ADVERTISEMENT

A9 report out in the open

The point being, who would think people would be threatened in an interview on a college campus or speakers would be banned from universities? We're talking about people losing their jobs by folks that don't even have subpoena power. They literally have no power over an employee. Any employee could have simply said I'm not being interviewed. Last I checked this is still America and people still have individual rights.

Still blending two different ideas; but fine. If you don't know why some folks would be banned from speaking on campus, that's a topic for a different thread. I love that you're so ideological though. Namaste.
 
Still blending two different ideas; but fine. If you don't know why some folks would be banned from speaking on campus, that's a topic for a different thread. I love that you're so ideological though. Namaste.
Both are directly related to the 1st Amendment.
 
No one should be banned for speaking on a university campus unless actively promoting hate speach. No one should lose their job for speaking either. It's nonsense.
 
  • Like
Reactions: 91Joe95
No one should be banned for speaking on a university campus unless actively promoting hate speach. No one should lose their job for speaking either. It's nonsense.

OK. Do you not understand the 1st Amendment either?
 
Last edited by a moderator:
I guess you agree with people not being allowed to speak on campus, say like Condi Rice at Rutgers?
 
So the 1st Amendment comes into play when you're being interviewed, say what you will and then fired? Got it.
 
The resident genius. Midnighter.

Then learn to work the message board quote feature. And ask for your money back wrt your master's - clearly, you have no idea how the 1st amendment works.
 
FOOTBALL. :eek:

:eek:

200.gif
 
That’s certainly a valid point for discussion but not something the First Amendment explicitly forbids. That happens all the time.
Thought I'd leave this here: "Congress shall make no law respecting an establishment of religion, or prohibiting the free exercise thereof; or abridging the freedom of speech, or of the press; or the right of the people peaceably to assemble, and to petition the government for a redress of grievances."
 
Boards don't exist to plan and execute. Their purpose is to oversee those who plan and execute.

Having a significant number of academics on the Board would be a disaster in more ways than one. I don't have a magic formula for board composition, but I do have one requirement: anyone who does significant business with the university should not be a board member.

Not sure which one is Barron...
846-05647021em-row-of-pigs-feeding-from-trough-on-farm-stock-photo.jpg
 
I just finished reading the executive summary/findings and thought the authors ignored some incontrovertible facts which led them to reach some faulty conclusions.

I thought the findings listed in the executive summary were dubious and/or couched in a manner that characterized a finding to be something other than a finding. For example.

Finding 1 states:

"We found no support for the Freeh report's conclusion that Joe Paterno Graham Spanier, Tim Curley, or Gary Shultz knew that Sandusky had harmed children."

Maybe I'm missing something so help me out but didn't MM meet with JVP and tell him what he saw in the locker room and then didn't JVP carry it to TC who later met with MM and GS to verify/discuss the matter? And then didn't JVP subsequently testify to the Grand Jury that what was described to him was of a "sexual nature"? These are all established facts. Wouldn't this contradict the author's finding?

Finding 2 states:

"We found no support for the Freeh's report conclusion that Penn State's culture was responsible for allowing Sandusky to harm children."

Again help me out here but did TC and GS not report the locker room incident to the police or child services and then later plead guilty to child endangerment charges? Wasn't Spanier convicted in court of the same charges? Board chairman Steve Garban even resigned when the crap hit the fan. If that's not an insular culture issue at the highest executive and Board levels than what is it?

Findings 3 and 4 states:

The Independence of the Freeh report APPEARS to be fatally compromised by collaboration by three independent parties....

The NCAA, Governor Corbett, and the Penn State Board of Trustees APPEARS to have had their own conflicts of interest.

Whenever someone uses the term APPEARS they're usually grasping at straws for nothing more than political reasons one way or the other.The Freeh report was either compromised or it wasn't, or one or more of the parties were conflicted or they weren't. It's a binary choice. The authors haven't proved one way or the other if there were any bonafide conflicts or compromises, thus including this in the report is irrelevant and unwarranted in light of what they set out to do which was to determine if sufficient evidence existed for Freeh to base his opinions.

