SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 162 | 217 | 78 | 38 | 27 | 59 | 4.04 | 3.94 | 3.87 | 3.93 | 4.00 | 3.85 | 4.03 |
Q2 | actively promotes an environment for teaching excellence. | 129 | 208 | 112 | 36 | 24 | 70 | 3.90 | 3.82 | 3.76 | 3.77 | 3.87 | 3.75 | 3.84 |
Q3 | consults the faculty adequately before making important decisions. | 40 | 75 | 144 | 90 | 70 | 158 | 2.84 | 2.72 | 2.66 | 2.46 | 2.87 | 2.80 | 2.99 |
Q4 | makes excellent administrative appointments. | 79 | 173 | 133 | 48 | 53 | 95 | 3.55 | 3.36 | 3.35 | 3.30 | 3.39 | 3.27 | 3.30 |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 198 | 173 | 65 | 22 | 19 | 105 | 4.27 | 4.11 | 3.99 | 3.92 | 4.00 | 3.97 | 4.13 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 213 | 183 | 64 | 33 | 33 | 56 | 4.23 | 4.05 | 3.93 | 3.82 | 3.93 | 3.82 | 3.93 |
Q7 | successfully raises funds to support the mission of the university. | 225 | 192 | 48 | 17 | 16 | 81 | 4.38 | 4.29 | 4.28 | 4.18 | 4.10 | 3.98 | 4.10 |
Q8 | inspires confidence in leadership overall. | 186 | 181 | 94 | 51 | 41 | 29 | 4.00 | 3.85 | 3.74 | 3.66 | 3.80 | 3.64 | 3.72 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 195 | 261 | 89 | 46 | 32 | 69 | 4.05 | 3.94 | 3.88 | 3.94 | 4.01 | 3.85 | 4.03 |
Q2 | actively promotes an environment for teaching excellence. | 156 | 249 | 121 | 52 | 33 | 78 | 3.90 | 3.76 | 3.75 | 3.77 | 3.82 | 3.75 | 3.84 |
Q3 | consults the faculty adequately before making important decisions. | 52 | 94 | 161 | 100 | 84 | 196 | 2.88 | 2.74 | 2.71 | 2.52 | 2.86 | 2.80 | 2.99 |
Q4 | makes excellent administrative appointments. | 93 | 205 | 158 | 57 | 60 | 117 | 3.56 | 3.29 | 3.36 | 3.28 | 3.40 | 3.27 | 3.30 |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 230 | 205 | 80 | 27 | 23 | 127 | 4.24 | 4.07 | 3.98 | 3.93 | 3.99 | 3.97 | 4.13 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 248 | 225 | 74 | 41 | 38 | 66 | 4.21 | 4.02 | 3.94 | 3.84 | 3.97 | 3.82 | 3.93 |
Q7 | successfully raises funds to support the mission of the university. | 263 | 238 | 55 | 20 | 18 | 95 | 4.36 | 4.24 | 4.26 | 4.15 | 4.09 | 3.98 | 4.10 |
Q8 | inspires confidence in leadership overall. | 219 | 220 | 111 | 57 | 50 | 34 | 4.00 | 3.82 | 3.78 | 3.67 | 3.80 | 3.64 | 3.72 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 33 | 44 | 11 | 8 | 5 | 10 | 4.10 | 3.96 | 3.94 | 4.01 | 4.03 | ||
Q2 | actively promotes an environment for teaching excellence. | 27 | 41 | 9 | 16 | 9 | 8 | 3.91 | 3.44 | 3.67 | 3.74 | 3.65 | ||
Q3 | consults the faculty adequately before making important decisions. | 12 | 19 | 17 | 10 | 14 | 38 | 3.21 | 2.85 | 2.88 | 2.93 | 2.84 | ||
Q4 | makes excellent administrative appointments. | 14 | 32 | 25 | 9 | 7 | 22 | 3.58 | 2.97 | 3.37 | 3.21 | 3.42 | ||
Q5 | effectively represents the interests of the university to the Regents and state officials. | 32 | 32 | 15 | 5 | 4 | 22 | 4.12 | 3.89 | 3.93 | 3.94 | 3.97 | ||
Q6 | is attentive to long-term, strategic issues that affect the university. | 35 | 42 | 10 | 8 | 5 | 10 | 4.14 | 3.92 | 3.98 | 3.91 | 4.07 | ||
Q7 | successfully raises funds to support the mission of the university. | 38 | 46 | 7 | 3 | 2 | 14 | 4.28 | 4.08 | 4.21 | 4.01 | 4.05 | ||
Q8 | inspires confidence in leadership overall. | 33 | 39 | 17 | 6 | 9 | 5 | 4.01 | 3.69 | 3.92 | 3.74 | 3.80 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 170 | 214 | 77 | 44 | 28 | 47 | 4.05 | 3.96 | 3.87 | 3.92 | 4.03 | 3.85 | 4.03 |
Q2 | actively promotes an environment for teaching excellence. | 140 | 211 | 96 | 45 | 28 | 57 | 3.93 | 3.80 | 3.74 | 3.80 | 3.85 | 3.75 | 3.84 |
Q3 | consults the faculty adequately before making important decisions. | 41 | 85 | 143 | 86 | 73 | 148 | 2.88 | 2.77 | 2.73 | 2.47 | 2.92 | 2.80 | 2.99 |
Q4 | makes excellent administrative appointments. | 82 | 184 | 127 | 50 | 48 | 87 | 3.61 | 3.33 | 3.36 | 3.30 | 3.47 | 3.27 | 3.30 |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 196 | 172 | 71 | 23 | 19 | 98 | 4.24 | 4.11 | 3.99 | 3.95 | 4.03 | 3.97 | 4.13 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 213 | 188 | 62 | 33 | 31 | 52 | 4.23 | 4.05 | 3.93 | 3.84 | 4.01 | 3.82 | 3.93 |
Q7 | successfully raises funds to support the mission of the university. | 233 | 196 | 49 | 17 | 11 | 72 | 4.40 | 4.31 | 4.27 | 4.18 | 4.13 | 3.98 | 4.10 |
