Giving to Penn State?

I get asked from time to time, “Should I still give to PSU?” Well that is a very personal decision and one I can not make for others. We all care deeply about the students and the quality of their experience at PSU. I understand if someone postpones from donating to PSU today. Growing up my heart and loyalty were always 100% devoted to Penn State. There was never any question about my parents’ devotion either. Read more

Power versus Popularity – Part One

Debunking the First of Freeh’s Overarching Faulty Premises

More than four years have passed since Penn State’s Board of Trustees’ (BOT’s) Special Investigative Committee (SIC) purchased a report from Louis Freeh. While that report contained some good recommendations – especially regarding the size and makeup of the BOT – many scholars have pointed out its shortcomings and its unsubstantiated claim that four employees, including Joe Paterno (JVP), behaved with malicious intent. My family continues to petition and ask PSU leaders to read and evaluate for themselves how little Freeh’s conclusions about JVP are supported with any facts. More confounding than the lack of facts, there are several overarching premises contained in the Freeh report that set the tone for his unsubstantiated claims. By allowing such false premises, the reader is setup for accepting unsupported conclusions. The focus of this paper is on the first faulty premise that JVP “controlled every thing / knew everything that happened at PSU.” Read more

Appendices to Power vs. Popular

APPENDIX A:       PSU Head Coach Job Description for highest Level (5)

*as pulled from publicly available Penn State’s Human Resources web site in 2016


Level 5 positions typically demonstrate awareness of broad issues and management trends and evaluate the impact of policy and procedure changes and adjust accordingly; apply management principles to ensure optimal performance throughout organization; ensure appropriate skills are developed and maintained at all levels of responsibility and realign staff responsibilities to meet desired changes in organization and/or University mission; develop plans, practices and efforts to ensure optimal support or diversity, safety, and environmental consciousness throughout the University; demonstrate high level of diplomacy in persuading and influencing a wide variety of people at various levels and locations to achieve results; develop and implement solutions to highly complex and often controversial problems that may have University-wide impact and establish new precedents for solving problems; develop and articulate broad goals and objectives for unit with multi-functions or University-wide impact; develop, evaluate, enhance, and/or implement quality improvement practices, processes, procedures, or policies that have a strategic impact on University operations. Read more