Delight Consultants: How to Increase UI's Iowans

June 14, 2014, 9:40 a.m.

And see: "What Is It With the Iowa State Board of Regents?!" Iowa City Press-Citizen, May 16, 2014, p. A7, embedded in "Iowa's Economic Foundation? Graduate Education & Research," May 5, 2014; "April 1 Update: Early Deloitte Efficiency Proposals; Early Revelations Shock UI Faculty, Staff," April 1, 2014; and "UI Says, 'Deloitted to Meet You,'" March 29, 2014, with ongoing updates.

"I know we'll accomplish this"
Having successfully rebuilt a flooded university, UI's President Sally Mason, like a spunky, inspirational football coach at halftime, is once again asking her players to dig even deeper in battling the Regents' ongoing attacks: "We've faced challenges before, and I know we'll accomplish this if we all work together." Sara Agnew, "UI Lays Out Its Plan to Boost In-State Enrollment; Will Use More Paid Advertising, Raise Social Media Presence," Iowa City Press-Citizen, June 14, 2014, p. A1.

What's she talking about this time? Responding to the Regents' nonsense about funding Iowa's universities on the basis of numbers of enrolled Iowans. As they say in business, "You get what you measure," and if the Regents want to count Iowans the UI is determined to measure up.

In addition to President Mason, the UI is blessed to already have as its "Vice President for Strategic Communication" the experienced, creative, and energized Joe Brennan. As Sara Agnew reports,

Brennan said he’s confident changes will come in response to a more aggressive four-pronged approach to UI’s marketing plan.

First, UI’s news service will ramp up its efforts to reach news outlets inside and outside of Iowa to raise awareness about the university.

Second, UI will use more paid advertising, which includes a new television commercial expected in early July.

Third, UI will continue building its digital and social media presence, working to engage more people on Facebook and other channels such as Instagram.

Finally, UI will continue to reach prospective students through email, postcards and brochures.

I thought, "This is a terrific beginning, but what more might we do?" Who better to ask than the creative folks at Delight Consultants?

After being put on hold and transferred a number of times, a fellow who said his name was Happy Joe, the new accounts manager, came on the line. He gave me what they call their "Delight-ful Welcome," and asked what he could do for me. I explained our plight. Remembering that Sara Agnew had quoted Joe Brennan as saying "there is a $1 million marketing budget," I asked what we could get for $1 million.

"I'm so glad you asked me that, Nick," he said (we were immediately on a first-name basis), "and you're going to be glad, too." He continued, "You see, we have a boilerplate report we give to all the universities confronting your challenge. Usually we charge $2.5 million for this publication once we change the wording to make it look like it's just for them. But this week, and this week only, we're only charging $1 million for that four-page document -- if you don't mind that we haven't personalized it for your school."

"Sounds like a real bargain," I said, "but can you give me some idea of the suggestions it contains."

I was amazed at his willingness to answer my question and continue the conversation, as he launched into a long list of suggestions. Among them were:

"Ignore the Regents' academic admission standards. Of UNI's student admits 15% don't meet them, why should you try to?" he asked. "Don't let pride of quality education get in the way of numbers. With no admission standards you should pick up quite a few more Iowans. Sell it as more fair. Use a slogan like, 'Eliminate academic elitism. Give everyone a chance to show what they can do.'"

I told him Sara Agnew had reported that "UI admissions will pull its weight by contacting Iowa high school students much sooner, reaching out to them as early as their freshman and sophomore years." "Hey," he responded, "Don't they know that college football coaches are looking at kids in junior high and even sixth grade? Why wait so late? What you need to do is find a way to get into the hospital delivery rooms when these kids are born. Babies love a soothing voice. They'll remember you later. And it gives you a chance at the parents when they are most vulnerable, and already enrolling their kids in everything from quality preschools to colleges."

"Have you thought of redefining 'Iowan'?" "What do you mean?" I asked. "Your residence requirements are far stricter than they need to be," he barked. "The relevant legal standard is 'domicile,' not 'residence.' 'Domicile' is a measure of personal intention, not external evidence. Where do you intend to live, more or less permanently? You can make instant Iowans out of anybody, so long as they're willing to swear they intend to make Iowa their 'domicile.'"

There was a brief moment of silence. Then, "You know what you ought to do?" "No, what?" I asked. "You guys ought to get out there on Interstate 80 and block traffic. Governor Christi has written a manual for us on how to do it. We will include it if you want with our four-page manual." "That would be great," I said, "but then what?" "Don't be so dense. You sign 'em up. One form to declare Iowa as their domicile. Another to enroll in the University's free online instructional program. Your governor seems to think online instruction is really cool; he says that's why you don't need a College of Pharmacy building. So he and his Regents should support that idea. That could almost immediately double the number of Iowans you would have enrolled."

"I've got to go," Happy Joe said, "I'm backed up with calls from other schools right now. But here are another couple of quick ideas. Trying to reduce binge drinking is killing your enrollment. Try to regain your Princeton Review ranking as a party school. And for goodness sakes no more early morning Friday classes. Frankly, you really ought to only schedule classes on Tuesdays, Wednesdays, and Thursdays. Nothing like the opportunity for drunken four-day weekends to attract the young ones -- especially if you'd repeal your silly ban on smoking on campus." [Photo credit: "Top 20 Party Schools," Princeton Review, 2013, reporting the UI as nation's top party school.]

"Anything else?" I asked hopefully. "I assume you've considered Father Guido Sarducci's five-minute university. Five minutes may be a little extreme. But you could have a one-day college degree. Send Iowa City's pilots out around the state to fly them in, and then back home the same evening. Think about it. Send me the $1 million, and I'll get our four-page report right off to you. You'll see why we're called Delight Consultants." And he was gone.

I was surprised President Mason and Joe Brennan hadn't mentioned Father Guido Sarducci's approach, and that I hadn't thought of it earlier.

If you're not familiar with the bit, actor Don Novello's character Father Guido Sarducci notes that five years after they graduate, college students remember very little of what they learn. He asserts that all they remember could have been taught in five minutes, hence the "five-minute university." He illustrates with Spanish ("¿Cómo estás usted? Muy bien"), Economics ("supply and demand"), Business ("buy something and sell it for more"), and Theology ("Where is God? Everywhere. Why? Because he likes you"). You'll find the video clip at the bottom of this blog essay.

The idea of a Five-Minute University -- or at a quality school like UI the more rigorous one-day university -- opens up a number of other possibilities for tier programs for Iowa students.

As a boy, Justice Hugo Black (for whom I clerked) attended an institution called Ashland College, which "not only awarded B.A. and B.S. degrees, but also included a grammar and high school." [Hugo Black, Jr., My Father, p. 9.] The University of Iowa once contained "University Elementary and High School" (from which I graduated in 1952). If the UI were to re-establish such a school, and the Iowa Child Welfare Clinic (for two-to-four-year-olds, which I also attended), it would be perfectly reasonable to count all Iowans attending either as "University of Iowa students from Iowa" it seems to me.

There are already cooperative programs between the UI and Kirkwood Community College. What if we would simply incorporate Kirkwood into the University as an additional college. That would add a lot of Iowans to our student rolls.

Perhaps we could have separate tracks, or tiers, for those who enter the University of Iowa under the old academic standards track, and those who enter under the new no-academic-standards-whatsoever track.

The possibilities are endless. As President Mason has said, "We've faced challenges before, and I know we'll accomplish this if we all work together."

What ideas can you offer?



Father Guido Sarducci's Five Minute University, YouTube, http://www.youtube.com/watch?v=kO8x8eoU3L4 [3:56; 1,208,584 views; “Don Novello created the Father Guido Sarducci character in 1973 after finding a monsignor's outfit for $7.50 at a St. Vincent de Paul thrift shop. Adding sunglasses, a broom mustache, cigarette and a thick Italian accent, Sarducci became popular in a San Francisco nightclub.” “Don Novello,” Wikipedia.org, http://en.wikipedia.org/wiki/Don_Novello. Don Novello appeared during “the early 1970s on Rowan & Martin's Laugh-In and later in the 1975 Smothers Brothers TV show. His most prominent appearance was on Saturday Night Live in the late 1970s, during which time [Don] Novello was also a writer for the show.” “Father Guido Sarducci,” Wikipedia.org, http://en.wikipedia.org/wiki/Father_Guido_Sarducci

# # #

Crisis Communications 101

February 14, 2011, 8:00 a.m.; February 23, 2011, 7:30 a.m.

There Are Three Steps
(bought to you by FromDC2Iowa.blogspot.com*)

[Update, Feb. 23: An important addition to this Feb. 14 blog commentary regarding the University's overlooking the lessons in the "crisis communications playbook" when handling the hospitalization of 13 Hawkeye football players on Jan. 25, headlines all the local papers this morning [Feb. 23].

I closed the Feb. 14 commentary with:

It's UI President Sally Mason's call as to how, when, and with whom to draw on what I call the "crisis communications playbook." But Heldt reports that "When asked if athletics crisis communications might be moved to the office of the UI's vice president for strategic communications, Tysen Kendig, Mason said it doesn't matter who reports to whom."

That's one call for which I'd recommend a challenge and instant replay.

It now turns out I was right to call for an instant replay. What the replay shows is that "who reports to whom" was a major part of the problem.

The Des Moines Register got hold of the emails that were flying around the campus in late January -- they are "public records" under Iowa law -- and all the papers are reporting on what those emails reveal about the Iowa's "chaos in crisis communications."

See, Tom Witosky, "Documents cite U of I concerns on what to release about hospitalized athletes," Des Moines Register, February 23, 2011 (also in Iowa City Press Citizen's HawkCentral); Erin Jordan, "UI releases emails showing response to hospitalization of athletes," The Gazette, February 23, 2011 ("Even the University of Iowa’s top communication official disagreed with the Athletics Department’s handling of the football player hospitalizations in January, according to e-mail communications released Tuesday by the UI."); Jordan Garretson, "UI rethinks PR approach after football hospitalizations," The Daily Iowan, February 23, 2011.]

