Gov Finally Sacks Katkus After National Guard Bureau Office of Complex Investigations (OCI) Report On Sexual And Other Abuse

From the Governor's website:

 "September 4, 2014, Anchorage, Alaska – Following the conclusion of a six-month independent review and assessment of open and closed investigations related to reports of sexual assault, rape and fraud among members of the Alaska National Guard, Governor Sean Parnell released the findings today, and took the resignation of the adjutant general, Major General Thomas H. Katkus. The governor originally requested the assessment from the National Guard Bureau Office of Complex Investigations (OCI) in February."

I first came across Tom Katkus at his confirmation hearings in 2010 at the State Affairs Committee in Juneau, but kept my personal reactions to myself.  As I look back at that post, it's ironic that after they approved Katkus, the next topic was sexual abuse in Alaska.  And my personal instincts were reinforced soon when I got an email after that post from a spouse of someone at the National Guard telling me how corrupt the Guard and Katkus were.  She wouldn't give me her name or fill in details, but she talked about intimidation of people in the guard who noticed all the things going wrong, of favoritism, and cronyism and did nothing.  It seemed serious and her anonymity seemed more fearful than a way to vent. And I had lots of other things to keep me busy.

More recently (January this year) someone put up this comment on that post:

"Funny that MG Katkus is leading the charge against rape and sexual assault, considering the fact that he's been the person in charge of covering up the numerous sexual assault cases that have been reported to the Governors office over the years."

Someone also had sent me a link to the 2012 twelve page list of allegations from retired Lieutenant Colonel Kenneth T. Blaylock that starts out:

KENNETH T. BLAYLOCK
LIEUTENANT COLONEL (RET) AKARNG
529-XXXX
Illegal Activities within the Alaska National Guard
Murder, Sexual Assault, Narcotic Trafficking, and other violations are reported. It’s not that any proper investigations are performed and the results produced. But rather they are not investigated. The only actual investigations conducted are against the whistleblowers themselves.

I mention all this because if I, as a blogger was getting this sort of stuff, no doubt people responsible - like the governor - were also getting it and probably more.  Clearly there was something seriously wrong at the Guard and whenever it came up, I felt a bit of guilt for not looking into it, but I mollified myself because there were official studies being done that would have more access than I could ever get.

Parnell is quoted in a Becky Bohrer article the Army Times:

“I’ve been extremely frustrated over the years because it seemed like we’ve been chasing a vapor,” said Parnell, who has been criticized for not doing enough in response to allegations of sexual assaults within the Guard. He said when his office heard concerns, it would go to Guard leaders and be assured the matter was being handled and be given a description of how it was handled. He said he had no evidence that he was misled.

I learned an organizational lesson long ago: Employees often look very different from above than they do from below.  I can understand that Katkus could probably act the perfect employee to the governor, so that the charges against the Guard would bring cognitive dissonance to the governor.  The stories he heard about Katkus didn't match his personal experience with the man.  But good leaders should see through those facades.

Given that this governor made fighting violence against women a high priority, including leading a Choose Respect march every year, his "no evidence that he was misled" sounds like total incompetence.  Instead of spending all that time marching, he should have been having conversations with guard members who were complaining.  Even I had evidence coming to me that made it clear things were bad.  Both our US Senators had enough evidence to call for investigations. 

So what does the report say?  You can see the whole 229 page report here. [UPDATE Oct 19, 2018 - I see this link no longer works, but the Scribd link below where I also posted it still does.] [Anon left a comment asking if I could post this report somewhere other than at the governor's website.  So I've posted it at Scribd and you can get it here.]

Below is the Executive Summary which doesn't have the detailed findings that convey how bad things were, so I'll add some selected quotes to give you a sense.  But you should then go to the report and read them in context.  To find my excerpts in the report, you can copy five or six words from each passage and search the document.

Here's the synopsis and executive summary:

National Guard Bureau Office of Complex Investigations

Report of Assessment: AK1401

Synopsis

The National Guard Bureau’s Office of Complex Investigations conducted a statewide
assessment into the Alaska National Guard and made findings and recommendations in the areas of sexual assault, EEO/EO matters, coordination with local law enforcement,
Alaska National Guard member misconduct, command climate and the administration of
justice.

I. Executive Summary
On 28 February 2014, Alaska Governor Sean Parnell submitted a letter
to the Chief of the National Guard Bureau, General Frank J. Grass, requesting that the National Guard Bureau’s Office of Complex Investigations (NGB-JA/OCI) investigate “open and closed investigations related to reports of sexual assault, rape, and fraud among members of the Alaska National Guard [(AKNG)].” The request highlighted concerns over reports of sexual assault and allegations of a hostile work environment within the AKNG. The Governor’s request also sought an overall assessment of the AKNG’s command structure and its responses in cases of sexual assault that were otherwise referred to civilian law enforcement for disposition.
    A. Findings

• The AKNG’s Sexual Assault Prevention and Response Program is well-organized, but victims do not trust the system due to an overall lack of confidence in the command;
• The AKNG leadership has failed to provide the resources, emphasis, and oversight in the implementation of the AKNG EEO/EO program; • The AKNG does not have a formal mechanism to facilitate coordination with local law enforcement regarding cases of misconduct committed by members of the AKNG;
• There were several instances of fraud committed by AKNG members and leadership at the facilities level, but that this fraudulent activity did not have an impact on the reporting of sexual assault. Examples of fraud included embezzlement of money from a NG family programs account and misuse of government equipment for personal gain. On 27 August 2014, Governor Parnell requested that the National Guard Bureau conduct a further assessment into the management of federal fiscal resources in the AKNG;
• Actual and perceived favoritism, ethical misconduct, and fear of reprisal are eroding trust and confidence in AKNG leadership; and
• The AKNG is not properly administering justice through either the investigation or adjudication of AKNG member misconduct.