Q8 | inspires confidence in leadership overall. | 185 | 183 | 92 | 48 | 41 | 29 | 4.01 | 3.86 | 3.78 | 3.68 | 3.84 | 3.64 | 3.72 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 23 | 47 | 12 | 2 | 4 | 21 | 4.05 | 3.82 | 3.95 | 4.05 | 3.82 | ||
Q2 | actively promotes an environment for teaching excellence. | 14 | 38 | 25 | 7 | 4 | 21 | 3.71 | 3.46 | 3.67 | 3.58 | 3.51 | ||
Q3 | consults the faculty adequately before making important decisions. | 9 | 9 | 18 | 14 | 10 | 48 | 2.83 | 2.47 | 2.31 | 2.80 | 2.23 | ||
Q4 | makes excellent administrative appointments. | 9 | 21 | 31 | 6 | 12 | 30 | 3.19 | 3.06 | 3.35 | 3.17 | 2.92 | ||
Q5 | effectively represents the interests of the university to the Regents and state officials. | 32 | 33 | 9 | 4 | 4 | 28 | 4.23 | 3.79 | 3.88 | 3.77 | 3.68 | ||
Q6 | is attentive to long-term, strategic issues that affect the university. | 33 | 37 | 12 | 7 | 7 | 14 | 4.09 | 3.80 | 3.94 | 3.82 | 3.64 | ||
Q7 | successfully raises funds to support the mission of the university. | 29 | 40 | 6 | 3 | 7 | 23 | 4.16 | 3.90 | 4.14 | 3.99 | 3.79 | ||
Q8 | inspires confidence in leadership overall. | 33 | 36 | 19 | 9 | 8 | 5 | 3.96 | 3.61 | 3.69 | 3.64 | 3.38 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 2 | 0 | 0 | 0 | 0 | 1 | 5.00 | 4.10 | 4.62 | 4.50 | 4.00 | ||
Q2 | actively promotes an environment for teaching excellence. | 2 | 0 | 0 | 0 | 1 | 0 | 4.75 | 3.75 | 4.38 | 3.50 | 3.50 | ||
Q3 | consults the faculty adequately before making important decisions. | 2 | 0 | 0 | 0 | 1 | 0 | 4.75 | 3.67 | 3.67 | 5.00 | 3.25 | ||
Q4 | makes excellent administrative appointments. | 2 | 0 | 0 | 1 | 0 | 0 | 4.75 | 3.67 | 3.17 | 3.50 | 3.00 | ||
Q5 | effectively represents the interests of the university to the Regents and state officials. | 2 | 0 | 0 | 0 | 0 | 1 | 5.00 | 3.90 | 4.33 | 5.00 | 3.67 | ||
Q6 | is attentive to long-term, strategic issues that affect the university. | 2 | 0 | 0 | 1 | 0 | 0 | 4.75 | 4.12 | 4.38 | 3.00 | 3.50 | ||
Q7 | successfully raises funds to support the mission of the university. | 1 | 2 | 0 | 0 | 0 | 0 | 4.25 | 3.92 | 4.75 | 3.50 | 3.67 | ||
Q8 | inspires confidence in leadership overall. | 1 | 1 | 0 | 0 | 1 | 0 | 4.00 | 3.62 | 4.20 | 3.50 | 3.75 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 142 | 181 | 68 | 37 | 24 | 41 | 4.04 | 3.95 | 3.85 | 3.90 | 4.02 | 3.85 | 4.03 |
Q2 | actively promotes an environment for teaching excellence. | 117 | 179 | 90 | 31 | 21 | 53 | 3.93 | 3.86 | 3.76 | 3.79 | 3.90 | 3.75 | 3.84 |
Q3 | consults the faculty adequately before making important decisions. | 33 | 68 | 128 | 80 | 61 | 120 | 2.84 | 2.75 | 2.69 | 2.42 | 2.92 | 2.80 | 2.99 |
Q4 | makes excellent administrative appointments. | 72 | 157 | 108 | 44 | 42 | 70 | 3.61 | 3.40 | 3.35 | 3.31 | 3.46 | 3.27 | 3.30 |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 171 | 146 | 57 | 19 | 16 | 84 | 4.27 | 4.14 | 3.99 | 3.96 | 4.02 | 3.97 | 4.13 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 184 | 157 | 53 | 28 | 27 | 44 | 4.24 | 4.08 | 3.91 | 3.83 | 3.95 | 3.82 | 3.93 |
Q7 | successfully raises funds to support the mission of the university. | 200 | 161 | 45 | 14 | 10 | 62 | 4.41 | 4.36 | 4.28 | 4.20 | 4.12 | 3.98 | 4.10 |
Q8 | inspires confidence in leadership overall. | 157 | 157 | 77 | 44 | 34 | 24 | 4.01 | 3.88 | 3.74 | 3.66 | 3.83 | 3.64 | 3.72 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 20 | 36 | 10 | 1 | 3 | 18 | 4.08 | 3.83 | 4.07 | 4.12 | 3.86 | ||
Q2 | actively promotes an environment for teaching excellence. | 12 | 29 | 22 | 5 | 3 | 17 | 3.69 | 3.50 | 3.84 | 3.60 | 3.59 | ||
Q3 | consults the faculty adequately before making important decisions. | 7 | 7 | 16 | 10 | 9 | 38 | 2.84 | 2.46 | 2.27 | 2.79 | 2.25 | ||
Q4 | makes excellent administrative appointments. | 7 | 16 | 25 | 4 | 11 | 25 | 3.16 | 3.16 | 3.41 | 3.19 | 2.92 | ||
Q5 | effectively represents the interests of the university to the Regents and state officials. | 27 | 27 | 8 | 3 | 3 | 21 | 4.24 | 3.82 | 4.05 | 3.69 | 3.77 | ||
Q6 | is attentive to long-term, strategic issues that affect the university. | 29 | 26 | 11 | 5 | 6 | 12 | 4.13 | 3.82 | 4.13 | 3.76 | 3.74 | ||
Q7 | successfully raises funds to support the mission of the university. | 25 | 31 | 3 | 3 | 6 | 19 | 4.21 | 3.89 | 4.25 | 3.98 | 3.95 | ||