# # #

Last Wednesday [Feb. 9] The Daily Iowan's Alison Sullivan reported the University of Iowa's Athletic Director, Gary Barta's analysis of the University's recent bad national press over the hospitalization of 13 football players -- the "negative attention directed at the University of Iowa football program."

"He [said] the national media and the public reacted too quickly to the recent hospitalization of 13 football players. The instant negative publicity resulted from what he described as the media’s mentality of getting information fast in the Internet era, even if 'facts be damned.'” Alison Sullivan, "Barta: Football media attention has been difficult," The Daily Iowan, February 9, 2011.

The paper maintains an online edition where readers can post comments. I contributed the following:

"The national media and the public reacted too quickly to the recent hospitalization." The other possibility? Maybe the AD [Athletic Director Gary Barta] and [football] Coach [Kirk Ferentz] reacted too slowly.

There's a public relations playbook for "crisis management" that's seldom read and less often followed -- whether any president's White House, corporate CEO, or athletic team -- and was ignored in this crisis as well.

As Ferentz acknowledged: "Ferentz . . . acknowledged he erred by leaving campus to recruit while the players were hospitalized." HawkCentral, Feb. 2. [Andy Hamilton, "Ferentz Says He Erred, but Defends Program," HawkCentral, February 2, 2011.]

Had he briefly returned, expressed the concern, announced an investigation, and made the statements he made later, that "negative attention directed at the University of Iowa football program" would not have been eliminated, but it sure would have been significantly balanced and softened.

Admittedly, some journalists jumped without facts. I've deliberately not blogged about the hospitalization because I don't have the facts either.

But focusing on the media's faults may not be the most constructive or efficient way to identify, and respond to, "the problem."

This morning [Feb. 14], The Gazette's Diane Heldt reports the University may now be digging out and dusting off that "crisis management" playbook. Diane Heldt, "UI considers changes to crisis communication; experts offer tips," The Gazette, February 14, 2011, p. A1: "University of Iowa officials are discussing ways to improve how they communicate in a crisis, after the university’s response to the recent hospitalization of football players garnered bad press across the nation."

My son, Gregory, calms his computer customers' frayed nerves by beginning virtually every instruction for them with the line, "There are three steps" -- which he then proceeds to reveal.

So it is with Crisis Communications 101. Heldt reports, "Experts in image consulting and communications say immediacy, transparency, honesty and empathy are key when an organization is hit with a crisis and the public and media are demanding information. 'When you let there be a lag time, that can be perceived as lack of concern or avoidance,' said Kate Loor, vice president with Frank Magid Associates, speaking about crisis communication in general."

OK, four steps. But it's pretty much what I was saying in my little comment on the DI's story. It's not rocket science. It's kind of common sense.

According to Heldt, Barta is still focused on medical details instead of PR basics. "UI Athletics Director Gary Barta said when news first broke of the 13 hospitalized football players, UI officials didn’t have a lot of information and their No. 1 concern was for the players’ safety. 'We felt that was all the information we had at the time,' Barta said of the initial UI response. 'In hindsight, maybe I would have done things differently, but we went with what we knew at the time.'”

So, you don't know the medical details. OK. The "four steps" -- immediacy, transparency, honesty and empathy -- still leave you with a lot of things you can say and do (rather than saying nothing while playing golf in Florida).

Heldt reminds readers that Coach Ferentz acknowledged on Feb. 2 that "it was 'bad judgment on my part' to not return immediately to Iowa City to be with his hospitalized players or take part in the news conference" (which neither he nor Barta attended). (Coach Ferentz was tending to one of his top priority responsibilities: recruiting players for next season's team, with national "signing day" looming before him in 10 days.) That's the confession of someone who "gets it." That's class. We all make mistakes; we don't all acknowledge and take personal responsibility for them, without excuses and blaming others. (He's displayed equal character on occasion when blaming himself, rather than his players, for the loss of a game.)

It's UI President Sally Mason's call as to how, when, and with whom to draw on what I call the "crisis communications playbook." But Heldt reports that "When asked if athletics crisis communications might be moved to the office of the UI's vice president for strategic communications, Tysen Kendig, Mason said it doesn't matter who reports to whom."

That's one call for which I'd recommend a challenge and instant replay.
# # #
Addendum, For the Record.

I subsequently elaborated on my first comment on the DI's page.

Following my original comment, an "Ed S" said, "Nick 52 is right on the money with his comments. If the AD does not understand the problem he has created than who in the world does? . . .."

This prompted an "FlSven" to come to the AD's defense. In the spirit of the FCC's repealed "Fairness Doctrine," I reproduce his comment in its entirety:

All way off base, this truely is the result of the "instant news, screw the facts, just tell me something, anything" culture and mentality we've slipped into.

Can you imagine the 'outrage' by these analyzing experts if quick, inaccurate statements were made by Coack Ferentz .. omg!!

All these University individuals are very honorable Gentlemen and this has been validated by the new recruits and their families who didn't waver in their committments and the existing players who are all looking forward to more HAWKEYE football.

I'd suggest getting over yourselves and recognizing the hype and exaggeration that the media and some fans of other teams have blown up over this accidental event that was handled professionaly by the University.

Please let go of the jealousy that surrounds the monies made by successful individuals discussed, it's not very attractive and is often the vehicle of the wannabies and unsuccessful.

In response, I commented:

Seldom would I respond to a comment here. Such 'tis-'tain't exchanges too often escalate into dialogues neither constructive nor civil. And I'm not even sure FISven had my earlier comment in mind. But to remove any possible ambiguity as to what I was trying to say:

- I also noted "some journalists jumped without facts" and that "I've deliberately not blogged about the hospitalization." Of course the media bears much of the blame for how the media handled the hospitalization.

- No one's suggesting that Ferentz should have, or would have, made "quick, inaccurate statements." What I suggested was that had he "expressed the concern, announced an investigation, and made the statements he made later" the "outrage" FISven (and I) wish to avoid "would have been significantly balanced and softened." His choices were not limited to (1) delaying saying anything, and (2) making "quick, inaccurate statements."

- I absolutely agree with FISven that "all these University individuals are very honorable Gentlemen." I've described Coach Ferentz as perhaps the best coach in the country -- pro and intercollegiate -- who runs a class program.

- However, both Coach Ferentz and I seem to disagree with FISven's characterization that the public relations and media relations aspects of this event were "handled professionally by the University." He's publicly acknowledged as much -- being the classy guy that he is. I agree; and because of my affection for the University of Iowa, offered the suggestion that it might be institutionally advantageous for the University -- and its major programs in the spotlight, UIHC and athletics -- to anticipate, and give a little more attention to, what I called the "public relations playbook for 'crisis management.'"

_______________

* Why do I put this blog ID at the top of the entry, when you know full well what blog you're reading? Because there are a number of Internet sites that, for whatever reason, simply take the blog entries of others and reproduce them as their own without crediting the source. I don't mind the flattering attention, but would appreciate acknowledgment as the source -- even if I have to embed it myself.
-- Nicholas Johnson
# # #

Cutting Slack, Cutting Budgets

October 30, 2009, 8:30 a.m.

Regents, University Presidents, Deserve Some Thanks and Credit
(brought to you by FromDC2Iowa.blogspot.com*)
The sound of one shoe dropping.

The Iowa universities' presidents have presented their budget-cutting plans to the Regents, and the Regents have taken some votes.

Those who comment on newspapers' online stories are not always known for their civility and graciousness, and they've offered little toward the decisions reported in the stories about yesterday's [Oct. 29] Regents' meeting in Cedar Falls.

I've never hesitated to provide free blog advice to the Regents and the UI administration. (See, e.g., the blog entries linked from "TARP Lessons for Iowa's Budget Cutters," October 23, 2009.)

But on this occasion, without agreeing with everything they've done, I think we need to cut the Regents and the three university presidents some slack, and give them thanks and credit for a creative effort at fairness and equity in their execution of the thankless task of deep budget cuts.

Presidents' Bonuses. In those linked prior blog entries I've called for the important symbolism of the presidents' rejection of the $155,000 in potential bonus payments promised by the Regents. In the case of UI President Sally Mason, the $80,000 bonus was as much as a 15% increase above her regular salary -- mere symbolism for the UI community and people of Iowa, perhaps, but no small amount of pocket change for an individual State employee.

Yesterday she passed up the money, saying "“This year our budget difficulties are extraordinary. I too must do my part.” ISU President Gregory Geoffroy said, “I don’t expect one, nor would I accept any kind of performance bonus under these economic circumstances.”"Mason Turns Down Bonus Pay," Daily Iowan, October 29, 2009.

ISU's President Geoffroy went further, and "called the bonuses bad public policy. 'I think that they create enormous public relations issues for us. I would urge you to think about other ways to structure compensation.'" Staci Hupp (with contributions from Jason Clayworth, Gunnar Olson and B.A. Morelli), "University employees spared from layoffs," Des Moines Register, October 30, 2009.

Geoffroy's bonus would have been a 12% salary boost; UNI's President Ben Allen was in line for an 8% bonus.

Nor is this all. Both Geoffroy and Allen were offering to sacrifice 12 days' pay -- a not insignificant contribution at their salary level.

Fairness and Equity. I've also called for basic fairness, hoping that those with the least power and pay would not end up bearing a disproportionate share of the burden, while the relatively powerful at the top of the salary scale escaped unscathed. The model I urged we avoid was that of Wall Street, where bonuses in the multi-billions continue to flow to the wealthy, while the homeless and unemployed are ignored. It's a matter of substance as well as symbolism.

