 | 1 | 0 | 1 | 2 | 4.25 | |||
| Q6 | effectively represents the interests of the college / school to senior administrators. | 2 | 1 | 0 | 1 | 4 | 1 | 1.50 | |||
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 3 | 3 | 0 | 2 | 1 | 0 | 4.00 | |||
| Q8 | manages the college's / schools's resources well. | 2 | 2 | 2 | 0 | 2 | 1 | 3.50 | |||
| Q9 | successfully raises funds to support the mission of the college / school. | 1 | 0 | 4 | 0 | 2 | 2 | 2.88 | |||
| Q10 | ensures that unit policies, procedures and available resources are transparent to all faculty. | 2 | 1 | 1 | 2 | 2 | 1 | 2.50 | |||
| Q11 | inspires confidence in leadership overall. | 1 | 3 | 0 | 3 | 2 | 0 | 2.33 |
| SA | A | N | D | SD | NBJ | 2007 median | 2006 median | 2005* median | 2004* median | ||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Q1 | actively promotes an environment for scholarly excellence. | 2 | 5 | 6 | 3 | 3 | 3 | 3.08 | |||
| Q2 | actively promotes an environment for teaching excellence. | 2 | 3 | 6 | 5 | 3 | 3 | 2.75 | |||
| Q3 | consults the faculty adequately before making important decisions. | 1 | 3 | 1 | 7 | 6 | 4 | 1.93 | |||
| Q4 | makes excellent administrative appointments. | 2 | 5 | 4 | 6 | 1 | 4 | 3.00 | |||
| Q5 | fosters a fair and rigorous promotion and tenure process. | 2 | 4 | 6 | 1 | 2 | 7 | 3.25 | |||
| Q6 | effectively represents the interests of the college / school to senior administrators. | 1 | 5 | 2 | 5 | 3 | 6 | 2.50 | |||
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 2 | 4 | 5 | 6 | 3 | 2 | 2.70 | |||
| Q8 | manages the college's / schools's resources well. | 0 | 3 | 2 | 8 | 3 | 6 | 2.12 | |||
| Q9 | successfully raises funds to support the mission of the college / school. | 0 | 2 | 3 | 2 | 4 | 11 | 2.25 | |||
| Q10 | ensures that unit policies, procedures and available resources are transparent to all faculty. | 2 | 3 | 1 | 7 | 7 | 2 | 1.93 | |||
| Q11 | inspires confidence in leadership overall. | 2 | 2 | 6 | 5 | 6 | 1 | 2.40 |
| SA | A | N | D | SD | NBJ | 2007 median | 2006 median | 2005* median | 2004* median | ||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Q1 | actively promotes an environment for scholarly excellence. | 2 | 7 | 2 | 2 | 0 | 0 | 3.86 | |||
| Q2 | actively promotes an environment for teaching excellence. | 2 | 5 | 3 | 1 | 1 | 1 | 3.70 | |||
| Q3 | consults the faculty adequately before making important decisions. | 1 | 4 | 3 | 2 | 2 | 1 | 3.17 | |||
| Q4 | makes excellent administrative appointments. | 2 | 2 | 5 | 1 | 0 | 3 | 3.30 | |||
| Q5 | fosters a fair and rigorous promotion and tenure process. | 1 | 3 | 2 | 2 | 1 | 4 | 3.25 | |||
| Q6 | effectively represents the interests of the college / school to senior administrators. | 2 | 4 | 3 | 3 | 1 | 0 | 3.33 | |||
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 1 | 2 | 4 | 3 | 0 | 3 | 3.00 | |||
| Q8 | manages the college's / schools's resources well. | 1 | 5 | 3 | 4 | 0 | 0 | 3.33 | |||
| Q9 | successfully raises funds to support the mission of the college / school. | 1 | 4 | 2 | 2 | 0 | 3 | 3.62 | |||
| Q10 | ensures that unit policies, procedures and available resources are transparent to all faculty. | 1 | 5 | 4 | 2 | 1 | 0 | 3.38 | |||
| Q11 | inspires confidence in leadership overall. | 1 | 4 | 2 | 3 | 1 | 2 | 3.25 |
| SA | A | N | D | SD | NBJ | 2007 median | 2006 median | 2005* median | 2004* median | ||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Q1 | actively promotes an environment for scholarly excellence. | 2 | 7 | 2 | 2 | 1 | 1 | 3.79 | |||
| Q2 | actively promotes an environment for teaching excellence. | 3 | 10 | 2 | 0 | 0 | 0 | 4.05 | |||
| Q3 | consults the faculty adequately before making important decisions. | 3 | 5 | 4 | 0 | 2 | 1 | 3.70 | |||
| Q4 | makes excellent administrative appointments. | 3 | 4 | 8 | 0 | 0 | 0 | 3.44 | |||
| Q5 | fosters a fair and rigorous promotion and tenure process. | 1 | 9 | 5 | 0 | 0 | 0 | 3.78 | |||
| Q6 | effectively represents the interests of the college / school to senior administrators. | 4 | 3 | 5 | 2 | 0 | 1 | 3.50 | |||
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 3 | 8 | 3 | 1 | 0 | 0 | 3.94 | |||
| Q8 | manages the college's / schools's resources well. | 4 | 4 | 2 | 5 | 0 | 0 | 3.62 | |||
| Q9 | successfully raises funds to support the mission of the college / school. | 1 | 4 | 4 | 3 | 0 | 3 | 3.25 | |||
| Q10 | ensures that unit policies, procedures and available resources are transparent to all faculty. | 4 | 5 | 3 | 1 | 1 | 1 | 3.90 | |||
| Q11 | inspires confidence in leadership overall. | 5 | 4 | 4 | 2 | 0 | 0 | 3.88 |
| SA | A | N | D | SD | NBJ | 2007 median | 2006 median | 2005* median | 2004* median | ||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Q1 | actively promotes an environment for scholarly excellence. | 2 | 9 | 6 | 5 | 3 | 0 | 3.25 | |||
| Q2 | actively promotes an environment for teaching excellence. | 2 | 5 | 4 | 6 | 7 | 0 | 2.33 | |||
| Q3 | consults the faculty adequately before making important decisions. | 0 | 5 | 3 | 6 | 10 | 1 | 1.83 | |||
| Q4 | makes excellent administrative appointments. | 1 | 4 | 6 | 6 | 4 | 4 | 2.58 | |||
| Q5 | fosters a fair and rigorous promotion and tenure process. | 4 | 4 | 8 | 4 | 1 | 4 | 3.19 | |||
| Q6 | effectively represents the interests of the college / school to senior administrators. | 0 | 2 | 3 | 4 | 11 | 5 | 1.41 | |||
| Q7 | is attentive to long-term, strategic issues that affect the college / school. | 0 | 3 | 3 | 7 | 9 | 3 | 1.79 | |||
| Q8 | manages the college's / schools's resources well. | 1 | 4 | 2 | 4 | 12 | 2 | 1.46 | |||
| Q9 | successfully raises funds to support the mission of the college / school. | 0 | 1 | 3 | 4 | 6 | 11 | 1.75 | |||
| Q10 | ensures that unit policies, procedures and available resources are transparent to all faculty. | 1 | 5 | 4 | 5 | 8 | 2 | 2.20 | |||
| Q11 | inspires confidence in leadership overall. | 0 | 3 | 3 | 5 | 12 | 1 | 1.46 |