    B. Recommendations

• The NGB-JA/OCI Team provided seven separate recommendations to improve the management of sexual assault matters within the state;
• The Team provided five separate recommendations to improve the State Equal Employment Opportunity program;
• The Team recommends that allegations of misconduct under investigation by law enforcement be tracked by the AKNG Office of the Staff Judge Advocate or a law enforcement liaison, such as a Provost Marshall Officer;
• The Team recommends that the National Guard Bureau conduct a separate assessment into the management of federal fiscal resources in the AKNG;
• The Team recommends that all levels of command in the AKNG reevaluate their approach to leading soldiers in a positive manner and provided seven recommendations to address the concerns raised during the Team’s visit and through the climate survey; and
• The Team identified nine areas that the AKNG and AK legislature may want to consider to improve the administration of justice within the state.

Some of the specific findings:

"The AKNG provided a matrix of all reported incidents of sexual assault  since the DoD Sexual Assault Prevention and Response (SAPR) program was initiated in 2006. There were 37 reports of sexual assault; of those, 17 were unrestricted and eight identified sexual assault perpetrators. Some of the allegations reported were investigated by the AKNG; however, most of the allegations involved civilian perpetrators and were referred to AK local law enforcement officials for investigation."

Thirty seven reports of sexual assault in eight years.  That's a little more than one every three months.  Surely that is a sign of serious problems in any organization.  And that's only the ones reported.  This report says that many people didn't report because they didn't trust the leadership and feared retaliation.  Note, Wikipedia says there were 1850 people in the Alaska National Guard in 2006.  Let's use that as an approximate figure and then consider how many of those were women . . .

"Prior to 2012

The Team learned that records regarding reports of sexual assault were not properly maintained or tracked, and in some cases were never completed. As a result, victims and leaders were not properly informed regarding the status of their cases, victims were not offered treatment services, and victim information was not adequately treated in a confidential manner as required by DoD Policy"

"Victim Confidentiality

Most of the individuals interviewed stated that they knew who their Victim Advocate was and understood the Sexual Assault Prevention and Response program; nonetheless, most individuals also indicated that they would not report a sexual assault due to concerns over confidentiality. The Team noted that prior to 2012 there had been instances wherein commanders either obtained the names of victims who made restricted reports of sexual assault or distilled that same information from the “sanitized” reports that were made in contradiction to DoD policy.7 Additionally, victims reported that in some cases they were ostracized and even abused by fellow service members after making their restricted reports. Such conduct is in violation of DoD policy." [restricted reports were not supposed to be shared beyond the person taking the report.]

After 2012, a new officer, according to the report, seems to have turned this around, but the report also said that a lot of people didn't know that and still acted as though the pre-2012 situation was still in place.

 "The Team learned of several examples of inappropriate conduct of a sexual nature in its interviews with AKNG personnel, including a report of pictures of male genitalia drawn inside aircraft panels at an ANG Wing, flight instructors having sex with flight students, and senior leaders sending harassing and inappropriate text messages. Witnesses reported that AKNG internal inquiries into their complaints failed to substantiate the harassing behavior and as a result no action was taken. Indeed the information provided by the ANG Wings did not reflect that any administrative action occurred as a result of the complaints made."

"Team also learned that there were recent allegations of sexual harassment that had not been referred to EEO/EO; rather, the AKNG leadership was aware of these allegations, which were handled through internal investigation. Leaders should be directly involved in the EEO/EO program and they should collaborate with EEO/EO personnel to provide appropriate lawful recourse for both the complainant and the subject of the complaint. In several instances leaders attempted resolution without the assistance of EEO/EO personnel, this is not optimal. Service members interviewed by the Team perceived leadership efforts at internal resolution as an attempt to cover up sexual harassment allegations. This perception was reiterated in the OCI climate survey, which highlighted fear of reprisal and lack of support from the chain of command as the primary barriers to reporting discrimination."

"Disparate Treatment

A large number (50+) of Puerto Rican Army National Guard members moved from Puerto Rico to Alaska to supplement the AKNG Military Police unit at Ft. Greely, AK. Several members discussed disparate treatment towards the Spanish-speaking members of this unit. They related that their leadership told Puerto Rican soldiers that they were not allowed to speak Spanish in the “operational” area, which some consider the entire installation. Under Army Policy, commanders may not require the use of English for personal communications that are unrelated to military functions.
Command emphasis on the language issue has created a negative environment within the remote location, where members report that some military spouses are even posting derogatory comments about Spanish speaking spouses on social media sites."

 "C.  Analysis of Fraud

The Team reviewed reported incidents of fraud that had occurred over the past 10 years. Most of the incidents involved the improper use of the government travel or purchase card. One incident involved the embezzlement of money from a NG family programs account and another incident involved the misconduct of a senior officer who misused federal equipment and personnel for his own personal gain. In each instance the Team noted that there was a lack of oversight in the AKNG to prevent and detect fraud when it occurred.

"The Team noted a high level of misconduct occurring within the AKNG Recruiting and Retention Command. Several command directed investigations initiated in 2012 found that, during the time period of 2008-2009, several non- commissioned officers within this command were engaged in misuse of
government vehicles, fraud, adultery, inappropriate relationships and sexual
assault. Several of these cases are pending administrative action.
The Team’s interviews conducted with the FBI, CID and local law enforcement revealed that the Recruiting and Retention Command had been the target of multiple investigations for crimes such as weapons smuggling, rape,and drug trafficking; however, none of these investigations resulted in prosecution of the
crimes under investigation due to jurisdictional issues or lack of evidence.

Some Army and Air National Guard witnesses testified that when they approached the leadership regarding misconduct, they were specifically told to stand down."

I think this is enough to give you a sense of the findings.  This gets us only to page 19 of a 229 page document.

Surely the governor who has made Choose Respect (and ending sexual abuse and violence) the slogan of his administration knows the severe long-term impacts of sexual assaults on the victims and even their families.  If Katkus is responsible enough to fire (ok, the governor accepted his resignation - even here, Katkus got the option not to be fired), then surely he bears responsibility for the damage done not only to those assaulted, but also those upstanding members of the Guard who tried to point out such problems and were retaliated against with missed promotions and other such administrative punishments.