Here again, I think the Regents and the presidents have made significant strides in that direction.

Although Geoffrey and Allen are taking furloughs of 12 days, ISU employees earning under $60,000 a year will only lose 4 days pay. Note that 12 days is both three times the number of unpaid days suffered by those at the bottom of the pay scale, and given the presidents' salaries a much greater total cash loss per day for the presidents as well. "Senior administrators will take 10 days." [Staci Hupp's story, linked above.]

The cut in State contributions to individuals' retirement programs also has an equitable impact. At the UI the TIAA-CREF program involves a 5% of salary contribution from the employee, and a 10% of salary contribution from the University.

The proposal is that the 10% from the State be reduced to 8%. (Regent Michael Gartner and others thought it would be better to reduce it to the IPERS 7% level -- which would have made it even more equitable.) This has been described as a "2% reduction" ("a temporary 2 percent reduction," B.A. Morelli article, linked below). That may be a good public relations characterization in selling it to the beneficiaries who are being cut. But it's bad mathematics, and poor public relations in selling it to the people of Iowa, parents and students.

To cut a contribution from 10% of salary to 8% is a 20% cut, not a 2% cut.

I think a 20% cut in a benefit program is a significant cut; though I don't think it's unreasonable (especially since employees under this program are still getting slightly more than those with IPERS).

But my point for now has to do with equity. For a university president earning $450,000, 10% represents $45,000; 8% represents $36,000. That's a $9000 reduction -- what by my standards is a significant cut.

For an employee earning $40,000 the 10% is $4000; the 8% is $3200 -- an $800 cut. That's still significant for someone earning that salary. But the point is: those who earn the most lose the most; those who earn the least lose the least in the absolute dollar contributions they would otherwise receive into their retirement fund.

The $100 Student Surcharge. In the context of the presidents' self-imposed cuts in their own pay and benefits, and the effort to spread the burdens in accordance with employees' ability to bear them, the $100 surcharge for students doesn't seem outrageous.

I opposed the surcharge, as did four of the nine Regents, both as a matter of principle and of public relations. I believe in the 21st Century a college education in 2009 is a necessity that is the functional equivalent of a high school education in 1909 -- as I have laid out from time to time in this blog. It is internally inconsistent today to provide high school education at no cost to parents, while charging them a half or more of the full cost of college. Either we should charge for high school (which I would hope no one would advocate) or we should make "K-16" the modern standard for "public education." (Ditto for one of the greatest returns on public investment: the "K-prep" programs for those age 2 to 4.) Consistent with that position, I did not support the surcharge.

From a public relations perspective I simply posed the benefit-cost question: Is the benefit (the revenue from the $100/student) worth the cost (in student-parent hostility at a mid-year $100 add-on).

However, in the necessary spirit of compromise in putting together a package that spreads the burden among the beneficiaries, a $100 contribution, that is a surcharge rather than a permanent increase, and one that enables the Regents to reach the universities' $59.8 million share of the necessary State-wide budget cuts by putting 10% of it ($5.7 million) on students, it really can't be dismissed as an unreasonable part of the package. My position is not dissimilar to that of Regents' President Miles: "“I do not favor the idea of a $100 surcharge for our students at this late a date,' Miles said. 'But I think it’s reasonable.'” "Regents support surcharge," Daily Iowan, October 29, 2009.

Capital Expenditures. I have also noted the difficulty of imposing salary and benefit cuts, and layoffs, while continuing capital expenditures at the UI that cost roughly as much as all the required budget cuts for the three universities combined ($60 million for a UIHC computer system that has had a bad track record at other institutions and requires a $250,000 administrator to watch over it; a $47 million refurbishing of the Carver Hawkeye Arena). Here again, President Mason is proposing to cut some $5.1 million in building proposals as a part of her total budget cutting efforts. "Mason outlines cuts for UI," Daily Iowan, October 29, 2009.

Lest we be too happy about yesterday's meeting we need to recall that after this year's $600 million cut in State funding comes next year's projected $1 billion cut. So long as the federal government refuses the only surefire way to increase consumer spending (in an economy 70% driven by consumer spending) -- keeping home dwellers in their homes, and starting a federal WPA-CCC-style jobs program -- unemployment/underemployment will continue to increase or, best case, hold steady, this "recession" will continue, Iowa's tax revenues will continue their decline, and the economic pain for all will only increase. Javier C. Hernandez, "Day After Rally, Stocks Retreat on Consumer Weakness," New York Times, October 30, 2009 ("On Friday [Oct. 30], the Commerce Department reported that consumer spending in September dropped by the largest amount in nine months, a dreary data point that . . . reinforced the slow, halting recovery of the United States economy.").

There are many more rewarding investments for that multi-trillion-dollar debt Washington is passing along to my great grandchildren than handing it over to the guys who created the problem -- but then, I guess the two-year-old really has been rather miserly with his campaign contributions.

I suffer no illusion that any of the decisions made by the State universities presidents, or the Board of Regents, came about as a result of entries in this blog. But given the extent to which what was done was consistent with what I was urging be done, the only decent option open to me at this point is to give all of them some credit for an exceedingly difficult job relatively well done -- along with a "thank you."

Yesterday the Regents dropped the soft, cloth house slipper. When "the other shoe" drops it, and we, may make a little louder sound.

My sources:

Staci Hupp (with contributions from Jason Clayworth, Gunnar Olson and B.A. Morelli), "University employees spared from layoffs," Des Moines Register, October 30, 2009;

B.A. Morelli, "Regents approve UI tuition surcharge; Layoffs not totally off the table," Iowa City Press-Citizen, October 30, 2009;

"Mason turns down bonus pay," Daily Iowan, October 29, 2009;

"Regents support surcharge," Daily Iowan, October 29, 2009;

"Mason outlines cuts for UI," Daily Iowan, October 29, 2009.

[When this entry was written the online Daily Iowan for today was not yet available. Now that it is, the following should also be listed:

Emily Busse, "Board of Regents Approve UI Budget Plans," Daily Iowan, October 30, 2009, p. A1;

Editorial, "UI Admins Should Share the Budget Burden," Daily Iowan, October 30, 2009, p. A6;

Tom Moore, "Students Must Take Some of the Burden with Budget Cuts," Daily Iowan, October 30, 2009, p. A6.]
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* Why do I put this blog ID at the top of the entry, when you know full well what blog you're reading? Because there are a number of Internet sites that, for whatever reason, simply take the blog entries of others and reproduce them as their own without crediting the source. I don't mind the flattering attention, but would appreciate acknowledgment as the source, even if I have to embed it myself. -- Nicholas Johnson
# # #

A University's Strategic Communication

October 7, 2009, 8:45 a.m.

See also "Iowa's Budget Cuts and the University; Economic Collapse Tests Moral Values," Oct. 9

A Modest Proposal to the Regents' University Presidents
(brought to you by FromDC2Iowa.blogspot.com*)
The University of Iowa wants "strategic communication" and is searching for someone to provide it. "The Vice President for Strategic Communication reports to the President and is the chief communication officer responsible for conveying the University’s mission, vision, and values internally and externally. ""Position Description, Vice President for Strategic Communication Search," University of Iowa.

Until we find someone to fill this post, with its lengthy and intimidating Position Description list of responsibilities, I have a modest suggestion for how we -- and the other two Regents' universities -- might "convey the University's values."

These are tough economic times.

Tuition was increased 3.2% last year, 4.2% this year, and at least one Regent is advocating increasing it 5-6% next year. Out of state tuition for our professional schools is becoming less distinguishable from that of the most expensive private schools. Our so-called "public universities" are PINO universities -- public in name only. The free higher education California once offered, the nearly free in Iowa, the $25 a semester I paid elsewhere as an undergraduate, or tuition-free programs like the GI Bill after WW II have become truly ancient history. Stacy Hupp, "Tuition Increase Likely, Regent Says," Des Moines Register, September 18, 2009.

Iowa's universities' budgets have been cut, and cut again, and more cuts are coming. Brian Morelli, "Faculty worried about further budget cuts; State revenue estimate expected to lead to mid-year cut," Iowa City Press-Citizen, October 7, 2009, p. A1. "Regent President David Miles announced in a statement Thursday a hiring freeze and a construction moratorium on all projects other than UI flood recovery projects." B.A. Morelli, "UI officials shocked by cut; layoffs likely," Iowa City Press-Citizen, October 9, 2009.

A "construction moratorium," that is, except for athletic facilities? Watch this space and see. "In a timeframe now measured in weeks instead of months, Iowa director of athletics Gary Barta expects work on the $47 million renovation of Carver-Hawkeye Arena to begin this fall . . . 'and we are on schedule to make that happen,' Barta said during an appearance at the Scott County I-Club dinner on Thursday." Steve Batterson, "Carver renovations on pace to begin in fall," Quad City Times, October 3, 2009; and Tom Witosky, "Budget woes might stall U of I arena's renovation," Des Moines Register, October 11, 2009: "The regents records . . . show that [the UI] athletic department receives $882,000 from the university general fund . . .."

Successful budget cutting, always a bummer, requires the appearance as much as the reality of fairness. Layoffs, reductions in compensation, "a hiring freeze and a construction moratorium" from which the football coach's salary and the basketball team's construction program are exempt does not have the appearance of fairness -- regardless of the rationale that may be offered for the exemptions.

The Board of Regents has held the universities presidents' salaries level and failed to award any bonuses for last year's performance.

However, "the university presidents still could receive bonuses for the current fiscal year, which ends June 30, 2010. . . . If U of I President Sally Mason meets her performance goals, she would be eligible for an $80,000 bonus. ISU President Greg Geoffroy could receive a $50,000 bonus, and UNI President Ben Allen is eligible for a $25,000 bonus." Brian Morelli, "No pay raises for presidents of universities," Iowa City Press-Citizen, September 18, 2009.