Q8 | inspires confidence in leadership overall. | 29 | 24 | 17 | 7 | 7 | 5 | 3.96 | 3.69 | 3.74 | 3.65 | 3.50 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 1 | 3 | 2 | 0 | 0 | 0 | 3.83 | 4.00 | 3.50 | 4.17 | 3.80 | 4.00 | 4.00 |
Q2 | actively promotes an environment for teaching excellence. | 1 | 2 | 3 | 0 | 0 | 0 | 3.50 | 3.50 | 3.75 | 4.50 | 3.62 | 3.83 | 4.00 |
Q3 | consults the faculty adequately before making important decisions. | 0 | 1 | 3 | 2 | 0 | 0 | 2.83 | 2.00 | 2.50 | 3.00 | 2.50 | 3.00 | |
Q4 | makes excellent administrative appointments. | 0 | 1 | 2 | 1 | 0 | 2 | 3.00 | 3.50 | 3.67 | 3.33 | 3.67 | 2.83 | |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 0 | 4 | 1 | 0 | 0 | 1 | 3.88 | 4.00 | 4.00 | 4.67 | 4.12 | 4.17 | 4.00 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 1 | 4 | 1 | 0 | 0 | 0 | 4.00 | 3.50 | 3.75 | 4.67 | 4.00 | 4.00 | 4.00 |
Q7 | successfully raises funds to support the mission of the university. | 2 | 3 | 1 | 0 | 0 | 0 | 4.17 | 5.00 | 4.00 | 5.00 | 4.00 | 3.75 | |
Q8 | inspires confidence in leadership overall. | 0 | 3 | 3 | 0 | 0 | 0 | 3.50 | 4.00 | 3.00 | 4.25 | 3.80 | 4.00 | 3.00 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 13 | 25 | 6 | 1 | 2 | 16 | 4.08 | 3.72 | 3.92 | 3.97 | 3.82 | ||
Q2 | actively promotes an environment for teaching excellence. | 7 | 21 | 12 | 5 | 1 | 17 | 3.74 | 3.39 | 3.70 | 3.31 | 3.27 | ||
Q3 | consults the faculty adequately before making important decisions. | 5 | 4 | 11 | 8 | 2 | 33 | 2.95 | 2.54 | 2.42 | 2.85 | 2.23 | ||
Q4 | makes excellent administrative appointments. | 5 | 12 | 17 | 5 | 2 | 22 | 3.29 | 3.03 | 3.50 | 3.15 | 3.04 | ||
Q5 | effectively represents the interests of the university to the Regents and state officials. | 17 | 16 | 6 | 2 | 1 | 22 | 4.25 | 3.66 | 3.78 | 3.68 | 3.62 | ||
Q6 | is attentive to long-term, strategic issues that affect the university. | 17 | 22 | 8 | 4 | 2 | 11 | 4.07 | 3.71 | 3.86 | 3.85 | 3.76 | ||
Q7 | successfully raises funds to support the mission of the university. | 14 | 22 | 5 | 1 | 2 | 19 | 4.14 | 3.88 | 4.25 | 4.04 | 3.79 | ||
Q8 | inspires confidence in leadership overall. | 18 | 21 | 14 | 6 | 2 | 3 | 3.90 | 3.47 | 3.77 | 3.54 | 3.20 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 3 | 7 | 2 | 0 | 0 | 3 | 4.07 | 4.30 | 4.25 | 4.22 | 3.62 | ||
Q2 | actively promotes an environment for teaching excellence. | 2 | 5 | 4 | 1 | 1 | 2 | 3.60 | 3.83 | 4.00 | 3.58 | 3.69 | ||
Q3 | consults the faculty adequately before making important decisions. | 1 | 3 | 2 | 1 | 2 | 5 | 3.25 | 3.33 | 3.75 | 3.10 | 2.36 | ||
Q4 | makes excellent administrative appointments. | 1 | 3 | 5 | 0 | 4 | 2 | 3.00 | 3.62 | 3.67 | 2.62 | 2.64 | ||
Q5 | effectively represents the interests of the university to the Regents and state officials. | 5 | 6 | 2 | 0 | 0 | 2 | 4.25 | 4.08 | 4.62 | 3.70 | 3.86 | ||
Q6 | is attentive to long-term, strategic issues that affect the university. | 6 | 5 | 3 | 0 | 1 | 0 | 4.20 | 4.10 | 4.62 | 3.60 | 3.00 | ||
Q7 | successfully raises funds to support the mission of the university. | 5 | 9 | 0 | 0 | 1 | 0 | 4.22 | 4.25 | 4.25 | 4.00 | 3.89 | ||
Q8 | inspires confidence in leadership overall. | 6 | 5 | 2 | 1 | 1 | 0 | 4.20 | 4.20 | 4.00 | 3.58 | 3.50 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 11 | 19 | 14 | 10 | 8 | 5 | 3.43 | 3.20 | 3.34 | 3.31 | 3.55 | 3.13 | 3.39 |
Q2 | actively promotes an environment for teaching excellence. | 9 | 18 | 16 | 8 | 9 | 5 | 3.31 | 3.13 | 3.27 | 3.33 | 3.41 | 3.14 | 3.19 |
Q3 | consults the faculty adequately before making important decisions. | 2 | 5 | 18 | 14 | 15 | 12 | 2.36 | 2.18 | 2.21 | 1.88 | 2.48 | 2.44 | 2.59 |
Q4 | makes excellent administrative appointments. | 6 | 19 | 14 | 12 | 11 | 6 | 3.07 | 2.72 | 2.96 | 2.65 | 3.05 | 2.62 | 2.82 |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 13 | 22 | 10 | 6 | 3 | 12 | 3.86 | 3.85 | 3.77 | 3.74 | 3.55 | 3.39 | 3.72 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 12 | 22 | 11 | 10 | 7 | 5 | 3.64 | 3.50 | 3.54 | 3.12 | 3.61 | 2.98 | 3.26 |
Q7 | successfully raises funds to support the mission of the university. | 18 | 27 | 6 | 6 | 2 | 7 | 4.07 | 4.04 | 4.01 | 3.65 | 3.74 | 3.55 | 3.65 |