IMO, the A9 report is even more flawed than the Freeh report.
How's the bunker doing?
1494955163455-clubhouse-image.jpg
 
We’ve never heard Joe’s statement to verify its accuracy. He also qualifies it twice with statements like “I don’t know what you would call it”. We also have EVERYONE else that MM talked to saying that he never said he saw anything sexual… that includes his father.



MM didn’t report the locker room incident to the police or child services, he turned it into an administrative matter. The PSU admins reported the watered down hearsay to the person who was responsible for both Sandusky and the alleged victim (who is on the record saying no abuse occurred). Sandusky’s boss at the second mile was trained to handle the situation, and did nothing. Sounds like the culture of the second mile was responsible or allowing Sandusky to harm children.

After being held hostage for years, TC and GS plead guilty because they were promised no jail time, and got screwed by the commonwealth. Spanier was convicted of the same bogus charge, and will likely win on appeal.



Honestly, focusing on the word “appears” comes across like grasping at straws.
This APPEARS to be an air conditioner.
e99b78d64a703978fd78952adc3fba45.jpg
 
I would imagine the TV station in Altoona contacted Freeh and possibly the BOT (or Freeh did later) seeking comment saying they were going to publish the report so Freeh quickly crafted his response and most likely notified Barron/Dambly what was coming down the pike and make sure they had their responses in concert with one another....
If true that Freeh notified Barron/Danby and his response is to validate his "independent investigation (which today can not be validated in any form without (at bare MINIMUM) heavy suspicion of coordinated involvement in a crime - motive: $$$$ theft)
These actions only further cement the case for CRIMINAL COLLUSION among a well defined and coordinated group of "story" benefactors! Face it.....Freeh is still on the payroll in some way/shape/form - all pmts done outside the view of the public.

This form of "backdoor style" payment is common to politically sanctioned and directed crimes . Freeh provided the shotgun to the NCAA, B1G and the OAG which they all used to holdup a public institution. It was the sole reason used to justify and impose fines which became the "public conviction" of PSU's Football culture.

His accepted hogwash of a "opinion paper" was the match used to call for the "burn down of PSU" and the core of criminal "could have been" speculations provided to the press and public. This "Freeh Report" document has become "the plausable" reason for taking the kind of theft of funds actions which benefited MULTIPLE participating actors. Please note that ALL of those who promoted this "Story" obtained DIRECT $$$$ benefits.

All of this just Luck.....I doubt it. The overwhelming probability is it is what I have said for years....Politically orchestrated CRIMINAL COLLUSION. There are MANY TIMES more FACTUAL and undeniable items of information that support this "bottom line assessment" of this situation over 7 years than what has been constructed to convicted PSU & Paterno's Football Culture.

Face it....its another PA money grab (an "inside job" via the BOT participants) and PSU is footing the bill.

This has all been accomplished by speculation and "opinion" without one "whit" of real evidence- just Freeh's opinion, a corrupt media campaign and the OAG "cooked" facts contained in its original OAG Presentment.
 
Last edited:
Barron is barren of intelligible thought.
Barron is actually a very creative and active leader.
Read his “transformational experience,” where he shared his vision for “One Penn State 2025,” a new guiding framework for University-wide educational innovation, in a presentation to the Board of Trustees at its Friday (Sept. 14) meeting.

“One Penn State 2025” is an effort that began in 2016 to reimaginestudent learning and support services across all Penn State’s campuses to boost student success, engagement with Penn State and the efficient use of University resources. With partnerships across colleges, campuses and administrative units, the initiative will transform business processes, curricula, course and degree content, and delivery methods across the University.

“‘One Penn State 2025’ is an ambitious re-thinking of some of our most fundamental approaches to how we structure learning and operate to support student services,” Barron said. “The purpose is to establish a fluid, personalized and collaborative educational environment that serves the needs of students and alumni and helps them achieve their academic and professional goals regardless of their location in the world.”