Some Iowa legislators questioned the symbolism, and economics, of even holding out the possibility of such bonuses in these economic times. "Rep. Jeff Kaufmann, R-Wilton, Rep. Chris Hagenow, R-Windsor Heights, and Rep. Annette Sweeney, R-Alden, released a joint statement saying bonuses [totalling $155,000] should not remain a viable option this year . . .. 'This is hardly a pot shot,' Kaufmann said. 'It is amazing to me they continue to have these conversations out loud. It’s amazing to me they talk about tuition increases and performance bonuses of tens of thousands of dollars in the same meeting.'" Brian Morelli, "Dvorsky Backs University President Bonus Plans," Iowa City Press-Citizen, September 29, 2009.

All of this creates a bit of a problem. Students, who are graduating with significant debt, are understandably upset about their ever-increasing tuition. University employees are understandably concerned about layoffs, and increased work for decreased pay. Legislators, no doubt reflecting their constituents' feelings, are criticizing the Regents for making bonuses possible. And the Regents would be understandably reluctant to appear to be backing down to legislators' pressure.

The public is justifiably outraged over the bank bailouts being funded with their taxpayer money -- and their great grandchildren's increased share of the national debt -- being used to pay the guys who caused the problem million-dollar bonuses.

President David Skorton once said, when some questioned whether he was being paid enough, "When the median family income in Iowa is around $45,000 and I make over $300,000, it’s hard to argue that is not a lot of money. It’s very generous." [Quoted in "Pricey Presidents Added Cost," below.] Many Iowans share his candid assessment, and probably consider bonuses on top of what is now much more than $300,000 a year to be Iowa's equivalent, with Iowa taxpayers' money, of what's going on nationally with Wall Street executives.

So what can be done? Here's an example from what was actually a much less stressful time over a year ago.

Iowa is not the only state dealing with the consequences of our Wall-Street-created economic disaster. Connecticut confronts similar pressure. Notwithstanding those stresses, Iowa's own Mike Hogan, now the very popular president of the University of Connecticut, was awarded a $100,000 bonus for his "exemplary services."

What did he do with all that money?

With no pressure on him to do so, or public objection to a bonus payment for such a popular president, he made the personal decision to not accept it.

Former UI Provost Michael Hogan, who was denied the UI presidency in 2006, this week turned down a $100,000 bonus for exemplary service as the president of the University of Connecticut. . . .

Hogan declined the $100,000 bonus because of the state and school's struggling economic situation, and he asked that the money be given to the university's graduate program, the Associated Press reports.

Lauren Sieben, "Regent: No 2nd Thoughts," The Daily Iowan, September 26, 2008, quoted and discussed in Nicholas Johnson, "Hero Hogan; Mike Hogan Is Alive and Very, Very Well," October 1, 2008. [The third comment to this blog entry, below, comes from a "UI Emeritus" and reports that this year, "Before the board in Connecticut even discussed his evaluation (which once more was reported to be exceptional, outstanding, extraordinary), he [President Hogan] asked them not to even contemplate a raise or bonus, in light of the economy and the struggles everyone is facing."]

[Graphic credit, and see, "PresRelease" -- a combination Web page, blog, photo album and Facebook-like location that University of Connecticut President Michael J. Hogan self-describes as "my own little page where I can share items of interest, celebration, or concern with my University colleagues."]

And see Nicholas Johnson, "Pricey Presidents' Added Cost," The Daily Iowan, March 7, 2006 (includes full text of source material and related support); Nicholas Johnson, "How Many Administrators Does It Take? Administrators Are Multiplying & Sucking Us Dry," July 16, 2009.

We're not talking much money here; $155,000 will scarcely be noticed one way or the other in the multi-million-dollar cuts the University of Iowa has made, and will have to continue to make. Moreover, the presidents are not guaranteed this money anyway. The Regents left open the possibility the bonuses would not be granted next year for the same reason they were not granted this year: the economy.

So the presidents wouldn't even be giving up all that much to agree to forgo them.

But I think it would make a huge difference in appearances if they were to say, either individually or in chorus: "We don't want bonuses next year even as a possibility, regardless of how well we -- and the economy -- may do between now and then."

If Iowa values can be exhibited in Connecticut, the presidents of Iowa's universities certainly ought to be able to muster up the courage to display them here in Iowa as well.

It might help soothe the legislature. It would get the Regents out of an awkward position. It could calm the anxious and angry students -- and their parents. It might make Iowans less hostile toward what they perceive as unnecessarily generous compensation for university administrators in these times. And it would communicate to the faculty and staff a little better sense of "we're all in this together."

You want a relatively cheap strategic communications way to "convey the University's values internally and externally"?

This is my modest proposal.
_______________
* Why do I put this blog ID at the top of the entry, when you know full well what blog you're reading? Because there are a number of Internet sites that, for whatever reason, simply take the blog entries of others and reproduce them as their own without crediting the source. I don't mind the flattering attention, but would appreciate acknowledgment as the source, even if I have to embed it myself. -- Nicholas Johnson
# # #

Mission and Metrics

October 24, 2008, 11:45 a.m.

Of Mission and Metrics:
Iowa Universities Presidents' "Performance Goals"
The presidents of Iowa's Board of Regents and its three universities have announced the "performance goals" for the universities' presidents -- goals that will guide the Regents in evaluating the presidents' annual bonuses for superior performance.

Since I've been advocating this for some years, it's rewarding to see the process started.

But, alas, if I were teaching management instead of law, and these proffered "performance goals" were presented to me by my students as part of a class writing exercise, I fear they would be graded somewhere between a "D" and an "F."

That's OK in one sense; I guess, as the Frenchman explained when asked why he kissed women on the hand, "You have to start somewhere." The effort has begun and I'm grateful for that.

Before explaining the rationale for the low grades, let me candidly acknowledge my limitations. I am not now teaching management, nor have I ever done so. I have a law degree, not an MBA. Most members of the Board of Regents, and many of the universities' administrators, have had much more education, training and day-to-day experience with management and administration than I have. So I cannot, and would not if I could, suggest that my reactions must be accepted because they come from someone with more authority than the authors of these documents.

My reactions must be evaluated on their merits. Either they make sense to you or they don't.

That's not to say I'm totally devoid of experience. As U.S. Maritime Administrator I had responsibility for roughly 100 programs and projects with a couple-billion-dollar impact, thousands of employees, reserve fleet ships, a four-year academic institution (U.S. Merchant Marine Academy), ship building and operating subsidy programs, sea lift to Viet Nam, work with NATO, and so forth. During that time I created the "MARAD Management Information Reporting System" (a description of which was written up and published by the Government Printing Office for the guidance of other government agencies). As a local school board member I studied and led the adoption of the John Carver board-CEO governance model. And occasionally some of the business literature has caught my eye over the years. But all together it's more of a hobby interest these days than the kind of expertise that a College of Business professor, or business executive on the Board of Regents, would bring to bear.

See, e.g., U.S. Department of Commerce Maritime Administration, "The MARAD Management Information Reporting System" (1965); Nicholas Johnson, "Board Governance: Theory and Practice" (2000-2001); John Carver, "Remaking Governance: The creator of 'Policy Governance' challenges school boards to change," American School Board Journal, March 2000, p. 26 (a very useful, summary presentation of the Carver basics for all institutions); Nicholas Johnson, "An Open Letter to Regents on 'Governance,'" April 17, 2007.

So, for what it's worth, from my perspective there are two basic steps to the creation of "performance goals," neither of which would appear to have been applied in this case.

The first is the extraordinarily difficult task of figuring out what the institution -- corporation or university -- is really about. John Carver talks in terms of "ends policies" (developed by boards and executed by CEOs, that, not incidentally, double as the CEO's "job description" and basis for raises and bonuses -- or firing). What's sometimes called a firm's "core competency" is related, as are "mission" statements, or more generally "purposes" or "goals." I used to put it to the school board and superintendent in the form of the question, "How would we know if we'd ever been successful?"

The second is "metrics" -- the creation of a standard capable of precise measurement of the CEO/institution's achievement of its goals/mission/ends policies.

Thinking through the most appropriate expression of mission for any institution, not to mention the metrics for measuring its accomplishment, is very, very tough work.

An example I sometimes use is a mythical non-profit organization (or school board) devoted to reducing teen pregnancy. New board members insist on some measure of the success of their well-intentioned, but not very precisely focused, staff. Two years later the annual report proudly reveals improvements in the number of presentations in schools, condoms and pamphlets distributed, column-inches of newspaper coverage, and drop-in teens who've come by the office. It's well received by the board members -- until one of them notes that the purpose of the organization is not presentations, publications, and publicity; it's the reduction in teen pregnancy. "How can that be measured?" she asks.

Of course, there's all kinds of jargon, and software, that invades this process and may or may not be of help. See, e.g., Wayne W. Eckerson, "See It Coming," February 1, 2006 (Eckerson is the author of Performance Dashboards: Measuring, Monitoring, and Managing Your Business (John Wiley & Sons, 2005)); the article is reproduced as Fredericksburg Speakers/The Center for Success, "CEO Goals Implementation Process," undated ("If you don't have a coherent business strategy or haven't translated that strategy into a series of interrelated objectives and metrics, a performance dashboard is going to drive the organization faster, but in the wrong direction.").

Here's an excerpt from a corporate board's agenda item reviewing its CEO's "performance goals."

The current CEO goals were adopted on February 23, 2005 and are attached as Table A. While they cover a lot of topics unfortunately few of the goals are measurable and there are few high level summary goals or outside measures . . ..

A previous Chugach mission statement said:

"Maximize the value customers receive by safely providing competitively priced, reliable energy and services through innovation, leadership and prudent management."