Will anyone be charged with any crimes?

If the governor didn't see any evidence of wrong doing in this area what else hasn't he seen in his administration?  I've learned that we are all guilty of seeing what we want to see and not seeing what we don't want to see.  But someone in a position of power should be able to see what he has to see to do his job well.  And what does this say about his ability to judge people?  And other issues?  He stood loyal to Katkus until today.  Four years.

The study will go to other agencies and presumably there will be charges.  But don't hold your breath.


According to the Bohrer article, the governor apologized.

"Parnell apologized to those who had been victimized.
“Our Alaska Guard members deserve better. The victims who have been hurt deserve better. And those who have brought complaints forward deserve better,” he said."

Is that it?  Sorry guys, but I was asleep at the wheel?  Or does he plan to help victims to regain their emotional health and repair the damage to their careers?

He's quoted in this morning's ADN:

“This culture of mistrust and failed leadership in the Guard ends now,” Parnell said.

No Governor, as the various surveys cited in the report show, there's still a lot of mistrust.  It doesn't go away because you declare it over.  It still lives in the hearts of the victims, in their nightmares, in their flashbacks, in the people still in the Guard who didn't believe them or help them.  It doesn't end now.  Changing it begins now.  And if the governor's actions to change the culture are as wishy-washy as his actions have been in response to all the complaints over the years, it will be a while before there is trust.  (I can imagine the governor reading this and sincerely saying, "I did everything I could."  And I think he believes that.  But someone with better skills at reading people (Katkus and the victims) and a bigger heart that could feel the pain of the victims, would have started repairing this long ago.)

I don't mean to suggest that the governor takes this lightly.  I believe he's sincere in his belief that domestic violence and sexual assault are terrible things.  But this report indicates that though these issues were called to his attention, his response was inadequate.   I do appreciate that the governor did call for this study  and published it. (Unlike other studies he held back for so long, like the one on Medicaid expansion.)  But the smoke has been here for years, even if the previous studies couldn't find the actual fires.   Had he just moved Katkus to another position while things were uncertain, things might have been better.  But his loyalty to his appointee was greater than his loyalty to the members of the guard who had been complaining for so long.  In the Catholic Church complaints piled up, but the leadership found ways to avoid dealing with it.  They didn't have 'proof.'

My normal constraints are obviously not working here.  I wrote most of this last night thinking I could review it more rationally in the morning, but that isn't working.  Instead I'm more upset by the incompetence in handling this.  And probably I'm upset at myself for not pursuing it here on the blog. 

 

Alaska Dems Join Alaska First Unity Party - Daring or Desperation?

What Just Happened?

Alaska's Democratic candidate for governor Byron Mallot on Wednesday became the running mate for a lifelong Republican Bill Walker who is running as an Independent.  There will be no Democratic candidate for governor and Mallot has taken the number two spot on the Alaska First Unity Party ticket.

Mallot's Lt. Gov running mate, Hollis French, and Walker's running mate, Craig Fleenor, both agreed to withdraw.

The ADN has a page looking at how things got to this point.

So Who Is Bill Walker?

Bill Walker is a Republican running as an independent against the sitting Republican governor Sean Parnell.  From Walker's "Why I'm Running" statement:

 “It is time to pull together in order to move the state forward and seek not what is in the best interests of the Republicans or the Democrats, but aggressively pursue what is in the best interests of Alaskans,”. . .  

“I am not running for governor to advance a political career. I am running to assure that Alaska regains control of our resources and our future without bowing to party or special interests.”

People I've talked to say he's a straight-up guy and that this is genuine, not posturing



So, Daring or Desperation?

First, never accept simplistic binary options like this.  Either/or statements, especially about human relationships, are almost always gross simplifications.  There are lots of options between the two poles of the continuum. And there are other continua you could lay over this situation.

Second, I'd say it was both.  Let's start with the desperation part and then go to the daring.

The Desperation Part
 
Mallot has an incredible resume of service to Alaska:

• life-long Alaskan who's held high level positions 
• in most administrations since Statehood, including Executive Director of the one sacred agency in Alaska, the Permanent Fund, 
• in banking, heading several banks and serving on the board of directors of the Federal Reserve Bank of San Francisco
• in Alaska Native leadership positions including CEO of Sealaska Native Corporation and President of the Alaska Federation of Native
• in local politics as Mayor of Juneau

But as a campaigner, he's failed to light up audiences. Republicans will claim this abandonment of a Democratic candidate on the ballot just shows how weak the Mallot's campaign is and they wouldn't be wrong.   Polls showed Republican governor Sean Parnell way ahead in a three way race against, it's closer in a two way race.  


The Daring Part

Daring:  : "willing to do dangerous or difficult things"

The Democrats are making a number of unprecedented moves and putting their fate in the hands of a Republican who lost in the Republican primary in 2010. There are a number of open questions:

• What will be the long term effect of not having a Democratic candidate - the first time since statehood in 1959?
• What influence will the Democrats have from the second spot on a team headed by a Republican. [Actually Walker changed his affiliation to Undeclared just before this went down.  But that doesn't change his long held conservative values.]
• Will a Walker/Mallot coalition in Juneau be better than Parnell/Sullivan?  [It's hard to ask that question with a straight face, but it's true the election will be between two Republicans.] 
• Will Democrats field a candidate against Walker in 2018, if the Independents win in 2014?
• Will Walker stick by his non-partisan rhetoric after the election?  After four years?
• How will this affect the next redistricting in 2020 if Walker is reelected?  Will he let his Lt. Gov pick one of the two governor picked members of the board?

While the agreement includes Walker promising not to push for more abortion restrictions, there's no guarantee of what will actually happen if he gets elected.