In the coming months and years, the University will identify ways to support collaboration and direct resources toward becoming more integrated, flexible and responsive as an institution, and to provide students with seamless 24/7 online access to curricula and processes across all campuses, according to Barron.

“With our combination of academic rankings, history as an online pioneer, technological capabilities and growth, financial stability and efforts to tackle costs over the last decade,Penn State is uniquely positioned to innovate in ways that few other institutions are capable of within higher education,” Barron said.

At the trustees meeting, Barron outlined “One Penn State 2025’s” five guiding principles to:

Provide a seamless student experience

  • Streamline students’ interactions with the University by shifting time and attention from navigating business transactions to learning. This component will integrate admissions, enrollment and student processes, courses, co-curricular learning and support services.
Achieve curricular coherence

  • Work toward one unified curriculum across each major, minor and certificate program — with flexible models of course taking — while maintaining the individuality and creativity of faculty members’ lessons and teaching.
Design relevant and responsive programs

  • Offer degrees and programs with learning outcomes defined by disciplinary communities and contemporary needs, while also offering flexibility in achieving these outcomes via multiple curriculum pathways.
Engage learners throughout their lifetimes

  • Deliver content that is timely, topical and relevant to personal and professional well-being. This component will offer a single University portal with easy access to distributed content sources for learners, faculty, colleges and campuses
 
  • Like
Reactions: Elwood Blues
Barron is actually a very creative and active leader.
Read his “transformational experience,” where he shared his vision for “One Penn State 2025,” a new guiding framework for University-wide educational innovation, in a presentation to the Board of Trustees at its Friday (Sept. 14) meeting.

“One Penn State 2025” is an effort that began in 2016 to reimaginestudent learning and support services across all Penn State’s campuses to boost student success, engagement with Penn State and the efficient use of University resources. With partnerships across colleges, campuses and administrative units, the initiative will transform business processes, curricula, course and degree content, and delivery methods across the University.

“‘One Penn State 2025’ is an ambitious re-thinking of some of our most fundamental approaches to how we structure learning and operate to support student services,” Barron said. “The purpose is to establish a fluid, personalized and collaborative educational environment that serves the needs of students and alumni and helps them achieve their academic and professional goals regardless of their location in the world.”

In the coming months and years, the University will identify ways to support collaboration and direct resources toward becoming more integrated, flexible and responsive as an institution, and to provide students with seamless 24/7 online access to curricula and processes across all campuses, according to Barron.

“With our combination of academic rankings, history as an online pioneer, technological capabilities and growth, financial stability and efforts to tackle costs over the last decade,Penn State is uniquely positioned to innovate in ways that few other institutions are capable of within higher education,” Barron said.

At the trustees meeting, Barron outlined “One Penn State 2025’s” five guiding principles to:

Provide a seamless student experience

  • Streamline students’ interactions with the University by shifting time and attention from navigating business transactions to learning. This component will integrate admissions, enrollment and student processes, courses, co-curricular learning and support services.
Achieve curricular coherence

  • Work toward one unified curriculum across each major, minor and certificate program — with flexible models of course taking — while maintaining the individuality and creativity of faculty members’ lessons and teaching.
Design relevant and responsive programs

  • Offer degrees and programs with learning outcomes defined by disciplinary communities and contemporary needs, while also offering flexibility in achieving these outcomes via multiple curriculum pathways.
Engage learners throughout their lifetimes

  • Deliver content that is timely, topical and relevant to personal and professional well-being. This component will offer a single University portal with easy access to distributed content sources for learners, faculty, colleges and campuses
You are joking, right? Is this not the same guy who told us he was going to issue a critique of the Freeh Report? There was no court order restricting his access to anything, nor his ability to say whatever he wanted. Crickets.

Do you really think the word oatmeal of slogans and marketing BS you just served up is going to happen? Really?

Or that it will make a difference if it does?
 
Last edited:
You are joking, right? Is this not the same guy who told us he was going to issue a critique of the Freeh Report? There was no court order restricting his access to anything, nor his ability to say whatever he wanted. Crickets.