It has been said many times in many forums,

"If it isn't measured, it doesn't get done." [emphasis in original]

In order to monitor our progress in achieving these objectives the BOD, members, and staff need a reporting mechanism that is directly tied to the critical items in the mission statement.

Ray Kreig, "Chugach CEO Goals," prepared as agenda item for August 10, 2005, Chugach Electric Board of Directors Meeting, August 5, 2005.

(As a Procter & Gamble executive and former school board colleague of mine used to express this truism, "You get what you measure.")

Of course, setting CEO performance goals, however essential, is not enough. The CEO must have the capability to, as Larry the Cable Guy puts it, "Get 'er done," as this oft-quoted Fortune article notes:

Of course you have to deliver results, but you're unlikely to do so if you haven't developed performance forecasts for the next eight quarters, not just the usual four. You should have ideas now for changes you may have to make six to eight quarters out. . . .

Every company, even the most successful, has bad news, usually lots of it. If you're not hearing it, are you letting the trouble build? . . .

Effective CEOs use processes to drive decisions, not delay them. They start by focusing on initiatives that are clear, specific, and few, and they don't launch a new one until those in progress are embedded in the company's DNA. . . .

Yes, strategy matters. A good, clear strategy is necessary for success -- but not sufficient for survival. So look again at all those derailed CEOs . . . smart people who worried deeply about a lot of things. They just weren't worrying enough about the right things: execution, decisiveness, follow-through, delivering on commitments.

Ram Charan and Geoffrey Colvin, "Why CEOs Fail," Fortune Magazine, June 29, 1999, p. 69.

Against this background, let's use as an example UI President Sally Mason's "performance goals." Erin Jordan, "University Presidents' Bonuses Now Linked to Goals," Des Moines Register, October 23, 2008; in this morning's Press-Citizen as Erin Jordan, "Mason's Pay Tied to Performance; President Must Meet Goals to Net $80K," Iowa City Press-Citizen, October 24, 2008.

One goal involves new personnel: two vice presidents to replace those she fired, two others (including a new VP for "strategic communications"), and a new head of Equal Opportunity and Diversity (whose term is expiring), and to complete three of the searches by June 30, 2009.

A second involves flood recovery: (1) she will "continue restoration [and] reopening of facilities; [at a] minimum threshold . . . restoring reliabile utility service [from a power plant that sustained $20 million in damage]; and (2) "develop a comprehensive flood mitigation plan" especially "for seven campus buildings."

Third, sexual assaults: (1) "lead UI in developing a new sexual assault policy and investigation process," (2) "continue sexual harassment training for UI employees," with a "minimum threshold [of] (a) putting the sexual assault policy in place and (b) training a portion of faculty, staff and teaching assistants in the next year."

Alcohol, the fourth subject, led to a goal to "form a safety task force focused on reducing alcohol abuse."

Finally, fundraising: "to increase fundraising by the UI Foundation by 5 percent."

There may be more, but that's the full list from this morning's Press-Citizen.

So let's go through them one at a time.

For starters, all of them sound more like a "to-do" list than "goals," but we'll return to that in a minute.

The first, personnel, item at least has a specific deadline: June 30. Though it's not unfair to note that there's no reference to the actual hiring of these replacements, let alone their arrival at Iowa, only the search for them. And eight months seems a generous and easily attainable "goal" for any search. Isn't this a rather routine function, rather than a "goal," a change, or improvement of some sort in the institution's execution of its mission?

The same can be said for the second, the flood recovery effort that is to "continue." There's no offered metric for measuring what is "recovery," how it is to be measured, how much is the targeted goal for the remainder of the academic year, and so forth. As for the "plan," that's not difficult to come up with; the question is whether it's any good. Treasury Secretary Paulson came up with a two-page "plan" for reversing the economic downturn; it ended up being so far off the mark that he and the Congress agreed it needed to be radically changed. What kind of expert/peer review are we going to have of this plan? Is it really something that will reflect the UI president's personal input, or will it, like the Stolar Report, simply be farmed out to a "consultant" -- in which case why should she be paid all or part of an additional $80,000 for doing that?

The new sexual assault policy and investigation process is something the Regents have already asked of the universities and is underway. Some changes have already been put in place. Is coming up with a response to a Regents' command, one that involves and will represent the work product of staff from all three universities, really worthy of being called a "goal" which, if met, entitles a university president to a "bonus"? Moreover, to use "to continue sexual harassment training for UI employees" with a "minimum threshold [of] . . . training a portion of faculty" as the justification for a bonus is to reward the mere "continuation" of a program apparently already underway, without defining its content and change, the metrics for measuring its impact on the actual number and severity of incidents of "sexual harrassment" (presumably its purpose), what level of change would warrant reward, or how large a "portion" of faculty having been trained will meet this "goal."

Alcohol abuse is a serious problem on the UI campus. It is not unrelated to the sexual assault problem mentioned above, as President Mason has herself noted. Yesterday the new Provost, Wallace Loh, firmly spoke out in opposition to alcohol abuse -- certainly better than not speaking to the subject, or coming out in favor of alcohol abuse -- but without, however, proposing anything specific be done about it. But is the creation of "a safety task force focused on reducing alcohol abuse" worthy of financial reward? For starters, we have such a task force now, as I understand it, so any extra cash for this one is kind of a slam dunk. Second, we've kind of always had one for the last 20 years or more. Third, like my "reducing teen pregnancy" example, above, they've never really accomplished much in terms of either measuring or reducing alcohol abuse and its consequences -- aside from spending the grants for the "Stepping Up Project" over the years.

The State of Iowa provides only a small proportion of the University of Iowa's budget. That's sad for a "public" state university initially established to provide essentially free higher education for Iowans. But it's the reality, with the result that one of the major tasks to befall university presidents, including ours, is to raise money. But note how this goal is worded: "to increase fundraising by the UI Foundation." Why should the president -- as distinguished from those who actually did the work that brought about the increased fund raising -- be the one rewarded financially for this accomplishment? It goes on to specify "5 percent." That's commendable and much better than simply "to increase." If a given university president is especially adept at fund raising, and specific gifts and grants can be traced to his or her efforts, some recognition of that might be appropriate. Even in that case, however, should not a "bonus" represent performance above and beyond the expected normal? How much have grants and gifts normally increased from year to year? Would another 5 percent increase be a remarkable accomplishment, or the average expected increase, or even below average?

So even if these "goals" were the most high priority, central, appropriate aspirations for our University, I'm not convinced that they could not be improved with some rethinking and redrafting.

But put those concerns aside. I don't mean to be picky.

The far more fundamental disappointment is what they reflect about the Regents' and presidents' thinking about the purposes, missions, ends policies, and goals of our Regents institutions.

Do these goals reflect why we're here, or the most important things we're trying to accomplish with State higher education for our students and the citizens of Iowa: That we successfully hire replacements for those we peremptorily fire? That we get the water out of flooded buildings, negligently built on flood plains? That we raise more money?

Indeed, in order to raise that money, let alone spend it wisely, don't we first need to know what we're trying to accomplish with the money, and how those expenditures will contribute to the accomplishment of our mission?

What is our mission? (I have some ideas, but I'm not going to extend this by starting that discussion now.) How would we know if we'd ever been successful? What are the metrics by which we might find the answer to that question?

Once we figure that one out, aren't those the bases for coming up with the goals that truly matter, the goals that bring us closer to what we're really all about, the goals when met that might really be a solid reason for providing a bonus and "job well done" to an educational administrator?

# # #

Conflict Over Conflicts

October 6, 2008, 7:45 a.m., 11:30 a.m. (addition of relevant links)

Conflicts About Conflicts of Interest
While the world evaluates our $1.3 trillion transfer of wealth from the middle class to the wealthy --

(along with the law's built-in earmarks for rum and wooden arrow heads) by depressing the value of global stock exchanges by about 5% (and trillions of dollars), we learn there are over 750,000 Americans who lost their jobs so far this year, 80% of Americans think they will be adversely affected economically, the British and American generals are telling us there cannot be a military "victory" in Afghanistan, voters watched the vice presidential candidates' debate like NASCAR fans watching for a crash that never happens

-- meanwhile, Marc Mills remains in the news with the petition for his reinstatement and two Iowa City lawyers duking it out over Stolar's charges of Mills' "conflict of interest."

Brian Morelli, "Faculty Circulating Petition to Reinstate Mills," Iowa City Press-Citizen, September 30, 2008, 4:23 p.m.

David Roston, "Pinpointing Mills' conflict of interest," Iowa City Press-Citizen, September 27, 2008

Mark Schantz, "Refuting Mills' 'conflict of interest,'" Iowa City Press-Citizen, October 4, 2008.

David Roston is the former chairman of the Chicago Bar Association Committee on Professional Responsibility. Mark Schantz was the University of Iowa's general counsel from 1992 to 2005.

David Roston wrote, "His [Marc Mills] responsibility was to protect the legal interests of the AD [Athletic Director/Department] and the university by assuring compliance with law and insulating it from liability. If Mills had made that responsibility clear to the student-athlete and her family, they would have known right off the bat that he was not going to protect their interests in this matter and that they should not rely on his help."

Mark Schantz responds, "Roston indicates that an attorney for the university should, when speaking with persons such as the student athlete's father, advise them that he is the university's attorney, not theirs. Mills did so, a fact about which there appears to be no dispute. Insofar as Roston implies otherwise, he is mistaken."

Roston charges, "Mills' failure to advise the Iowa state Board of Regents of the letter from the student-athlete's mother is analogous to the general counsel of a corporation failing to advise its board of directors of facts concerning an issue which it has decided to investigate. . . . The regents were his client, and it appears that he failed to provide them with important information because he thought that he had an obligation to the student-athlete and her family."