What I see as significant about this move is the willingness of the Democrats to marry outside their religion - so to speak - in order to defeat Parnell.  Third party candidates have impacted Alaska gubernatorial elections in the past, and with Walker and Mallot likely to split their voters if they compete, people expected that Parnell would cruise to reelection.

So, What Are The Answers?

Were they desperate?  I don't know that that's the right word, but unless something quite remarkable happened, they weren't going to win the election.  The odds for the Walker/Mallot team are much better.  I would say that Mallot has the experience and knowledge and integrity that would be great in a governor, but not the skills that are great in a candidate.  Some of this may be cultural.  Modesty, not trying to bring attention to oneself, speaking slowly and deliberately have all been mentioned as characteristics of traditional Alaska Native cultures.  But modern American electioneering - the self-promotion, the need for snappy sound bytes - don't favor that style. 


Were they daring?   To the extent that they broke with politics as usual?  Absolutely.  They weren't hung up about not having a Democratic candidate running for governor.  They accepted Mallot running for Lt. Gov with a conservative Republican.  (Who changed his affiliation to Nonpartisan just before this happened.)  I was surprised by the reporters at the press conference who harped on Walker's changing to Nonpartisan and on Mallot's 'abandoning' the people who voted for him as the Democratic governor candidate.  Yes, there might be a few people who aren't into daring, but there will always be people who can't handle change. 

I think that the 89-2 vote by the Democratic central committee suggests that they felt it would take them from a certain Parnell victory to a good chance of a Parnell defeat.  And I'm sure they would say that was more important than some hypothetical obligation to primary voters in this instance. 

And it's daring in the risky sense, because if Walker is elected, there's no telling what he will actually do as governor.  Lt. Govs have been left out in the cold before.  I wonder to what extent Lt. Gov. Mead Treadwell's speedy approval of this plan was partly in reaction to how he's been treated by Parnell.  And Walker promised that Mallot would be in the governor's office, not 300 feet away. 

People have had time to watch Walker.  Mallot said that on the election trail the last year, he's grown to know and respect Walker, and Walker said the same of Mallot.  My sense is that Walker's zeal is for energy issues and a gas pipeline and he can live without pushing conservative social issues.  But that does remain to be seen. 

I think the most attractive part of this ticket will be the bold action they've taken to break from traditional partisanship.   They aren't just talking nonpartisan - they've done it.   If the people who complain about how bad partisan politics has become are serious, then voting for Walker/Mallot is a way of showing it. 

And while Republicans have a large edge over Democrats in voter registration, more people are registered as Nonpartisan and Undeclared than as Democrats and Republicans combined.  (If you register as Independent in Alaska, that's really the Alaska Independence Party that's at times advocated for Alaska to secede from the US.  Nonpartisan means you aren't connected to any party, and Undeclared means you don't want to say.)


So, I'd say this was a daring act spurred by the belief that there was not way the Democrats or Walker, both running separately, could defeat Parnell.  It will stir up an election already packed with initiatives (legalizing marijuana, raising the minimum wage, and  protecting Bristol Bay salmon ostensibly from Pebble Mine) and one of the most expensive US Senate races in the country between Sen. Mark Begich and Dan Sullivan.  There's also an Anchorage Municipal referendum to repeal a controversial labor ordinance.    



Below is video from the Tuesday (September 2, 2014) announcement at the Captain Cook Hotel.  First, Mallot, and then Walker.  So you can get a sense of these two candidates yourselves.




Here's Walker.






More photos of the press conference are at this previous post.

Gamble Asks Board To Review $360K Retention Bonus

UA Outreach sent a heads-up email (see the whole email below) yesterday to "Dear University Employee" about a press release entitled "UA’s Gamble requests board to review retention incentive."

This is a positive development.  There's been a lot of backlash both inside and outside the university to the $320,000 retention bonus the board of regents voted to give the president.  The board president has strongly defended the bonus as the right thing to do, making it hard for her to back down now.  So the president's asking them to review it is a way for them to do so and save face.  But it sounds so half-hearted.

As I read the release, I noticed that the president danced around the issue.  He doesn't ask the board to withdraw the bonus.  He doesn't say he won't take the bonus.  And most importantly, he doesn't assure that board that he will stay to finish the Shaping Alaska's Future project that board president Jacobson touted as key evidence of the exemplary work the president was doing. 

“I very much appreciate the board’s support, but this issue will remain the elephant in the room every time we meet with faculty, staff, a donor or a legislator,” Gamble said. “The decision ultimately is up to the board, but the timing isn’t right and I think the board is very sensitive to that now.”
Gamble made the remarks during a noon presentation of the Greater Fairbanks Chamber of Commerce today. He said he couldn’t predict what the board will do, but feels certain the board will consider the situation with the public sentiment in mind."

 "The decision ultimately is up to the board."   As I see it, it is ultimately up to President Gamble.  He can refuse it.  He can return it to one of the various funds and foundations at the university. In an earlier post, I cited the example of Raymond Burse, interim president of Kentucky State University who gave $90,000 of his salary to raise the salary of minimum wage employees at KSU.

One could argue this phrasing is simply a reflection of the president's long military career and he's following the university chain of command, deferring to the board at the top. (And his wording suggests the board was out of touch when he says, "the board is very sensitive to that now.") 

But that's one of the problems many at the university have with the president.  The university isn't a military organization with a rigid chain of command.  It's a collaborative organization where governance is democratic and collegial.

Most vexing to me is the lack of assurance from the president that he will stay to finish the work he's begun, at least until June 2016.  I understand the board's concern that they might have to conduct a search for a new president.  Searches can be expensive and finding a good candidate who will accept the position is not assured.

This retention bonus covers three years, starting in June 2013 when the last contract ended.  There's no explanation of why it took a year to renew the contract, but the practical consequence is that over one-third of the retention bonus time has already passed, and as of today, there are only 22 months left in the new contract.  Surely the president could assure the board, for the sake of a smooth and well planned transition, that he will stay until then.   That would give the board the security of knowing he plans to stay and remove the need for such a bonus.  Does he not plan to stay?  Is that why he doesn't say it?

