Corrigan evaluated

A California State University performance evaluation of SF State President Robert Corrigan released in July emphasizes that Corrigan has created a "climate of cooperation, trust, respect, and direction for the university." This evaluation is in sharp contrast to the atmosphere Corrigan created in 1990 and 1991 when he was accused, by the SF State Academic Senate and faculty, of intimidating and dictatorial actions.

The mandatory report states that "a harmonious rapport exists with the Academic Senate so that consultation occurs without undue tension," that "the university budget is now an open one," and that Corrigan has "restored credibility to the office of the president."

"President Corrigan has a tradition of not commenting on his evaluations. President Corrigan is pleased with the evaluations and considers it a validation of seven years as president," said Ligeia Polidora, SF State public affairs director.

According to the evaluation, Corrigan is seen as a "capable and respected president" by CSU Chancellor Barry Munitz.

As late as November, 1990, Corrigan, who is paid $134,000 a year, was accused in a report by the Academic Senate and faculty Academic Freedom Committee of creating an environment of "fear, insecurity and intimidation." The report of the Academic Freedom Committee concluded that Corrigan had rejected promotion recommendations, conducted secrecy in the budget process, minimized the role of the faculty in search committees and failed to consult the faculty about campus matters. In February, 1991, Corrigan offered a conciliatory speech to the SF State faculty.

According to the report, weaknesses of Corrigan's performance include a need to consolidate the academic affairs office to make the office "stronger and more focused." The report also notes that alumni relations, development and public affairs should be consolidated under one cabinet level leader.

The report makes mention of low turn-outs in student government elections and student involvement in campus-wide committees, stressing that Corrigan and Jessellyn Saffold, vice president for student affairs, should create more "opportunities for student leadership development."

Other directives of the report encourage Corrigan to name a vice president to oversee and strengthen a campus-wide computer system, and concentrate efforts on fund-raising and community involvement to "garner more friends and financial resources for the university."

Don Scoble, director of business and finance at SF State; will assume a vice presidential role in charge of the SF State computing system and Robert Quinn, former executive director of Capital Programs and Support Services has been promoted to vice president. Quinn will assume all responsibilities, along with his present duties, according to Polidora.

Corrigan came to SF State in 1988 after leaving the chancellorship of the University of Massachusetts at Boston amid allegations he misused $12,000 in college trust funds.

Succeeding Chia-Wei Woo as the 12th president of SF State, Corrigan incurred the wrath of the faculty by cutting 200 classes scheduled for the Fall 1990 semester.

Corrigan's hiring of a professor to teach black politics in the political science department was seen by some as an effort by Corrigan to undercut the College of Ethnic Studies. These and other incidents served to create what speech and communications professor Henry McGuckin called, in the Oct. 21, 1990 edition of The San Francisco Chronicle, a "crisis of confidence."

With the creation of the Caesar Chavez Institute, the Urban Institute, and the establishment of commissions dealing with an open budget and university strategic planning, today Corrigan has created "positive excitement among the faculty that finally the institution has a formally structured planning process," the report states.

The evaluation, conducted by the CSU chancellor's office in May and June, is mandatory every three years for all CSU presidents. In the sixth year of a president's employment a thorough examination is made of the president's effectiveness in administrative, educational, and community relations. Evaluators included an outside team of reviewers headed by Dr. Bernard Harleston, President Emeritus of City University of New York City College.

Evaluations for nine different CSU presidents were done on a staggered schedule over the past two years. A comparison of the evaluations reveals that the presidents evaluated were credited with opening their respective universities to community involvement and diversity. The nine presidents were also credited with seeking out new revenues to help the cash-strapped institutions.

High on the personal preference list of Chancellor Munitz are Dr. Blenda Wilson of CSU Northridge, who is recognized as a "national leader in higher education... determined to position (CSU Northridge) as a major higher education entity in Los Angeles;" and President Warren Baker of Cal Poly, who is "highly regarded by the Cal Poly community, by the CSU, by our elected officials in Sacramento and those in Washington who work with the higher education community." Baker was also credited with doubling the ethnic minority enrollment of Cal Poly and with reducing "a centralized command....to participatory governance."

In most of the evaluations the chancellor stresses the need for continued fundraising and greater community input as goals for each of the CSU campuses, even with new sources of revenue and greater pluralism.

[ back to Golden Gater Online September 7, 1995 ]

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