Q8 | inspires confidence in leadership overall. | 11 | 23 | 8 | 13 | 12 | 1 | 3.52 | 3.09 | 3.42 | 2.60 | 3.28 | 2.88 | 3.09 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 45 | 53 | 27 | 20 | 14 | 13 | 3.85 | 3.67 | 3.65 | 3.66 | 3.84 | 3.64 | 3.79 |
Q2 | actively promotes an environment for teaching excellence. | 41 | 51 | 31 | 21 | 14 | 13 | 3.75 | 3.30 | 3.48 | 3.51 | 3.65 | 3.56 | 3.61 |
Q3 | consults the faculty adequately before making important decisions. | 14 | 17 | 38 | 25 | 32 | 44 | 2.66 | 2.33 | 2.41 | 2.29 | 2.62 | 2.43 | 2.52 |
Q4 | makes excellent administrative appointments. | 24 | 54 | 32 | 15 | 21 | 25 | 3.59 | 2.75 | 2.97 | 3.07 | 3.18 | 3.04 | 3.08 |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 54 | 43 | 24 | 8 | 9 | 33 | 4.15 | 3.81 | 3.76 | 3.68 | 3.93 | 3.79 | 3.94 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 60 | 45 | 25 | 12 | 13 | 16 | 4.11 | 3.70 | 3.82 | 3.49 | 3.85 | 3.59 | 3.77 |
Q7 | successfully raises funds to support the mission of the university. | 71 | 51 | 15 | 5 | 5 | 24 | 4.45 | 4.07 | 4.23 | 4.08 | 4.08 | 3.91 | 4.18 |
Q8 | inspires confidence in leadership overall. | 51 | 42 | 34 | 17 | 17 | 10 | 3.80 | 3.53 | 3.58 | 3.35 | 3.62 | 3.30 | 3.39 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 1 | 2 | 0 | 0 | 0 | 1 | 4.25 | 3.00 | 4.25 | 3.17 | 4.50 | 3.50 | 5.00 |
Q2 | actively promotes an environment for teaching excellence. | 1 | 2 | 0 | 0 | 0 | 1 | 4.25 | 5.00 | 4.25 | 3.17 | 4.50 | 3.50 | 4.00 |
Q3 | consults the faculty adequately before making important decisions. | 0 | 0 | 1 | 1 | 0 | 2 | 2.50 | 2.25 | 2.50 | 2.00 | 4.00 | 3.00 | 3.00 |
Q4 | makes excellent administrative appointments. | 0 | 1 | 1 | 0 | 0 | 2 | 3.50 | 3.00 | 4.50 | 2.75 | 4.25 | 4.00 | 2.00 |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 2 | 1 | 0 | 0 | 0 | 1 | 4.75 | 4.00 | 4.25 | 3.25 | 4.75 | 4.00 | 4.50 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 3 | 1 | 0 | 0 | 0 | 0 | 4.83 | 5.00 | 4.75 | 3.00 | 4.83 | 3.75 | 4.00 |
Q7 | successfully raises funds to support the mission of the university. | 2 | 2 | 0 | 0 | 0 | 0 | 4.50 | 4.00 | 4.75 | 3.25 | 5.00 | 4.00 | 3.50 |
Q8 | inspires confidence in leadership overall. | 3 | 1 | 0 | 0 | 0 | 0 | 4.83 | 3.00 | 4.50 | 3.00 | 4.50 | 3.50 | 3.00 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 3 | 7 | 3 | 1 | 2 | 1 | 3.79 | 3.58 | 3.67 | 4.05 | 3.80 | ||
Q2 | actively promotes an environment for teaching excellence. | 3 | 4 | 6 | 1 | 2 | 1 | 3.33 | 3.25 | 3.25 | 3.81 | 3.50 | ||
Q3 | consults the faculty adequately before making important decisions. | 1 | 0 | 1 | 2 | 6 | 7 | 1.33 | 1.43 | 1.62 | 2.80 | 2.00 | ||
Q4 | makes excellent administrative appointments. | 1 | 2 | 2 | 1 | 6 | 5 | 1.50 | 2.50 | 3.00 | 3.50 | 2.67 | ||
Q5 | effectively represents the interests of the university to the Regents and state officials. | 5 | 5 | 0 | 2 | 3 | 2 | 4.00 | 3.80 | 3.50 | 3.93 | 3.50 | ||
Q6 | is attentive to long-term, strategic issues that affect the university. | 5 | 5 | 0 | 2 | 4 | 1 | 3.90 | 3.67 | 3.69 | 3.93 | 3.33 | ||
Q7 | successfully raises funds to support the mission of the university. | 5 | 3 | 0 | 2 | 4 | 2 | 3.83 | 3.75 | 3.75 | 4.00 | 3.90 | ||
Q8 | inspires confidence in leadership overall. | 5 | 3 | 1 | 2 | 5 | 1 | 3.50 | 3.33 | 2.80 | 3.67 | 3.33 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 3 | 7 | 1 | 0 | 0 | 1 | 4.14 | 3.90 | 4.00 | 4.30 | 4.00 | ||
Q2 | actively promotes an environment for teaching excellence. | 2 | 6 | 3 | 0 | 0 | 1 | 3.92 | 3.17 | 3.38 | 3.90 | 3.70 | ||
Q3 | consults the faculty adequately before making important decisions. | 2 | 1 | 3 | 3 | 0 | 3 | 3.00 | 2.17 | 2.20 | 2.50 | 2.50 | ||
Q4 | makes excellent administrative appointments. | 2 | 3 | 6 | 0 | 0 | 1 | 3.42 | 3.08 | 3.25 | 3.38 | 2.93 | ||
Q5 | effectively represents the interests of the university to the Regents and state officials. | 4 | 5 | 1 | 0 | 0 | 2 | 4.30 | 3.88 | 4.00 | 4.33 | 3.70 | ||
Q6 | is attentive to long-term, strategic issues that affect the university. | 4 | 4 | 1 | 1 | 0 | 2 | 4.25 | 3.75 | 4.50 | 4.12 | 3.90 | ||
Q7 | successfully raises funds to support the mission of the university. | 4 | 5 | 1 | 0 | 0 | 2 | 4.30 | 3.75 | 4.70 | 4.17 | 3.50 | ||
Q8 | inspires confidence in leadership overall. | 3 | 6 | 2 | 0 | 0 | 1 | 4.08 | 3.64 | 4.00 | 4.00 | 3.25 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 2 | 0 | 0 | 0 | 0 | 1 | 5.00 | ||||||