Schantz responds,

"[I]n the eyes of Iowa law, the Board of Regents exists separate and apart from the universities it governs. Chapter 13 of the Iowa Code makes completely clear that the attorney general of Iowa is the regents' lawyer. The board, therefore, is not the "client" of the university general counsel.

In the 13 years I served as university counsel, I recall no occasion when the board considered me to be its lawyer. . . .

Once it is understood that the regents were not Mills' client, the matter of whether and by whom the regents should have been advised concerning the critical letters from the student-athlete's mother takes on quite different coloration.

The Iowa Code is quite clear that the regents govern the institution by and through the president of each university. As a practical matter, the president directs regents communication downward to university officers and communication from university officers upward to the regents. I would not have made any official communications to the Board of Regents without the president's knowledge and approval. Nor, I am sure, did Marc Mills.

Roston also charges, "His [Mills'] responsibility was to protect the legal interests of the . . . university by assuring compliance with law and insulating it from liability."

Schantz responds,

Roston's final error, which also is reflected in the Stolar Report, is his misconception that the sole function of university counsel is to "insulate (the University) from liability."

University policies, however, reflect a variety of university interests, often described in rather general language, and university lawyers regularly are involved in trying to reconcile or balance the different interests reflected in those policies.

The university wishes, for example, to encourage victims of sexual assault to report such events and . . . also wishes to ensure that students accused of sexual assault are provided a fair hearing . . .. Balancing those competing interests is part of a lawyer's job, and it is not primarily about preventing liability. The fact that a large entity frequently pursues different interests does not mean its lawyer has a "conflict."

I cannot know, and won't speculate, why David Roston would have written what he did. From my own perspective, Mark Schantz clearly has the more persuasive analysis.

But this is more than just a "he-said-he-said."

As Schantz concludes, "Accusing an Iowa lawyer of 'conflict of interest' is to accuse one of violations of the Iowa Rules of Professional Responsibility. Such allegations are defamatory and actionable if false, as I believe I have shown they are, with respect to Marc Mills."

Links to Related Documents
Marc Mills

Stolar Partnership, "Special Counsel's Report [The Stolar Report], State of Iowa Board of Regents, University of Iowa Internal Investigation," September 18, 2008 (a pdf file):

"[T]he General Counsel's involvement as liaison for an alleged victim of sexual assault is improper, given the perceived (if not apparent) conflict of interest with the General Counsel acting in such a capacity." p. 12.

"Marcus Mills’ involvement in micromanaging the University’s response to the
incident presented a serious conflict of interest." p. 60.

"The role of the University’s General Counsel is to represent the University and its
Executive Officers, Administrators, Faculty and Staff, all in their official capacities. As legal counsel for the University, there is a substantial appearance of a conflict of interest if such counsel is dealing with an unrepresented complainant." pp. 60-61.

"The Office of the General Counsel should never have assumed a supervisory role
in the investigation of the incident. To do so was an inherent conflict of interest." p. 72.

_______________
Marc Mills, "Response of the General Counsel to The Stolar Report," September 23, 2008, see generally pp. 2-3, "Conflict of Interest":

"The Report does not cite the applicable rule [Iowa Court Rule 32], much less identify any specific provisions violated by Mr. Mills.

"[A] conflict of interest does not arise merely from communication between a lawyer and an unrepresented party, even a potentially adverse party. Indeed, the conflict of interest provisions of Rule 32 do not apply in such situations."

"Lawyers in these situations are guided by Rule 32:4.3, 'Dealing with Unrepresented Person.' ("In dealing on behalf of a client with a person who is not represented by counsel, a lawyer shall not state or imply that the lawyer is disinterested. . . .").

"The facts indicate that Mr. Mills acted wholly and appropriately within the bounds of Rule 32:4.3 in his dealings with the father. At no time did Mr. Mills suggest or otherwise give the impression that he was disinterested. . . . The father never indicated to Mr. Mills that he misunderstood Mr. Mills' role and Mr. Mills never gave legal advice to the father. [Thus, he] did not violate either the letter or the spirit of the applicable ethical rule."

Links to Prior Blog Entries

The most extensive collection of material: Nicholas Johnson, "University of Iowa Sexual Assault Controversy -- 2007-08," July 19-present
"Sex and Finance," September 30, 2008.
"Cleaning Up After the Party," September 26, 27, 2008 (includes link to Mills' response to Stolar Report)
"Which Would be Worse?" September 25, 2008
"Scapegoat Bites Back," September 24, 2008
"Got Questions?" September 23, 2008
"Rational Responses to Stolar and Global Finance" (includes "The Case for Mills and Jones"), September 20, 2008
"Extra: Stolar Report," September 18, 19, 2008 (includes liink to Stolar Report)

Global Finance

"Better Alternatives to Congress' Bailout Plan," October 2, 2008.

"Sex and Finance," September 30, 2008.

"Alternatives to 'The Plan,'" September 28, 2008.

"Global Finance: The Great Fountain Pen Robbery," September 21, 2008.

"How Much Do You Owe the Chinese?" September 6, 8, 2008.

# # #

Hero Hogan

October 1, 2008, 9:30 a.m., 1:00 p.m. (addition of report on Mike Hogan's accomplishments at UConn)

Mike Hogan is Alive and Very, Very Well
Mike Hogan is back in the news, and "in the hearts of his countrymen (and women)," at the same time a petition is being passed from UI faculty member to faculty member urging the reinstatement of former General Counsel Marc Mills. Brian Morelli, "UI professor petitioning to reinstate Mills," Iowa City Press-Citizen, October 1, 2008, p. A1; Amanda McClure and Kelli Shaffner, "Petition to reinstate Mills garners support from UI community" [in this morning's hard copy edition as "Mills Firing Irks Many"], The Daily Iowan, October 1, 2008, p. A1.

Mills, the University's former general counsel, was unceremoniously and peremptorily fired for . . . for . . . what exactly was he fired for? That's part of the problem. No one of us can look back on all of our actions and say there is absolutely nothing during our lifetimes that we might have done differently. But, at a minimum, it's hard to read his lengthy response to the Stolar Report's charges, and his explanation of his role (or absence of role) during the UI's handling of an alleged sexual assault last October 14 and find anything he did (alone or taken together) that would warrant such precipitous action. (And there has, of course, been no effort to show a pattern of mis-, mal- or nonfeasance over the past 20 years of his distinguished service to the University -- nor could there be). See generally, Nicholas Johnson, "University of Iowa Sexual Assault Controversy -- 2007-08," July 19-present.

It's caused many to look at other personnel decisions that don't seem to have made any more sense than this one. See, e.g., this morning's Russell Scott Valentino, "Advice to new VPs: Watch your backs, people," Iowa City Press-Citizen, October 1, 2008, p. A17.

But the story that caught my attention was Lauren Sieben, "Regent: No 2nd Thoughts," The Daily Iowan, September 26, 2008.

Former UI Provost Michael Hogan, who was denied the UI presidency in 2006, this week turned down a $100,000 bonus for exemplary service as the president of the University of Connecticut. . . .

Hogan declined the $100,000 bonus because of the state and school's struggling economic situation, and he asked that the money be given to the university's graduate program, the Associated Press reports.

Hogan served as UI provost from 2004 to 2007. He was a finalist in the UI presidential search in the fall of 2006, before the regents rejected all four finalists.

The regents called for a second presidential search in 2007, which cost the university roughly $200,000 and yielded then-Purdue Provost Sally Mason.

During the first search, Regent Robert Downer [noted] . . . that Hogan had been an "exemplary provost."

"I felt that he would have been an excellent president," Downer said. . . .

Members of the UI Faculty Senate and UI Student Government also were shocked and disappointed at the regents' decision to disband the search in 2006. The two groups passed "no-confidence" votes in November that year, a symbolic gesture of outrage.

Former Regent Amir Arbisser said Hogan received "very serious" consideration in the presidential search because of his prominence in the UI community, but [it was] . . . a "politically unpleasant" time.

"I think that it's a matter of sometimes throwing out the baby with the bath water," Arbisser said. "I think that people were looking for a completely new crew of candidates, not that [the] candidates we had looked at weren't excellent. . . ."

I didn't choose to post a comment regarding Mike Hogan to this story at the time (only a comment about the Daily Iowan's closing out the opportunity to put comments on two stories that day involving President Mason). What follows are excerpts from a random sampling from those Daily Iowan readers who did. The more severe criticisms of President Sally Mason have been deleted because (a) it is to everyone's interest that CEOs succeed, whether the president of our country or our university, (b) I don't think firing anybody is the answer to any problems the UI may have, and (c) this blog entry isn't about President Mason anyway, it is about (University of Connecticut) President Hogan.

Outrageous
posted 9/26/08 @ 10:00 AM CST
Didnt the regents say that the candidates were unqualified when they rejected a candidate that is vastly superior to our new president? Mason can't get a raise and Hogan turns down a bonus because of the economy. Dear Regents: you made a HUGE mistake. Your extreme negligence on this issue goes beyond any business judgment ruling that we would apply and the people of Iowa should get to recoup the losses you have inflicted from you personally.


Chris
posted 9/27/08 @ 5:41 PM CST
Why don't they just ditch Mason? . . .

Let's weigh the "evidence" on Mason:

[lengthy criticism of Mason follows, and then the comment concludes . . .]

And, the very sad reality -- we could have had Mike Hogan. He wanted the job and was imminently qualified and adored. Instead, he's at University of Connecticut, where he has just contributed his bonus BACK to the University. I guess the regents just could not tolerate a leader who has more intelligence, integrity, ability to lead, support, and intelligence than them.

At a minimum, they should see if Mike Hogan would come back as president, if they'd fire Mason, as would be appropriate in this situation. . . .

Similar, anonymous, comments were added to my blog entry, "Cleaning Up After the Party," September 26, 27, 2008.