Instead, he says "the timing isn't right."  Does that mean they should wait for a better time? 

OK, as someone who writes every day, I know that it is easy to misinterpret what someone says. Every reader reads the words differently.   I'm just saying that as a retired faculty member with 30 years at UAA, I felt that the president could have made a statement that was more in tune with the university culture.  He needed to send several messages to several constituencies (the regents, the university community, the state), both with what he said and how he said it:

1. I've learned about the university culture, I've learned your language and values
2. I assure you I'll finish the work I started and stay until June 2016, and so there's no need for a retention bonus
3. Given the state's and university's budget problems, giving me a bonus big enough to pay for three senior faculty is inappropriate.  
4. I urge the board to rescind the bonus and use that money to save programs we have had to cut instead.  [I'd note though, that this is future money, not current money.]

Of the four statements above, the only one he made was #3, and that was supported this way:

"The retention incentive has become a negative distraction at a time when there is a great need for all levels of the university community to pull together."

The problem, he says, is that the bonus is a distraction.  He doesn't say it was wrong.  It seems he still doesn't get it. 



Here's the whole email sent out:

Dear University of Alaska Employee:

Please be aware that the following media release is being issued this afternoon. We wanted you to know about this prior to reading it in the press:
________________________________________________

For Immediate Release
Tuesday, Sept. 2, 2014

UA’s Gamble requests board to review retention incentive

University of Alaska President Pat Gamble has requested the 11-member Board of Regents revisit the issue of a $320,000 retention incentive approved in June.

The board is scheduled to gather in a special meeting Sept. 8 in Anchorage, largely to meet in executive session to discuss financial and budgetary issues. However, Gamble said he anticipates the regents will take another look at the retention incentive, which would be payable at the end of his current three-year contract in May 2016.

The timing of the retention incentive, while offered with good intentions, has been difficult to justify in the public eye as UA works to meet current and expected budgetary and enrollment challenges, Gamble said. It comes at a time when higher education nationally is undergoing rapid change, as students and parents expect greater results, more efficiency and more accountability from public colleges and universities. The retention incentive has become a negative distraction at a time when there is a great need for all levels of the university community to pull together, Gamble said.

“I very much appreciate the board’s support, but this issue will remain the elephant in the room every time we meet with faculty, staff, a donor or a legislator,” Gamble said. “The decision ultimately is up to the board, but the timing isn’t right and I think the board is very sensitive to that now.”

Gamble made the remarks during a noon presentation of the Greater Fairbanks Chamber of Commerce today. He said he couldn’t predict what the board will do, but feels certain the board will consider the situation with the public sentiment in mind.

The regents approved the retention incentive at the June 5-6, 2014 meeting. It was intended to reward performance, with a powerful inducement for Gamble to remain on the job through the end of his contract in May 2016 and to continue forward momentum on the Shaping Alaska’s Future initiative.

“I’d like to put this issue to rest, and for myself, my administration, all of our campus leaders and the regents to focus on the tough tasks ahead, moving the University of Alaska into a stronger, more efficient and highly effective student-centered institution that is worthy of the highest expectations of Alaskans,” Gamble said.
 

Walker and Mallot First Public Appearance As Running Mates

Mallot and Walker

Time doesn't wait for lazy bloggers and my post about the unprecedented abandonment of a Democratic candidacy for governor wasn't finished when it was time to get to the Captain Cook to see the new election team.

So I'll put up some pictures here and give a few highlights.  Then I'll go back to the original post and finish it. [UPDATE Sept 4:  Here it is with video.]





Craig Fleenor, Walker's original running mate, opened things up with what would be one of the themes of the day - this is not about me, it's about what's best for Alaska.  Hollis French was not there, but Walker said he was part of the discussions leading to this decision and he had been invited. 

The audience

Judging from the number of media in the audience at the Captain Cook's Quarterdeck, you'll be seeing and hearing plenty of video and getting lots of accounts of what happened.


Mallot spoke first, surrounded by his wife and son. He spoke of how this came about - the polls strongly said he couldn't win if both he and Walker ran.  He said that the two had become friends at debates where Gov. Parnell did not show up. 

It was a hard decision and if the Party hadn't approved, he would have kept on as a Democrat. 

Mallot did allow that while the two were sitting in the back of a four-wheeler in Gamble, he did wonder what would happen if Walker fell out. 


Walker, surrounded by his wife, some of his kids, and Mallot,  said that Wally Hickel had introduced him in this very room when he ran for Governor last time.  He noted that Hickel told him he should run as an independent, not as a Republican.  "He was right."

He called himself a conservative, and in response to questions, said they were running on fiscal and energy issues, not social issues.  He would leave abortion laws as they are and he had no interest in vouchers.  He's not running on social issues.



The major theme seemed to be:  end to politics as usual, end to partisanship, his government would be peopled with qualified candidates regardless of political affiliation.

He also said that the Lt. governor's office would be in with the governor's office, not 300 feet away.  They would work as a team.

Another theme was integrity and honesty - at one point Mallot said people would have to trust him, that they should look at what he's said in the past and what he's done.  This skeptic, based on what I've heard about these two candidates in the past and saw today, these are two, as Mallot said, "very principled men."

When asked what this administration would be known for in after their first term, Walker listed:

• Lowering the cost of energy in Alaska
• Education improvements
• An administration that went where other were uncomfortable to go
• Infrastructure improvements
• The gas pipeline
• Action, not so much talking and studying

When asked about the difference between Walker/Mallot and Parnell, Walker said:

• Leadership - there isn't any now
• Putting Alaska first
• Listening, reaching out
• No party lines - if it's good for Alaska, we'll do it

He also made the state deficit a key focus.  The governor's budget office foresees deficit spending for the next ten years.  We have to acknowledge it, do something about it, stop studying.  There were no vetoes of the capital budget by the governor.  We can't keep doing that.  No more no-bid contracts for work like the LIO remodeling.