Q2 | actively promotes an environment for teaching excellence. | 2 | 0 | 0 | 0 | 1 | 0 | 4.75 | ||||||
Q3 | consults the faculty adequately before making important decisions. | 2 | 0 | 0 | 0 | 1 | 0 | 4.75 | ||||||
Q4 | makes excellent administrative appointments. | 2 | 0 | 0 | 1 | 0 | 0 | 4.75 | ||||||
Q5 | effectively represents the interests of the university to the Regents and state officials. | 2 | 0 | 0 | 0 | 0 | 1 | 5.00 | ||||||
Q6 | is attentive to long-term, strategic issues that affect the university. | 2 | 0 | 0 | 1 | 0 | 0 | 4.75 | ||||||
Q7 | successfully raises funds to support the mission of the university. | 1 | 2 | 0 | 0 | 0 | 0 | 4.25 | ||||||
Q8 | inspires confidence in leadership overall. | 1 | 1 | 0 | 0 | 1 | 0 | 4.00 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 0 | 0 | 0 | 0 | 0 | 0 | 3.50 | ||||||
Q2 | actively promotes an environment for teaching excellence. | 0 | 0 | 0 | 0 | 0 | 0 | 3.50 | ||||||
Q3 | consults the faculty adequately before making important decisions. | 0 | 0 | 0 | 0 | 0 | 0 | 3.00 | ||||||
Q4 | makes excellent administrative appointments. | 0 | 0 | 0 | 0 | 0 | 0 | 3.00 | ||||||
Q5 | effectively represents the interests of the university to the Regents and state officials. | 0 | 0 | 0 | 0 | 0 | 0 | 3.50 | ||||||
Q6 | is attentive to long-term, strategic issues that affect the university. | 0 | 0 | 0 | 0 | 0 | 0 | 3.50 | ||||||
Q7 | successfully raises funds to support the mission of the university. | 0 | 0 | 0 | 0 | 0 | 0 | 4.00 | ||||||
Q8 | inspires confidence in leadership overall. | 0 | 0 | 0 | 0 | 0 | 0 | 3.50 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 1 | 1 | 0 | 0 | 0 | 0 | 4.50 | 4.83 | 4.75 | 4.83 | 4.08 | 4.50 | 4.00 |
Q2 | actively promotes an environment for teaching excellence. | 1 | 0 | 1 | 0 | 0 | 0 | 4.00 | 4.50 | 4.75 | 4.83 | 3.67 | 4.50 | 5.00 |
Q3 | consults the faculty adequately before making important decisions. | 1 | 1 | 0 | 0 | 0 | 0 | 4.50 | 4.00 | 4.00 | 4.50 | 3.50 | 4.50 | 3.00 |
Q4 | makes excellent administrative appointments. | 1 | 1 | 0 | 0 | 0 | 0 | 4.50 | 4.50 | 4.75 | 4.75 | 4.20 | 4.50 | 3.00 |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 1 | 1 | 0 | 0 | 0 | 0 | 4.50 | 4.50 | 4.75 | 4.75 | 4.12 | 5.00 | 4.00 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 1 | 1 | 0 | 0 | 0 | 0 | 4.50 | 4.67 | 4.75 | 5.00 | 4.25 | 5.00 | 2.00 |
Q7 | successfully raises funds to support the mission of the university. | 1 | 1 | 0 | 0 | 0 | 0 | 4.50 | 4.88 | 5.00 | 5.00 | 4.38 | 4.50 | 4.00 |
Q8 | inspires confidence in leadership overall. | 1 | 1 | 0 | 0 | 0 | 0 | 4.50 | 4.67 | 5.00 | 4.83 | 4.17 | 5.00 | 3.00 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 15 | 16 | 1 | 0 | 0 | 2 | 4.44 | 4.39 | 4.12 | 4.07 | 4.25 | 4.00 | 4.41 |
Q2 | actively promotes an environment for teaching excellence. | 8 | 14 | 6 | 0 | 0 | 6 | 4.07 | 4.21 | 4.00 | 3.86 | 4.06 | 3.72 | 4.00 |
Q3 | consults the faculty adequately before making important decisions. | 0 | 5 | 7 | 6 | 1 | 15 | 2.86 | 2.75 | 2.40 | 2.70 | 3.17 | 2.79 | 3.33 |
Q4 | makes excellent administrative appointments. | 6 | 12 | 13 | 1 | 0 | 2 | 3.67 | 3.95 | 3.70 | 3.75 | 3.73 | 3.29 | 3.50 |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 14 | 14 | 2 | 1 | 0 | 3 | 4.39 | 4.50 | 4.06 | 4.15 | 4.18 | 4.12 | 4.39 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 19 | 11 | 0 | 1 | 0 | 3 | 4.68 | 4.54 | 4.20 | 4.17 | 4.26 | 4.00 | 4.35 |
Q7 | successfully raises funds to support the mission of the university. | 17 | 9 | 2 | 1 | 0 | 5 | 4.65 | 4.79 | 4.38 | 4.19 | 4.14 | 4.00 | 4.44 |
Q8 | inspires confidence in leadership overall. | 15 | 15 | 2 | 1 | 0 | 1 | 4.40 | 4.33 | 3.75 | 3.83 | 4.06 | 3.95 | 4.18 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 2 | 2 | 1 | 0 | 0 | 1 | 4.25 | 4.83 | 4.75 | ||||
Q2 | actively promotes an environment for teaching excellence. | 1 | 3 | 1 | 0 | 0 | 1 | 4.00 | 4.83 | 4.75 | ||||
Q3 | consults the faculty adequately before making important decisions. | 1 | 0 | 0 | 1 | 0 | 4 | 3.50 | 4.50 | 4.75 | ||||
Q4 | makes excellent administrative appointments. | 2 | 0 | 2 | 0 | 0 | 2 | 4.00 | 3.50 | 4.75 | ||||
Q5 | effectively represents the interests of the university to the Regents and state officials. | 2 | 0 | 1 | 0 | 0 | 3 | 4.75 | 4.83 | 4.75 | ||||