Do you really think the word oatmeal of slogans and marketing BS you just served up is going to happen? Really?
It's a BOT man, not a real poster. Take a look at the posting history, it's just Freeh, Jerry, or PSU BoT articles for the most part.
 
  • Like
Reactions: step.eng69
You are joking, right? Is this not the same guy who told us he was going to issue a critique of the Freeh Report? There was no court order restricting his access to anything, nor his ability to say whatever he wanted. Crickets.

Do you really think the word oatmeal of slogans and marketing BS you just served up is going to happen? Really?

Or that it will make a difference if it does?

Question for you (if you are able to answer): when reading the report, it states that much of the source material was unavailable. Are you permitted to express an opinion on why? I have my thoughts, but I wasn't there, and, therefore, have no context. Thank you.
 
You are joking, right? Is this not the same guy who told us he was going to issue a critique of the Freeh Report? There was no court order restricting his access to anything, nor his ability to say whatever he wanted. Crickets.

Do you really think the word oatmeal of slogans and marketing BS you just served up is going to happen? Really?

Or that it will make a difference if it does?
Irrelevant. His commitment to the good stuff is all that counts.
One example of Penn State’s commitment to military veterans, service members and their families is the Seats for Service Members Program, which provided complimentary tickets to active duty, guard and reserve military, veterans, and fallen and Gold Stars families for the Penn State football game (Oct. 27) against Iowa. Over 6,000 seats were donated by Penn Staters, community members and businesses for these heroes. And, a host of volunteers in the hundreds worked tirelessly to make the Military Appreciation Tailgate an extraordinary event. I wish to extend my sincere appreciation to all of the volunteers, organizers and donors who made our Military Appreciation events possible.
Listen to his talk -
At the Military Appreciation Tailgate, I had the privilege of meeting a veteran of World War II. He was so proud and so pleased to be with us for the tailgate and game. He told me attending the event was a dream come true, and it was the best day he could remember having in a very long time. It was our honor to host him and recognize his service, along with so many other heroes.

At Penn State, our connections to the armed services run long and deep. Ever since 1863 when Penn State took on its role as Pennsylvania’s sole land-grant university, our relationship with the military has been part of our DNA. Military science and training have an important place in our curriculum, and the University continues a strong tradition of supporting the military community.

Veterans have had a profound impact on our institution over the years. Several of our past presidents were veterans, including George Atherton, John Fraser and James Beaver, who served in the Civil War. They all played a key role in shaping our college as a land-grant institution. Presidents John Oswald and Bryce Jordan served in World War II and helped Penn State grow through the 1970s and 80s.

Not only did the University’s veteran leaders have an impact, but so have our student veterans. After World War II, Penn State reserved student slots for our returning veterans. In 1946, 55 percent of Penn State’s full-time students were veterans and that number increased to 80 percent by the fall of 1947. The personal qualities and life experiences that student veterans brought with them to Penn State, and the second order benefits of the G.I. Bill, led to the greatest expansion of higher education in this country.

Today, more than 5,600 military-connected students are taking advantage of G.I. Bill benefits at our University, and Penn State has one of the largest, oldest and most successful ROTC programs in the nation.

Penn State also is one of the leading research universities associated with the federal Department of Defense. Our faculty, students and staff conduct about $200 million a year in defense-related research. As a result of our long record of outstanding work, the U.S. Navy recently awarded a 10-year, $2.1 billion contract to the Applied Research Laboratory at Penn State — to conduct research and development to improve U.S. national security.

Penn State is consistently ranked as a military-friendly institution. For veteran students at every Penn State campus and online through the World Campus, the University offers peer counseling services and assists with VA benefits, the college application process, financial aid and living arrangements through our Office of Veterans Programs. We’re proud of that ranking, and we’re proud of our role in preparing those who serve and protect our nation.

Our student veterans and service members enrich our University with their diverse life experiences and with their demonstration of the true meaning of hard work and sacrifice. Thank you for your service and for being a part of Penn State.
 