"We need an owner of the ranch, not a ranch hand, as governor."


There was a sense of excitement in the room.  This decision - a Republican and a Democrat joining together - certainly is a dramatic action rather than just words. 

& Sons

I heard an interview with David Gilbert, the author of & Sons, on the car radio this summer in San Francisco, where I was headed to the hospital to see my son's new baby boy.

& Sons is about the relationships between fathers and sons - Gilbert saying he was dealing with an elderly father and a teenage son.  Well I'd just been in LA visiting my 92 year old mom and was now headed to my son and grandson.  It seemed like a book I could relate to and might be a good birthday present for my son who was in the middle between his dad and his son.

Sometime later I saw a woman on the Bainbridge Island ferry with a copy of the book and asked her about it.  She was midway through and her comment wasn't ecstatic, but she was going to finish it.

I finally got a copy from the library and for the first 150 pages I couldn't decide if I wanted to finish it or not.  I liked how Gilbert used words, but my reaction was similar to my reaction to A Serious Man.  I didn't particularly like the characters, most of whom live in a very privileged New York life where money is no object.   If Schadenfreude is you thing, then maybe you'll like this.

As a blogger, I deal with the task of trying to weave together different themes, and moving from one to the other without losing the reader completely.  It's not easy and I was often impressed with how Gilbert told this story.  Lots was going on.  There's the main story - the reunion of the father and sons in New York after a plea from the father for his estranged son to come back to New York from California.  The father is a famous novelist whose most well known work, Ampersand (remember the title?), is a loosely fictionalize account of things that happened in the author's life.  There are individual stories of the three sons and the father before the New York meeting and during it.   AND there are the excerpts from Ampersand and other novels, that give us some of the back story.  Using the novels is a neat way to remind us that the 'real story' is just an account of what happened and not necessarily a truer account than the fictional account.

All these are woven together and it took me a while to figure out how this worked and who was who.  I didn't mention the father/author's best friend - at whose funeral the book begins - and that best friend's son, whose voice shows up as the narrator unexpectedly throughout.  I say unexpectedly because his voice weaves in after we hear stories he couldn't have known about the others.

This works spectacularly well when (yet another character I haven't mentioned yet - the mother of two of the sons and ex-wife of the father) is called by her two sons to check on their dad because they're sure he's losing his mind.  Her real time journey from her Connecticut home by train into the City is interspersed with excerpts from Ampersand which involve how she met the best friend and then the author/husband to be.  Just before she rings the bell at the New York apartment she abandoned 17 years earlier to see her ex-husband for the first time in maybe as many years, we get the story of how she first met him when she was 14 and he was 17.  Then back to now and the third son, the one whose birth precipitated her departure, and whom she has never met, opens the door, and she is seeing, once again, her ex-husband for the first time.

There is a lot about family relationships to mull over in this book.  Friendship is another key theme.  And, of course, there's the issue of writing fiction and fame.  Maybe if I grew up in New York City this would have more appeal.  Or if I'd gone to a prep school.  Or if my parents had so much money that it was never an issue and they hobnobbed with the rich and famous regularly - were the rich and famous - I'd be able to relate to this more.  It was a hard read.  And I'm still trying to decide whether the father-son issues that come up in this book are relevant enough to my relationships to recommend this book to my son. 

The ability to develop a complex structure that reflects and reinforces the themes of a novel is one of the factors that can move it from merely a good book to literature.  Gilbert does offer us this sort of complexity and it often works well as in the passages of the ex-wife's journey to see the author.  But other times I wondered how much was attempting to hard to be clever and complicated and how much really worked.  To give an easy example, just look at the book's cover.  Three letters are white.  The author/father in the story is N. A. Dyer.  It's an added layer, I felt too much was just a clever gimmick rather than rich,  meaningful, and intrinsic.  It felt put together rather than a naturally coherent whole. 


 And  going back and forth at times between what was happening now in what would be assumed the main story line - the coming together of the all the brothers and father in New York - with separate stories both before and during the New York reunion of each of the characters, AND with their history as portrayed in the novels of the father.  I should say, the father is a famous author whose most well known book, Ampersand (remember the books the title?)

Unexpected Art Gallery - Cedars-Sinai Hospital Hallways

[I'm putting this up as a new post because I've added so much since I posted a preview before catching a plane yesterday.  All images get better if you click on them.]

We ran across an unexpected art gallery in the halls of Cedars-Sinai hospital in LA visiting with my mom who had an infection.  There were a lot of great prints and lithographs from world class artists on the walls of her floor.  The knife is part of a Claes Oldenburg called The Knife/Ship.

You can see the hospital setting here.

OK, this is just a preview.  I have to board now.  I'll add more when I get home.

[UPDATE Sunday Aug. 31 11 am]  I'm home, well we got home a little after midnight, and here are some more form the hospital art gallery.








I'm a big David Hockney fan and there were three of his works.  This first one "The Wind" is particularly cool at this location because the hospital is very close to Melrose Avenue.

I can just imagine him driving in a convertible when the wind suddenly blows his sketches off into the air. 

 This one is called James.

I'd never heard of this artist, Philip Guston, but I thought the lithograph interesting.  It's called "The Curtain."




















This poster wasn't labeled other than it was in Albany, New York.

















A couple of Roy Lichtenstein posters:

The small print says it was paid for by the Democratic National Party in 1992.

This is Point by Sam Francis.  His bio suggests that it's very appropriate for his work to be in a hospital corridor:

"In 1941 Francis enrolled at the University of California, Berkeley, to study medicine, but joined the U.S. Army Air Corps in 1943. Because of a spinal injury sustained during flight training, Francis spent most of his military life confined to a hospital bed. While recuperating, he began to paint in watercolors. David Park, who taught painting at the California School of Fine Arts (now the San Francisco Art Institute), visited Francis in the hospital, bringing with him paintings from a local private collection, including examples by Miró, Klee, and Picasso."