Anonymous said...

I have several concerns: . . .

Instead of stepping up and taking responsibility, Mills and Jones are thrown under a bus. You can say that Jones may have had past problems, but where's the evidence that either he or Mills is responsible for the mishandling of this event?

Strike 3!

The bottom line is that the Regents have to justify hiring her over Mike Hogan. That's right -- Our first choice, who went off to better and brighter alternatives in Connecticut -- where, BTW, he just DONATED his $100k bonus back to the university.

Meanwhile, Mason, in a shadow of under-performance, receives an increment to her performance bonus.

How sad. Let's see about bringing back Hogan!
9/27/2008 06:11:00 PM


Anonymous said...

The regents didn't want Hogan because he could think for himself, just like Skorton did. The regents wanted someone too dumb to think for themselves, someone who had to be told how to think. That is, by her own account, why Mason fired Mills and Jones-- they weren't telling her what to think when she needed them to!

Looks like the regents got just what they wanted with this hire. How lucky for all of us.
9/27/2008 08:44:00 PM


Anonymous said...

I think you are right, anonymous-at-8:44PM. . . .

It's a little ironic that Amir Arbisser has come out in support of Mike Hogan at this point (according to the Daily Iowan). He voted against him as a presidential appointment. Yet, I have to respect his integrity for stepping up and admitting a mistake was made. . . .

--Signed, a once-proud faculty member
9/28/2008 07:55:00 AM

When Mike Hogan was here as our Provost you could probably have counted me as a "fan" -- though I was not a member of the Facebook "Hogan's Heroes" group. But I never worked with him on anything; in fact, I don't think I ever talked to him in his office about anything; and he made no decisions (of which I am aware) that affected me positively or negatively. So I claim no special knowledge.

Moreover, university administrators, like administrators of most institutions, are like judges. Most of the time their decisions mean that someone wins and someone loses. Those who "win" give no credit to the decider because, after all, they deserved to win, they were right and the other person wrong, and the decider only did what they ought to have done. Those who "lose" go away convinced the decider is either incompetent, corrupt or biased against them.

So I assume Hogan must have created his own detractors at our University; but my rough assessment is that, if so, they were far outnumbered by his fans -- including a good many regents.

Missing him, I decided to check out how he's been doing at Storrs, Connecticut. (Hopefully, it's unnecessary to add that I've had no contact with him, or anyone at his university, with regard to this blog entry, and I can only hope that if he ever sees it he won't be upset.)

Here's an editorial from the (University of Connecticut) The Daily Campus a couple weeks ago that provides a summary (Photo credit: Wikipedia; the dog in the picture is "Jonathan," the school mascot): Editorial, "Hogan's campus presence more than just a photo op," The Daily Campus, September 17, 2008:

Toward the end of former UConn President Philip Austin's tenure, a survey was taken asking students, faculty members and administrators what they would like to see in a future university president. The result of this survey was not surprising to most -- nearly unanimously, those connected with UConn were looking for a president who was a more visible member of the community.

To those who asked for a president they could connect with, someone who would be an active member of UConn's growing community, Michael Hogan has been the answer to their prayers.

In the year since President Hogan came to UConn, he has managed to make himself an integral part of the university on a multitude of levels. . . . He is an honorary member of a variety of fraternities and sororities on campus. His face graces the cover of the UConn dining handbook, replete with beekeeper hat to highlight UConn's efforts to use locally produced honey. It was Hogan who greeted parents on move-in day and Hogan who took the bus with students to football games. During sporting events, the president can typically be found in the student section and on Relay for Life he took laps around the track with student volunteers. . . .

He regularly eats meals in dining halls and is often approached by average students just to say hello. . . .

Students can often be seen waving at Hogan as he walks around campus, or shouting out his name at he passes by.

"Mike has made a very conscious effort to really get to know a lot of students. . . . I really run into him more informally around campus than I probably do formally, which says a lot," said USG President Ryan McHardy.

After years of being governed by a president who was rarely heard from directly and even more rarely seen around campus, UConn wanted a president who was a real person, someone they could connect with and who would be part of the community. In the year since President Hogan arrived in Storrs, that is exactly what we've received.

Not surprisingly, when it came time a couple of days ago for the paper to issue "Hogan's Report Card" they awarded him an "A" for "approachability." Editorial, "Hogan's Report Card: One Year in Review," The Daily Campus, September 26, 2008 ("'Mike,' as Hogan allows students to call him, is definitely a far cry from past presidents who liked to stay in their offices. Hogan walks around campus regularly, . . . seems to enjoy students' coming up and introducing themselves and generally makes time for small talk . . . and makes a discernible effort to reach us on our level.").

They also gave him a "B+" for fundraising, having "exceeded his goal of raising $55 million in new gifts . . . the second best performance in the university's history," and an "A-" for the "environment," among others (one A, one A-, two B+, and one B- -- contested by a student reader as far too low and unrealistic for his "political advocacy").

Mike Hogan's delightful blog -- which is called the "Pres Release" -- provides one reason for his environmental grade in a September 29 entry: "UConn has improved its rating from a year ago and is now listed as a “Campus Sustainability Leader” in the 2008-09 Green Report Card, which was released last week by the Sustainable Endowments Institute. . . . Only eight state public universities in the nation were rated higher than UConn and 12 others received the same overall rating, including several of our 'aspirational' peers: Cal-Berkeley, UVA, Wisconsin-Madison and Michigan."

He also blogs about his "Report Card":

I got my report card from the Daily Campus today. A solid A-/B+, depending on your grading scale. But of course this is before the upward adjustment for the usual grade inflation, which would probably convert the grade to an A+. So I’m very happy with the results. Besides, since I already have a good job I don’t have to worry about getting into a top-notch law school.

Looking at the Daily Campus, I got to thinking about my report cards in grade school when we would get marks like ‘Good,’ ‘Satisfactory,’ and ‘Unsatisfactory’ for our personal behavior. I was once in a class where the teacher asked us to make out our own report cards and explain the grades we gave ourselves. So I did that here, based on the cards I used to get. Here are the results:



I had to give myself an S- for General Deportment in my second twelve weeks because of getting too exuberant at a Women’s Basketball game in Gampel. But as you can see, I think I’m improving. I didn’t give myself any E’s (Excellent) since I can always do better. Besides, these are not adjusted for grade inflation!

The blog contains 17 entries for September alone, with lots of photos. In one he's pictured with the "UConn Marching Band’s clarinet section." He says, they "sent me this photo taken on the field after the Hofstra game. As I look at the picture, I’m not sure if that’s really me or if it’s another version of ‘Stand-Up Mike,’ that two-dimensional figure you might have seen around campus and last residing in Kevin Fahey’s office."

There is apparently something called "The Rock" on campus that appears to be literally an enormous rock that one is permitted to paint with birthday and other greetings.

There are his campaigns: "trayless dining" as a water conservation measure, the use of locally developed honey ("Honey Harvest" photos; "Dining Services harvested its first batch of honey from the hives they set up last spring . . ."), and the picnic he put on to promote graduate and professional education.

Some are his comments about UConn's academic achievements -- some EE and computer engineering students who've figured out how to send computer data as sound waves through water, or a faculty member with a sense of humor about her recently well-funded research on tape worms.

Some, like those of any blogger, describe his day: "This past weekend I took some time out from my usual work schedule to take in some UConn athletic events – it was a perfect weekend to be outside. I went to four games (football, softball, field hockey, men’s soccer) and we were 4-0 in those games."

And, of course, at a time when we're paying our football coach in the millions, putting an extra $30,000 into our UI president's "incentive package" (now $80,000), Wall Street executives are being permitted to keep their jobs and multi-million-dollar bonuses (rather than forcing their firms to go through bankruptcy, thereby requiring the executives to pay back the bonuses to the trustee in bankruptcy for creditors) as a "solution" to a problem these executives created for themselves and the global economy -- what a bright and shining moment it is to see someone, whose accomplishments have warranted a $100,000 bonus, turn that bonus back to his University because of the economic hard times.

You want class? That's class.

Class plus . . . impressive fundraising, serious academic accomplishment by faculty and students, mutual respect, a learning environment, coupled with a sense of fun and good humor with all. School just doesn't get much better than that.

All in all I'd say our Mike Hogan is doing all right on the east coast for an Iowa boy ("Born and raised in Waterloo, Iowa, Hogan earned his B.A. degree at the University of Northern Iowa, where he majored in English with minors in history and classics; his M.A. and Ph.D. degrees were conferred by The University of Iowa.").

I still miss him.
# # #

Cleaning Up After the Party

September 26, 2008, 8:30 a.m., 2:30 p.m. (links to today's stories); September 27, 2008, 6:30 a.m. (links to additional stories)

Related:
"Which Would be Worse?" September 25, 2008
"Scapegoat Bites Back," September 24, 2008
"Got Questions?" September 23, 2008
"Rational Responses to Stolar and Global Finance" (includes "The Case for Mills and Jones"), September 20, 2008
"Extra: Stolar Report," September 18, 19, 2008
And, of course, the monster collection of material in Nicholas Johnson, "University of Iowa Sexual Assault Controversy -- 2007-08," July 19-present

The Party's Over; Cleaning Up Begins
[Links to today's stories at bottom of blog entry.

SPECIAL: Link to Mills Response to Stolar Report (note that the Press-Citizen has a bad link), but this one works.]

The party's over. They're shutting off the lights. The media's off in search of the next big story. The University community has shifted its focus to the Homecoming parade tonight, and another aspect of the Iowa football program: the Northwestern football game tomorrow at 11:00. (As Kembrew McLeod reported hearing "two drunk guys in downtown Iowa City joking that they didn't care how many women the football team rapes, as long as it keeps winning.")