  • Like
Reactions: Nitwit
Barron is actually a very creative and active leader.
Read his “transformational experience,” where he shared his vision for “One Penn State 2025,” a new guiding framework for University-wide educational innovation, in a presentation to the Board of Trustees at its Friday (Sept. 14) meeting.

“One Penn State 2025” is an effort that began in 2016 to reimaginestudent learning and support services across all Penn State’s campuses to boost student success, engagement with Penn State and the efficient use of University resources. With partnerships across colleges, campuses and administrative units, the initiative will transform business processes, curricula, course and degree content, and delivery methods across the University.

“‘One Penn State 2025’ is an ambitious re-thinking of some of our most fundamental approaches to how we structure learning and operate to support student services,” Barron said. “The purpose is to establish a fluid, personalized and collaborative educational environment that serves the needs of students and alumni and helps them achieve their academic and professional goals regardless of their location in the world.”

In the coming months and years, the University will identify ways to support collaboration and direct resources toward becoming more integrated, flexible and responsive as an institution, and to provide students with seamless 24/7 online access to curricula and processes across all campuses, according to Barron.

“With our combination of academic rankings, history as an online pioneer, technological capabilities and growth, financial stability and efforts to tackle costs over the last decade,Penn State is uniquely positioned to innovate in ways that few other institutions are capable of within higher education,” Barron said.

At the trustees meeting, Barron outlined “One Penn State 2025’s” five guiding principles to:

Provide a seamless student experience

  • Streamline students’ interactions with the University by shifting time and attention from navigating business transactions to learning. This component will integrate admissions, enrollment and student processes, courses, co-curricular learning and support services.
Achieve curricular coherence

  • Work toward one unified curriculum across each major, minor and certificate program — with flexible models of course taking — while maintaining the individuality and creativity of faculty members’ lessons and teaching.
Design relevant and responsive programs

  • Offer degrees and programs with learning outcomes defined by disciplinary communities and contemporary needs, while also offering flexibility in achieving these outcomes via multiple curriculum pathways.
Engage learners throughout their lifetimes

  • Deliver content that is timely, topical and relevant to personal and professional well-being. This component will offer a single University portal with easy access to distributed content sources for learners, faculty, colleges and campuses
giphy.gif
 
Irrelevant. His commitment to the good stuff is all that counts.
One example of Penn State’s commitment to military veterans, service members and their families is the Seats for Service Members Program, which provided complimentary tickets to active duty, guard and reserve military, veterans, and fallen and Gold Stars families for the Penn State football game (Oct. 27) against Iowa. Over 6,000 seats were donated by Penn Staters, community members and businesses for these heroes. And, a host of volunteers in the hundreds worked tirelessly to make the Military Appreciation Tailgate an extraordinary event. I wish to extend my sincere appreciation to all of the volunteers, organizers and donors who made our Military Appreciation events possible.
Listen to his talk -
At the Military Appreciation Tailgate, I had the privilege of meeting a veteran of World War II. He was so proud and so pleased to be with us for the tailgate and game. He told me attending the event was a dream come true, and it was the best day he could remember having in a very long time. It was our honor to host him and recognize his service, along with so many other heroes.

At Penn State, our connections to the armed services run long and deep. Ever since 1863 when Penn State took on its role as Pennsylvania’s sole land-grant university, our relationship with the military has been part of our DNA. Military science and training have an important place in our curriculum, and the University continues a strong tradition of supporting the military community.

Veterans have had a profound impact on our institution over the years. Several of our past presidents were veterans, including George Atherton, John Fraser and James Beaver, who served in the Civil War. They all played a key role in shaping our college as a land-grant institution. Presidents John Oswald and Bryce Jordan served in World War II and helped Penn State grow through the 1970s and 80s.

Not only did the University’s veteran leaders have an impact, but so have our student veterans. After World War II, Penn State reserved student slots for our returning veterans. In 1946, 55 percent of Penn State’s full-time students were veterans and that number increased to 80 percent by the fall of 1947. The personal qualities and life experiences that student veterans brought with them to Penn State, and the second order benefits of the G.I. Bill, led to the greatest expansion of higher education in this country.