Q6 | is attentive to long-term, strategic issues that affect the university. | 3 | 2 | 0 | 0 | 0 | 1 | 4.67 | 4.83 | 4.75 | ||||
Q7 | successfully raises funds to support the mission of the university. | 3 | 1 | 1 | 0 | 0 | 1 | 4.67 | 4.83 | 4.75 | ||||
Q8 | inspires confidence in leadership overall. | 3 | 1 | 1 | 0 | 0 | 1 | 4.67 | 4.83 | 4.75 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 34 | 63 | 17 | 9 | 3 | 8 | 4.04 | 4.12 | 3.98 | 4.01 | 4.14 | 4.04 | 4.39 |
Q2 | actively promotes an environment for teaching excellence. | 30 | 61 | 22 | 5 | 2 | 14 | 4.01 | 4.05 | 3.88 | 3.93 | 4.02 | 3.97 | 4.24 |
Q3 | consults the faculty adequately before making important decisions. | 5 | 30 | 42 | 16 | 13 | 27 | 3.07 | 3.16 | 2.90 | 2.54 | 3.20 | 3.02 | 3.40 |
Q4 | makes excellent administrative appointments. | 11 | 53 | 30 | 11 | 8 | 22 | 3.64 | 3.50 | 3.44 | 3.33 | 3.55 | 3.56 | 3.68 |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 50 | 41 | 17 | 4 | 4 | 19 | 4.30 | 4.21 | 4.05 | 4.01 | 4.15 | 4.10 | 4.50 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 47 | 53 | 12 | 6 | 6 | 10 | 4.22 | 4.24 | 4.04 | 4.06 | 4.16 | 4.05 | 4.27 |
Q7 | successfully raises funds to support the mission of the university. | 54 | 47 | 14 | 3 | 1 | 16 | 4.38 | 4.47 | 4.36 | 4.23 | 4.17 | 4.08 | 4.14 |
Q8 | inspires confidence in leadership overall. | 40 | 55 | 18 | 9 | 6 | 7 | 4.06 | 4.06 | 3.94 | 3.91 | 4.05 | 3.97 | 4.17 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 1 | 3 | 0 | 0 | 0 | 0 | 4.17 | 4.00 | 4.00 | 4.00 | 3.62 | 4.25 | 4.83 |
Q2 | actively promotes an environment for teaching excellence. | 1 | 3 | 0 | 0 | 0 | 0 | 4.17 | 4.25 | 4.00 | 4.00 | 3.00 | 4.33 | 4.50 |
Q3 | consults the faculty adequately before making important decisions. | 1 | 0 | 0 | 1 | 0 | 2 | 3.50 | 3.00 | 3.00 | 2.50 | 2.25 | 3.12 | |
Q4 | makes excellent administrative appointments. | 1 | 1 | 2 | 0 | 0 | 0 | 3.50 | 3.75 | 4.25 | 4.00 | 3.12 | 3.33 | 3.83 |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 1 | 1 | 1 | 0 | 0 | 1 | 4.00 | 4.67 | 4.25 | 4.50 | 3.12 | 3.38 | 4.00 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 1 | 2 | 1 | 0 | 0 | 0 | 4.00 | 4.00 | 3.25 | 4.00 | 3.33 | 3.50 | 4.25 |
Q7 | successfully raises funds to support the mission of the university. | 1 | 3 | 0 | 0 | 0 | 0 | 4.17 | 4.25 | 4.25 | 4.25 | 3.33 | 3.75 | 4.50 |
Q8 | inspires confidence in leadership overall. | 1 | 3 | 0 | 0 | 0 | 0 | 4.17 | 4.67 | 4.00 | 3.67 | 2.83 | 3.50 | 3.50 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 7 | 4 | 1 | 1 | 0 | 3 | 4.57 | 3.89 | 3.50 | 4.61 | 4.35 | 4.25 | 4.06 |
Q2 | actively promotes an environment for teaching excellence. | 6 | 6 | 1 | 1 | 0 | 2 | 4.33 | 3.69 | 3.56 | 4.75 | 4.10 | 4.00 | 3.92 |
Q3 | consults the faculty adequately before making important decisions. | 2 | 2 | 2 | 2 | 0 | 8 | 3.50 | 2.40 | 2.30 | 2.88 | 3.21 | 2.83 | 2.75 |
Q4 | makes excellent administrative appointments. | 1 | 3 | 3 | 0 | 2 | 6 | 3.33 | 3.00 | 2.00 | 4.00 | 3.75 | 3.42 | 3.25 |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 6 | 3 | 2 | 0 | 1 | 4 | 4.50 | 4.00 | 3.64 | 4.38 | 4.38 | 4.40 | 3.92 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 6 | 5 | 1 | 0 | 1 | 3 | 4.40 | 3.75 | 3.50 | 4.17 | 4.21 | 4.20 | 4.25 |
Q7 | successfully raises funds to support the mission of the university. | 6 | 4 | 2 | 1 | 0 | 3 | 4.38 | 4.06 | 4.00 | 4.61 | 4.14 | 4.10 | 4.00 |
Q8 | inspires confidence in leadership overall. | 7 | 3 | 1 | 1 | 1 | 2 | 4.57 | 3.69 | 3.25 | 4.00 | 4.08 | 3.92 | 3.71 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 9 | 8 | 3 | 2 | 1 | 3 | 4.19 | 4.05 | 4.03 | 4.04 | 4.47 | 4.00 | 4.60 |
Q2 | actively promotes an environment for teaching excellence. | 6 | 12 | 1 | 3 | 1 | 3 | 4.04 | 3.88 | 3.88 | 4.00 | 4.20 | 4.00 | 4.20 |
Q3 | consults the faculty adequately before making important decisions. | 2 | 4 | 7 | 2 | 5 | 6 | 2.93 | 2.90 | 2.96 | 2.67 | 3.15 | 3.00 | 3.17 |
Q4 | makes excellent administrative appointments. | 3 | 6 | 6 | 4 | 2 | 5 | 3.25 | 3.33 | 3.62 | 3.30 | 3.74 | 3.58 | 3.83 |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 7 | 7 | 5 | 0 | 1 | 6 | 4.07 | 4.00 | 4.14 | 3.58 | 4.04 | 4.00 | 4.62 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 9 | 6 | 2 | 1 | 3 | 5 | 4.25 | 3.95 | 3.81 | 3.79 | 4.18 | 3.75 | 4.86 |