But after that game the neighborhoods surrounding the stadium will once again be filled with flattened beer cans, broken glass, plastic cups, cardboard cases emptied of their of beer cans, and tipped over empty trash cans along with a rich variety of unidentifiable trash. But within a day or two or three the streets will have been swept and the homeowners will have crawled under their bushes and hedges to remove what's been thrown under them by fans.

Cleaning up after the football program participants' alleged rapes is proving to take a little more time.

The Regents have demonstrated their verbal facility in their review of President Sally Mason, on the one hand with a Bush-like praise of the great job she has done ("You're doing a heck of a job, Brownie"), while on the other hand refusing to raise her base pay because of her responsibility for the mess that was made of last October's alleged sexual assault by two football players.

(Meanwhile, both of those players are off playing football elsewhere -- interrupted only by the occasional need to return to Iowa City for a Johnson County court proceeding. And a three-judge panel of the Iowa Supreme Court has voted two-to-one for Pierre Pierce, the basketball player who starred in the last really big sexual-assault-by-Iowa-athlete saga (the new organizational and procedural clean-up from which was supposed to prevent the administrative chaos we've recently witnessed from ever happening again). Notwithstanding his probationary status for subsequent crimes as well, they decided it would be all right for him to leave the state, indeed the country, to play basketball in France. I've just never understood where the public could get the idea that athletes are treated differently from everyone else.)

So now that President Mason is securely back in Jessup Hall, what's left to clean up after the Regents' party?

o The Regents have yet to respond to the media's public records request for the ten-page document they received from former UI General Counsel Marc Mills, protesting his peremptory firing.

o Mills now has a lawyer of his own, but we've yet to hear what he's prepared to do legally.

o Vice President Phil Jones, also peremptorily fired, also has a lawyer, whose four-page letter and attachments we've seen (linked from yesterday's blog entry), and who seems to be prepared to pursue a wrongful dismissal law suit.

o Sheldon Steinbach, a Washington, D.C., lawyer and former general counsel for the American Council on Education, thinks they both have solid wrongful discharge cases.

o The criminal case against the two football players is going through lawyers' motions, and getting postponed, but is still very much ongoing.

o We've heard nothing from the alleged victim or her family since this whole thing blew up with regard to whether they are looking to sue the University (or may already be negotiating a "settlement").

o The Regents never have come up with "ends policies," or goals -- some metric, measurable way of answering "How would we know if she is 'successful'?" -- as promised, before handing out more added bonuses to President Mason as "incentive packages." They've now increased the incentive from $50,000 to $80,000 and reiterated that promise, but it's an exercise well worth the media and public following. (Obviously, counting the number of times she makes statements that "I expect" or "I will not tolerate" are not the kind of metrics I have in mind.)

o Athletes aren't the only students who engage in unacceptable, violent behavior. But however much praise is heaped on the UI Athletic Department by the Regents, the Stolar Partnership, and President Mason, the fact remains that at least from a public relations perspective, it's the criminal behavior of high profile athletes that gets the attention of the media, public, and public officials. What the football and basketball programs are willing to do in controlling that behavior, starting with the vetting of the quality of the recruits brought here in the first place, also deserves watching.

o Credit President Mason with mentioning yesterday at the Regents meeting the role of alcohol in well over 90% of sexual assaults. (Alcohol is involved in roughly 50%, give or take, of all crimes.) Actually accomplishing a reduction in the seriousness, number of students, and amount of binge drinking -- and its consequences -- should remain near the top of the City's and University's agenda. Given that, as the saying goes, "you get what you measure," figuring out a way to measure progress on this one should be the starting point.

o President Mason has put in place immediately a new set of interim procedures for handling sexual assaults. They need to be communicated, assessed, tweaked, and covered by the media.

o The Regents read off a list of what they want in a set of new policies, consistent across all three Regents' universities. That study, meetings, drafting, and reviewing process will be beginning soon.

o There will be a search under way for permanent replacements for Mills and Jones -- something President Mason said yesterday she'd like to have concluded this year.

Moral: Some parties take longer to clean up after than others.

What else is there? Put in a comment to this blog entry and tell me what I've left out.

Links to Today's Stories

Daily Iowan

Bryce Bauer, "Mills: Inaccuracies in Stolar Partnership Report," The Daily Iowan, September 26, 2008.

Amanda McClure, "Mason Apologizes to Regents," The Daily Iowan, September 26, 2008, p. A1.

Lauren Sieben, "Regent: No 2nd Thoughts," The Daily Iowan, September 26, 2008, p. A1 ("Former UI Provost Michael Hogan, who was denied the UI presidency in 2006, this week turned down a $100,000 bonus for exemplary service as the president of the University of Connecticut.").

Amanda McClure, "No Raise for Mason," The Daily Iowan, September 26, 2008, p. A1.

Des Moines Register

Ben Fornell, "U of I to control student 'ghosting' rooms," Des Moines Register, September 28, 2008 ("Ghosting is hard to track on the campuses of Iowa's three public universities, but it became an issue in an alleged assault case at the U of I last fall. A Hillcrest Hall room involved in the alleged sex assault was unoccupied. It had been assigned to two Hawkeye football players, but they were living off campus.").

Staff, "Mills Insists He Did Not Botch Assault Case," Des Moines Register, September 26, 2008; William Petroski, "Fired lawyer offers rebuttal," Des Moines Register, September 27, 2008.

Editorial, "Lesson for Regents: Opt for Openness," Des Moines Register, September 26, 2008 ("Both the regents and Mason must rebuild Iowans' confidence in their management of the university. Secrecy won't help.").

Editorial, "Policy Change a Good Step, But Follow-Through is Key," Des Moines Register, September 26, 2008.

Lee Rood, "Mason's Salary Frozen in Wake of Scandal," Des Moines Register, September 26, 2008.

Video of Board of Regents Meeting, September 25, 2008 Des Moines Register, September 26, 2008.

Video of Press Conference Following Board of Regents Meeting, September 25, 2008 Des Moines Register, September 26, 2008.

The Gazette

Diane Heldt, "Mason: School failed student who sought help; Regents support UI president but deny pay increase," The Gazette, September 26, 2008, p. A1; online as, "Regents Express Confidence in Mason After Apology, Reform Vow," Gazette Online, September 25, 2008, 9:56 p.m.

Gregg Hennigan, "Iowa's Mills responds to assault report," Gazette Online, Updated September 26. 2008 6:56 p.m.; hardcopy as "UI's Mills Responds to Assault Report," The Gazette, September 27, 2008, p. B1.

Jennifer Hemmingsen, "Mason Speech to Regents Leaves Lingering Skepticism," The Gazette, September 27, 2008, p. B1 ("[W]e learned much of the blame lay with those policy and procedure changes that were supposed to prevent another Pierce fiasco. . . . This time, [UI President Sally] Mason told regents on Thursday, the UI will get expert help . . .. In the interim, she’s put an end to the informal reporting process, named a single point of contact for people reporting sexual assaults and is requiring they be paired with a trained advocate. She says she has zero tolerance for sexual assault and misconduct and will work to create a respectful campus community. Sounds good, but I’ve been talking with fellow alums over the past couple of days and our consensus is this: We’ll believe it when we see it. We thought the problem was fixed last time. We were duped. . . . I’m keeping my eyes on what happens now. Show me, Sally.").

Iowa City Press-Citizen

Editorial, "More Questions Before UI and Regents Move On," Iowa City Press-Citizen, September 27, 2008, p. 16A.

Thomas Walz, "University Problems Aren't the Fault of Any One Person," Iowa City Press-Citizen, September 27, 2008, p. 17A.

David Roston, "Pinpointing Mills' conflict of interest," Iowa City Press-Citizen, September 27, 2008, p. 17A.

Lee Hermiston, "Mason implements changes; Appoints sexual assault response coordinator," Iowa City Press-Citizen, September 27, 2008, p. 5A ("University of Iowa president Sally Mason put into effect Friday several policy changes in the wake of a report criticizing the university's policies and procedures in responding to allegations of sexual assault.").

Brian Morelli, "Mills: I Wasn't Leading Investigation," Iowa City Press-Citizen, September 26, 2008, including a link to Mills' Response to Stolar Report; and Brian Morelli, "Mills Says He Didn't Manage Investigation," Iowa City Press-Citizen, September 27, 2008, p. 3A.

Brian Morelli, "Mason apologizes; UI president outlines interim abuse policies," Iowa City Press-Citizen, September 26, 2008, p. A1

Brian Morelli, "Regents Say Denying Raise Sends Message," Iowa City Press-Citizen, September 26, 2008, p. A1.

Michael O'Hara, "UI Fortunate to Have Sally Mason Leading the Way," Iowa City Press-Citizen, September 26, 2008 (O'Hara is President, UI Faculty Senate; this op ed column is essentially a reply to Kembrew McLeod, "Recent Events at UI Embarrassing, Disgusting," Iowa City Press-Citizen, September 22, 2008).

Brian Morelli, "Regents Stick by Athletics, Give No Raise to Mason," Iowa City Press-Citizen, September 25, 2008.

"Mason's Remarks to the Regents," Iowa City Press-Citizen, September 25, 2008 (advance speech text as released by the University).

"Regent President Statement on Mason, Athletics," Iowa City Press-Citizen, September 25, 2008.

"Mason Sends E-mail to UI Employees," Iowa City Press-Citizen, September 25, 2008.

Lee Hermiston, "Hearing for Everson, Satterfield Pushed Back," Iowa City Press-Citizen, September 25, 2008.

Lee Hermiston, "Satterfield Ordered to Appear, Spies Wants Separate Trials," Iowa City Press-Citizen, September 23, 2008.

Other

"Mason announces termination of employment for Jones, Mills," University of Iowa News Release, Sept. 23, 2008.

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