 A few of the hospital employees asked me questions about the art work, why I was taking pictures, did I like the pieces.  They were quite surprised when I said that some of these pieces were done by some of the most well known artists of the 20th Century.  One asked how the artists related to Van Gogh, the only name she could think of and who had no idea when he lived and painted.  She eventually came up with another name - Picasso.
I pointed out this one, which is a Warhol, but the exhibit includes Picasso.

"From Picasso to Warhol  - Art Gallery Cologne

These would probably be characterized as minor pieces and all seemed to be posters or lithographs, but still, passing through these halls everyday and taking a few seconds to check the names, would be like taking a short art class.  They'd at least learn to recognize the pieces and the artists.

This was just one wing of one floor.  Every floor, I was told, had similar works of art.  Unlike, say Providence Hospital in Anchorage, where most of the art work is feel good art, mostly pretty scenery, these are much more intellectual and experimental.  Not the kind of stuff I expected to see in the hospital.

All the Cedars' art seems to have been donated, which explains the eclectic collection.  At Providence it looks more like the art was purchased by an interior designer.  That doesn't mean there aren't serious pieces of art at Providence, but I don't recall ever seeing a challenging piece of art there. 

One could make the argument that feel good art is appropriate in a hospital.  But I'd say challenging art that make you think is maybe more appropriate in a space where people are dealing with life threatening situations - both the patients and the visitors. 

While art dominated the walls, there were also poster like displays as well relating to medical research and findings.  Again, these were more than simple warnings to wash your hands.  They also explained why.  Some examples:

University of Alaska President Retention Bonus Part 3: The Salary Survey

In response to my request the other day to Board of Regents Chair Jacobson, the UA Public Affairs  office sent me a page from the salary survey the Board used to determine President Gamble's salary.  I'm adding it at the bottom of this post, so people have more information with which to understand the Regents' decision.  I haven't had time to do research on the comparable universities, but I thought I should put it up so others could review it.

First, though, let me preface the data with a discussion of salary surveys and executive pay in general.

Salary surveys are routinely used by organizations to determine the 'market value' of  various positions.  This is then used to set the pay for the positions in the organization.

A"pay philosophy" is what the organization uses as a standard to determine how to use the salary survey to set pay for their positions.  These usually relate to how close to the prevailing wage they want to set their salaries.  Some want to be known as paying above the average, others below.  In the email to me, Kate Ripley wrote:

"The regents' goal for some time now has been to pay at 10 percent below the market median. "

For some job categories, where there are large numbers of incumbents who do relatively the same functions - like different categories of nurses -  surveys are pretty easy to do.  In cases like nurses, geographic area may be a key factor.

For job categories where the population is much smaller - like university president - nationwide salary surveys are more likely.  For executive jobs that are more unique, the trick is to compare institutions that are similar in important ways, where the job has more or less the same challenges.  For CEO's things get pretty tricky trying to identify comparable organizations with comparable CEO roles.

Even in one sector, like education, picking comparable institutions is not easy.  Some factors to consider:

• Private versus public institutions.
• Size of the student body and the makeup of the student body.
• Institutional mission:  research or teaching or combo;  urban, rural; undergraduate, graduate;  fields (science, medical school, law school, etc.)
• Role of the president:  external or internal;  importance of fund raising; etc. 

 Another question, that I think is worth considering, and seems to play a role in the criticisms the Regents are receiving, is the explosion of executive salaries in recent years that is self perpetuating when you use salary surveys to find an appropriate salary.  There's been a lot of media coverage of the wealth gap in the US and the growing economic power of the "1 percent."

From a 2010 Economic Policy Institute study:

The wages and compensation of executives, including CEOs, and of workers in finance reveal much about the rise in income inequality:

• The significant income growth at the very top of the income distribution over the last few decades was largely driven by households headed by someone who was either an executive or was employed in the financial sector. Executives, and workers in finance, accounted for 58 percent of the expansion of income for the top 1 percent and 67 percent of the increase in income for the top 0.1 percent from 1979 to 2005. These estimates understate the role of executive compensation and the financial sector in fueling income growth at the top because the increasing presence of working spouses who are executives or in finance is not included.
• From 1978 to 2011, CEO compensation increased more than 725 percent, a rise substantially greater than stock market growth and the painfully slow 5.7 percent growth in worker compensation over the same period.
• Using a measure of CEO compensation that includes the value of stock options granted to an executive, the CEO-to-worker compensation ratio was 18.3-to-1 in 1965, peaked at 411.3-to-1 in 2000, and sits at 209.4-to-1 in 2011.
• Using an alternative measure of CEO compensation that includes the value of stock options exercised in a given year, CEOs earned 20.1 times more than typical workers in 1965, 383.4 times more in 2000, and 231.0 times more in 2011.

Now, private sector CEO's get a significant amount of their pay in stock options, which is not the case for public sector CEO's.  However, the inflation of private CEO salaries surely has impacted public sector and non-profit CEO salaries as well.


Edward E. Lawler III , distinguished professor of business at the University of Southern California (USC) Marshall School of Business writes at Forbes:

"The standard justification for the high pay of CEOs and other top executives is that the market demands it. It is argued that if you do not pay CEOs at or above the market, they will leave and go to a competitor.

Which is exactly the argument that Board Chair Jacobson makes.  From the letter she sent to the faculty and staff Thursday:

Pat Gamble is an accomplished, nationally known and exceptional leader, who could readily take his skills elsewhere or simply decide to retire. The retention incentive approach addresses market issues while creating a powerful incentive for President Gamble to stay on board.

But Lawler continues:

There are a number of problems with this argument. Perhaps the most important one is that numerous studies have shown that CEOs rarely move from one company to another, and when they do, they are usually less successful than internal candidates. In short, at least at the CEO level, there is little evidence that an efficient market for talent exists that is based on compensation levels.