Q7 | successfully raises funds to support the mission of the university. | 9 | 9 | 2 | 1 | 1 | 3 | 4.28 | 4.12 | 4.35 | 3.96 | 4.46 | 4.10 | 4.62 |
Q8 | inspires confidence in leadership overall. | 7 | 8 | 3 | 4 | 2 | 2 | 3.88 | 3.79 | 3.85 | 3.45 | 4.06 | 3.08 | 4.75 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 12 | 6 | 1 | 1 | 0 | 2 | 4.67 | 4.36 | 4.44 | 4.50 | 4.55 | 4.33 | 4.62 |
Q2 | actively promotes an environment for teaching excellence. | 7 | 10 | 0 | 3 | 0 | 2 | 4.20 | 4.21 | 4.00 | 4.20 | 4.25 | 4.25 | 3.83 |
Q3 | consults the faculty adequately before making important decisions. | 4 | 6 | 1 | 2 | 1 | 8 | 4.00 | 3.50 | 3.50 | 3.67 | 3.50 | 3.75 | 3.67 |
Q4 | makes excellent administrative appointments. | 8 | 6 | 1 | 1 | 1 | 5 | 4.42 | 4.25 | 4.04 | 4.05 | 4.12 | 4.38 | 3.67 |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 12 | 4 | 0 | 0 | 0 | 6 | 4.83 | 4.69 | 4.64 | 4.42 | 4.55 | 4.33 | 4.30 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 13 | 6 | 0 | 0 | 0 | 3 | 4.77 | 4.80 | 4.44 | 4.43 | 4.50 | 4.29 | 4.33 |
Q7 | successfully raises funds to support the mission of the university. | 13 | 6 | 0 | 0 | 0 | 3 | 4.77 | 4.57 | 4.77 | 4.61 | 4.56 | 4.07 | 4.60 |
Q8 | inspires confidence in leadership overall. | 14 | 3 | 3 | 1 | 0 | 1 | 4.75 | 4.72 | 4.44 | 4.61 | 4.14 | 4.00 | 4.00 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 1 | 3 | 0 | 1 | 0 | 0 | 4.00 | 3.88 | 3.25 | 3.10 | 4.00 | 4.00 | 4.25 |
Q2 | actively promotes an environment for teaching excellence. | 1 | 2 | 1 | 1 | 0 | 0 | 3.75 | 3.00 | 3.00 | 3.10 | 4.00 | 4.50 | 4.25 |
Q3 | consults the faculty adequately before making important decisions. | 1 | 0 | 1 | 2 | 1 | 0 | 2.25 | 1.50 | 1.50 | 2.00 | 4.00 | 1.00 | 3.25 |
Q4 | makes excellent administrative appointments. | 1 | 2 | 1 | 0 | 1 | 0 | 3.75 | 2.75 | 3.00 | 3.25 | 4.00 | 3.00 | 4.00 |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 2 | 2 | 1 | 0 | 0 | 0 | 4.25 | 3.75 | 3.67 | 3.17 | 4.00 | 3.50 | 4.00 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 1 | 1 | 1 | 2 | 0 | 0 | 3.00 | 3.88 | 3.00 | 2.50 | 4.50 | 3.50 | 3.50 |
Q7 | successfully raises funds to support the mission of the university. | 2 | 2 | 0 | 0 | 0 | 1 | 4.50 | 4.25 | 4.70 | 3.75 | 5.00 | 4.50 | 3.50 |
Q8 | inspires confidence in leadership overall. | 2 | 0 | 2 | 1 | 0 | 0 | 3.25 | 3.00 | 2.83 | 2.90 | 4.00 | 3.00 | 3.50 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 3 | 3 | 0 | 0 | 0 | 0 | 4.50 | ||||||
Q2 | actively promotes an environment for teaching excellence. | 3 | 1 | 2 | 0 | 0 | 0 | 4.50 | ||||||
Q3 | consults the faculty adequately before making important decisions. | 1 | 0 | 2 | 0 | 0 | 3 | 3.25 | ||||||
Q4 | makes excellent administrative appointments. | 1 | 4 | 0 | 0 | 0 | 0 | 4.12 | ||||||
Q5 | effectively represents the interests of the university to the Regents and state officials. | 5 | 1 | 0 | 0 | 0 | 0 | 4.90 | ||||||
Q6 | is attentive to long-term, strategic issues that affect the university. | 5 | 1 | 0 | 0 | 0 | 0 | 4.90 | ||||||
Q7 | successfully raises funds to support the mission of the university. | 6 | 0 | 0 | 0 | 0 | 0 | 5.00 | ||||||
Q8 | inspires confidence in leadership overall. | 3 | 2 | 0 | 0 | 0 | 0 | 4.67 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 4 | 8 | 1 | 0 | 1 | 3 | 4.12 | 4.00 | |||||
Q2 | actively promotes an environment for teaching excellence. | 4 | 8 | 1 | 0 | 1 | 3 | 4.12 | 3.94 | |||||
Q3 | consults the faculty adequately before making important decisions. | 1 | 3 | 3 | 1 | 1 | 8 | 3.33 | 2.90 | |||||
Q4 | makes excellent administrative appointments. | 1 | 6 | 4 | 1 | 1 | 3 | 3.58 | 3.75 | |||||
Q5 | effectively represents the interests of the university to the Regents and state officials. | 5 | 5 | 1 | 2 | 1 | 3 | 4.10 | 4.25 | |||||
Q6 | is attentive to long-term, strategic issues that affect the university. | 5 | 7 | 1 | 0 | 1 | 3 | 4.21 | 4.61 | |||||
Q7 | successfully raises funds to support the mission of the university. | 4 | 9 | 0 | 0 | 1 | 3 | 4.17 | 4.71 | |||||
Q8 | inspires confidence in leadership overall. | 5 | 6 | 3 | 0 | 2 | 0 | 4.00 | 4.00 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 1 | 2 | 5 | 0 | 0 | 1 | 3.30 | 3.83 | 3.75 | 4.20 | 4.70 | 4.17 | 4.12 |