Today, more than 5,600 military-connected students are taking advantage of G.I. Bill benefits at our University, and Penn State has one of the largest, oldest and most successful ROTC programs in the nation.

Penn State also is one of the leading research universities associated with the federal Department of Defense. Our faculty, students and staff conduct about $200 million a year in defense-related research. As a result of our long record of outstanding work, the U.S. Navy recently awarded a 10-year, $2.1 billion contract to the Applied Research Laboratory at Penn State — to conduct research and development to improve U.S. national security.

Penn State is consistently ranked as a military-friendly institution. For veteran students at every Penn State campus and online through the World Campus, the University offers peer counseling services and assists with VA benefits, the college application process, financial aid and living arrangements through our Office of Veterans Programs. We’re proud of that ranking, and we’re proud of our role in preparing those who serve and protect our nation.

Our student veterans and service members enrich our University with their diverse life experiences and with their demonstration of the true meaning of hard work and sacrifice. Thank you for your service and for being a part of Penn State.

Too bad you don't put your writing skills to good use.
 
Question for you (if you are able to answer): when reading the report, it states that much of the source material was unavailable. Are you permitted to express an opinion on why? I have my thoughts, but I wasn't there, and, therefore, have no context. Thank you.

It doesn't exist?
 
Barron is actually a very creative and active leader.
Read his “transformational experience,” where he shared his vision for “One Penn State 2025,” a new guiding framework for University-wide educational innovation, in a presentation to the Board of Trustees at its Friday (Sept. 14) meeting.

“One Penn State 2025” is an effort that began in 2016 to reimaginestudent learning and support services across all Penn State’s campuses to boost student success, engagement with Penn State and the efficient use of University resources. With partnerships across colleges, campuses and administrative units, the initiative will transform business processes, curricula, course and degree content, and delivery methods across the University.

“‘One Penn State 2025’ is an ambitious re-thinking of some of our most fundamental approaches to how we structure learning and operate to support student services,” Barron said. “The purpose is to establish a fluid, personalized and collaborative educational environment that serves the needs of students and alumni and helps them achieve their academic and professional goals regardless of their location in the world.”

In the coming months and years, the University will identify ways to support collaboration and direct resources toward becoming more integrated, flexible and responsive as an institution, and to provide students with seamless 24/7 online access to curricula and processes across all campuses, according to Barron.

“With our combination of academic rankings, history as an online pioneer, technological capabilities and growth, financial stability and efforts to tackle costs over the last decade,Penn State is uniquely positioned to innovate in ways that few other institutions are capable of within higher education,” Barron said.

At the trustees meeting, Barron outlined “One Penn State 2025’s” five guiding principles to:

Provide a seamless student experience

  • Streamline students’ interactions with the University by shifting time and attention from navigating business transactions to learning. This component will integrate admissions, enrollment and student processes, courses, co-curricular learning and support services.
Achieve curricular coherence

  • Work toward one unified curriculum across each major, minor and certificate program — with flexible models of course taking — while maintaining the individuality and creativity of faculty members’ lessons and teaching.
Design relevant and responsive programs

  • Offer degrees and programs with learning outcomes defined by disciplinary communities and contemporary needs, while also offering flexibility in achieving these outcomes via multiple curriculum pathways.
Engage learners throughout their lifetimes

  • Deliver content that is timely, topical and relevant to personal and professional well-being. This component will offer a single University portal with easy access to distributed content sources for learners, faculty, colleges and campuses
This is borderline unreadable. Much closer to a set of Mission Statements whose purpose is to confuse the reader into believing something good is coming.

Where is the Strategic Plan to accomplish the Mission? Complete with the identification of What, Who, and When for each "Statement". In addition, since this was started in 2016, nearly three years ago, there better be complete Project Plans with details. Could you please provide those plans?

I've been around horseshit like this for over 30 years. Without a Strategic Plan AND accompanying Project Plans nothing ever happens.

Oh, BTW, Strategic and Project Plans provide estimated funding and sources of said funding, just in different levels of details.
 
ADVERTISEMENT
ADVERTISEMENT