Market data are a constantly escalating and flawed indicator of what executives should be paid. Few boards are willing to pay their executives below market. There are several reasons for this. Board members typically want to be looked upon positively by the CEO and other senior executives in order to get on and remain on corporate boards. A board member who argues for paying individuals below the market is not likely to be a respected or valued board member, at least in the eyes of the executive team of the company."

Private sector and public sector CEO's are a bit different and the board dynamics are a little different.  Lawler argues that many board members are CEOs of other corporations.  As CEO's, they benefit when other CEO salaries rise.  That's not the case for the Board of Regents.  However, these other dynamics he mentions in the previous paragraph. apply to public boards, like the Board of Regents, as well.

Enough context.  But it helps explain why I'm just giving you the raw data they sent me.  And why I'm not analyzing it.  Because at this point I don't have enough information about the comparable institutions to evaluate how comparable they are.  The information they sent me did not explain how they chose these institutions or what their characteristics are that make them 'comparable.'  But maybe others reading this will have more information about the institutions they compared UA with.

It's a little small, but if you download it, you should be able to read it easily. And you can enlarge it, but it seems to be a little bigger where I uploaded it at Scribd.

U of Alaska President Salary Survey Spreadsheet by Steve

Ripley's email said:

"Attached is a copy of UA peers for presidential compensation purposes. This salary information is collected in house on an annual basis by Human Resources and Institutional Research."  

 The colors indicate:

green - "Quatt identified presidential peers"  (Quatt is a DC based management consulting firm which lists the University of Alaska as a client on their website.)

blue - IR identified UA peers  (IR is University of Alaska Institutional Research)

orange - Quatt and IR identified

Other abbreviations:

Chronicle = Chronicle of Higher Education, the basic trade journal of higher education
CUPA = College and University Professional Association for Human Relations
SHEEO = State Higher Education Executive Organization
OSU = Oregon State University

All the organizations do salary surveys in higher education. 

Do Not Feed The Pigeons And Other Signs In San Francisco

 

We went by when there was no tour, but you can find out more here.

This last one was in front of an exercise place. 

From Udon to Gargoyle: San Francisco Shots On A Beautiful August Afternoon

Some pictures from an extended San Francisco walk.  (These will all look better if you click on them.)




Making udon noodles.

Laying pipe.

Lychees.

Someone lost their brochure.

We were aiming for the water, and I suppose I have to have at least one shot of the bridge.  So here it is.  I'm reading David Gilbert's & Sons at the moment, and one of the characters who loves the Brooklyn Bridge, in a long riff about great bridges around the world, says, 

"By the way I think the Golden Gate is totally overrated.  It's a good bridge, an iconic bridge, and the color in that coastal light is genius, but it's not a great bridge.  A great span, I'll give you that, but not a great bridge."

The brochure might be amongst the leaves on the sidewalk, but the island and the prison remains are still out there.

The face is at the Legion of Honor. 

A loan from the Galleria nazionale di Parma in Parma, Italy, provides a rare opportunity for viewing Parmigianino’s masterpiece Schiava turca (ca. 1531–1534). Heralded as an originator of Mannerism, Parmigianino developed an expressive style with elongated forms that was also indebted to the work of Raphael and Michelangelo. The title, which translates to “Turkish slave,” derives from the subject’s elegant balzo, a fashionable headdress worn by elite Northern Italian women, which was later mistaken for a turban. The Legion of Honor displays this painting following its exhibition at The Frick Collection, New York.

The Frick reference also connects to the book & Sons.  The protagonist's home is across the street from the Frick and a number of events take place there.

I'm sure when she posed for this portrait, she never thought her face would be flying all over San Francisco 500 years later.  Actually, Columbus had only recently made it across the Atlantic and there was no city where San Francisco is today.









I couldn't help wonder about, first,  a time when a building in the US with an Islamic style was cool, and second, the story of this recycled theater. Luckily, everything is on the internet. 


From NoeHill in San Francisco:

"The Alhambra Theater, built of reinforced concrete with unprotected steel trusses, was designed by Miller & Pflueger in the Moorish Revival style which became popular after the 1915 Panama-California Exposillon in San Diego and quickly replaced the Mission style.
Timothy Pflueger derived the flamboyant ornamentatio from Mexican sources which, in turn, had been derived from Spanish sources. The Castro Theater and Mission High School are two other examples of this style.
In the 1920s, movie palaces created fantasy environments to match the movies on screen. The Alhambra's Moorish castle decor was part of a trend to build theaters that conjured romantic, far away places: Mayan temples. Oriental palaces, ancient Egyptian tombs.

From Cinema Treasures:

Having met with a slightly more fortunate end than the more than 30 other single-screen theaters lost in San Francisco since 1980, the Alhambra Theatre found a new life as a Gorilla Sports gym, and from 2006 it had become a Crunch Fitness gym..
Amazingly, the interior and facade have both been preserved almost entirely, with a much-needed facelift. Fresh coats of paint and leafing in the house have this place looking better than it has in decades.

The Golden Gate's website tells us a little about their beliefs:

"Spiritualism is the Science, Philosophy, and Religion of continuous life, based upon the demonstrated fact of communication, by means of mediumship, with those who live in the Spirit world.
        A Spiritualist is one who believes, as the basis of her or his religion, in the communication between this and the Spirit world by means of mediumship and who endeavors to mould his or her character and conduct in accordance with the highest teachings derived from such communication. "

 The site also has some history of the building and the church.  The building was built for the widow of a California Supreme Court judge in 1895 and bought by the church in 1951.

I couldn't pass up the incredible facade at the top of this building.  I don't know anything about it, but it's pretty amazing.  So many things like that in San Francisco.  And gargoyles too.

I added the & Sons references because I'm always amazed at how everything is connected, even if we don't always see or understand the connections.  I'm still undecided about the book which is billed as a look at father and son relationships, which seemed appropriate as my son has recently had a son.  There are lots of little things I like about the book, but it took me 150 pages before I decided I would finish it - and I almost never abandon a book.