Q2 | actively promotes an environment for teaching excellence. | 1 | 2 | 4 | 1 | 0 | 1 | 3.25 | 3.75 | 3.33 | 3.80 | 4.50 | 4.00 | 4.17 |
Q3 | consults the faculty adequately before making important decisions. | 0 | 1 | 3 | 3 | 1 | 1 | 2.50 | 2.86 | 2.88 | 2.67 | 3.50 | 3.00 | 3.00 |
Q4 | makes excellent administrative appointments. | 3 | 1 | 4 | 1 | 0 | 0 | 3.38 | 3.38 | 3.50 | 3.00 | 3.70 | 3.10 | 3.50 |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 3 | 6 | 0 | 0 | 0 | 0 | 4.25 | 4.38 | 4.00 | 4.62 | 4.50 | 4.88 | 4.67 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 3 | 3 | 3 | 0 | 0 | 0 | 4.00 | 4.17 | 3.67 | 4.00 | 4.50 | 4.83 | 4.00 |
Q7 | successfully raises funds to support the mission of the university. | 4 | 4 | 1 | 0 | 0 | 0 | 4.38 | 4.50 | 4.38 | 4.70 | 4.25 | 4.17 | 4.75 |
Q8 | inspires confidence in leadership overall. | 1 | 5 | 3 | 0 | 0 | 0 | 3.80 | 3.90 | 3.75 | 3.90 | 4.33 | 4.00 | 4.12 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 3 | 6 | 0 | 0 | 0 | 0 | 4.25 | 4.28 | 3.89 | 4.28 | 4.15 | 4.57 | 4.38 |
Q2 | actively promotes an environment for teaching excellence. | 3 | 3 | 2 | 1 | 0 | 0 | 4.00 | 4.17 | 3.81 | 4.07 | 3.77 | 3.86 | 4.07 |
Q3 | consults the faculty adequately before making important decisions. | 0 | 1 | 6 | 0 | 1 | 1 | 3.00 | 3.00 | 3.17 | 2.92 | 3.12 | 3.40 | 3.50 |
Q4 | makes excellent administrative appointments. | 0 | 3 | 3 | 0 | 1 | 2 | 3.33 | 3.88 | 3.90 | 3.75 | 3.73 | 3.20 | 3.70 |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 3 | 4 | 1 | 0 | 0 | 1 | 4.25 | 4.57 | 4.21 | 4.21 | 4.15 | 4.21 | 4.58 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 6 | 2 | 1 | 0 | 0 | 0 | 4.75 | 4.31 | 4.00 | 4.14 | 4.17 | 3.86 | 4.00 |
Q7 | successfully raises funds to support the mission of the university. | 5 | 2 | 1 | 0 | 0 | 1 | 4.70 | 4.69 | 4.25 | 4.44 | 4.45 | 4.30 | 4.50 |
Q8 | inspires confidence in leadership overall. | 4 | 2 | 3 | 0 | 0 | 0 | 4.25 | 4.17 | 3.80 | 3.91 | 3.91 | 3.94 | 4.12 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 13 | 5 | 1 | 0 | 0 | 1 | 4.77 | 4.50 | 4.42 | 4.39 | 4.62 | 4.00 | 4.58 |
Q2 | actively promotes an environment for teaching excellence. | 12 | 6 | 1 | 0 | 0 | 1 | 4.71 | 4.62 | 4.25 | 4.40 | 4.55 | 3.92 | 3.33 |
Q3 | consults the faculty adequately before making important decisions. | 5 | 4 | 5 | 5 | 0 | 1 | 3.40 | 2.50 | 3.25 | 2.30 | 3.00 | 2.38 | 3.50 |
Q4 | makes excellent administrative appointments. | 10 | 4 | 2 | 2 | 0 | 2 | 4.60 | 4.10 | 4.07 | 3.70 | 4.10 | 3.83 | 3.83 |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 11 | 6 | 2 | 0 | 0 | 1 | 4.64 | 4.62 | 4.64 | 4.67 | 4.73 | 4.60 | 4.94 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 12 | 7 | 1 | 0 | 0 | 0 | 4.67 | 4.50 | 4.50 | 4.50 | 4.54 | 4.50 | 4.86 |
Q7 | successfully raises funds to support the mission of the university. | 10 | 7 | 0 | 0 | 0 | 3 | 4.65 | 4.62 | 4.55 | 4.78 | 4.30 | 4.30 | 4.50 |
Q8 | inspires confidence in leadership overall. | 11 | 5 | 3 | 0 | 0 | 1 | 4.64 | 4.33 | 4.33 | 4.31 | 4.22 | 4.12 | 4.58 |
SA | A | N | D | SD | NBJ | 2010 median | 2009 median | 2008 median | 2007 median | 2006 median | 2005 median | 2004 median | ||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Q1 | actively promotes an environment for scholarly excellence. | 2 | 4 | 1 | 0 | 1 | 3 | 4.00 | 3.90 | 4.33 | 4.14 | 4.00 | 4.08 | 4.50 |
Q2 | actively promotes an environment for teaching excellence. | 1 | 4 | 2 | 0 | 1 | 3 | 3.75 | 3.75 | 4.08 | 3.93 | 4.00 | 3.83 | 4.12 |
Q3 | consults the faculty adequately before making important decisions. | 0 | 2 | 4 | 2 | 2 | 1 | 2.75 | 3.33 | 3.70 | 2.90 | 3.00 | 3.00 | 3.60 |
Q4 | makes excellent administrative appointments. | 2 | 3 | 4 | 1 | 0 | 1 | 3.50 | 3.67 | 4.00 | 3.79 | 3.40 | 3.71 | 3.62 |
Q5 | effectively represents the interests of the university to the Regents and state officials. | 2 | 3 | 3 | 1 | 0 | 2 | 3.67 | 4.20 | 4.30 | 4.00 | 4.21 | 4.42 | 4.43 |
Q6 | is attentive to long-term, strategic issues that affect the university. | 3 | 4 | 2 | 0 | 0 | 2 | 4.12 | 4.25 | 4.38 | 4.12 | 4.06 | 4.07 | 4.50 |
Q7 | successfully raises funds to support the mission of the university. | 2 | 4 | 3 | 0 | 1 | 1 | 3.75 | 4.40 | 4.17 | 4.42 | 4.14 | 4.50 | 4.55 |
Q8 | inspires confidence in leadership overall. | 3 | 2 | 4 | 0 | 1 | 1 | 3.50 | 4.17 | 4.33 | 3.71 | 3.94 | 4.00 | 3.75 |