text:
Vice Provost for Student Life
Oversight & Organization
Campus Safety Audit Report
AUDIT OF CAMPUS SAFETY SERVICES,
Prepared by Judge LaDoris H. Cordell (Ret.)
I. Purpose of the Audit: On August 26, 2020, the President of Santa Clara University (SCU) retained Judge LaDoris H. Cordell (Ret.) to conduct an audit of the SCU Campus Safety Services (CSS) Department "for the purpose of making recommendations concerning the manner in which it provides security for the University."
II. Auditor's Background: LaDoris H. Cordell is a 1974 graduate of Stanford Law School. She is a retired Superior Court Judge who served on the Santa Clara County bench from 1982-2001. Her work in academia included positions as Assistant Dean of Stanford Law School (1978-1982) and Vice Provost & Special Counselor to the President of Stanford University (2001-2009). From 2010-2015, she was the Independent Police Auditor for the City of San Jose where her office engaged in civilian oversight of the San Jose Police Department. She chaired Santa Clara County's Blue Ribbon Commission that evaluated the county's jails in the aftermath of the murder of a mentally ill inmate by the jail guards. She was one of three judges who served on a Blue Ribbon Panel that evaluated the San Francisco Police Department in the aftermath of the racist texting scandal involving several officers.
III. The Audit Process
The audit process consisted of the following:
Review of CSS Code of Ethics
Review of CSS Policy Manual
Review of CSS Demographic Data
Review of CSS Training Procedures
Review of CSS Hiring Procedures
Review of CSS Job Requirements
Review of New Officer Orientation PowerPoint
Review of CSS External Complaints
Review of CSS Internal Complaints
Review of CSS Contact Data
Review of Campus Safety Reports
Review of CSS Information Reports
Review of CSS Arrest Data
Review of CSS Budget
Review and Analysis of Community Feedback
Conversations with CSS employees
Conversation with African American faculty
Review of Emails Regarding the Diversity Forum on October 28, 2020
Conversations with African American former CSS employees
Conversation with CSS Director
Conversation with Associate Vice President for Operations
Survey of Campus Safety Departments at Jesuit and non-Jesuit institutions
IV. History of Campus Safety Services at Santa Clara University
Note: There is no formal history of Campus Safety Services. As a result, the following history was taken from articles in The Santa Clara, the student newspaper, and from information provided by the university's Archives Department and the Human Resources Department.
Before 1979, the university outsourced campus security by contracting with Wells Fargo. However, in May 1979, because the cost of contract security had become prohibitive, the university began the process of phasing out Wells Fargo and replacing it with a university operated security system. According to John Killen, the then-Director of campus security, "We are striving for quality over quantity, but the main issue is money." He continued, "Wells Fargo has a high turnover rate; they can't establish a rapport with faculty or students." The university envisioned a new security system to be a full-time force of 15 trained Public Safety Officers who would receive training, including cardio-pulmonary resuscitation techniques and fire safety inspection. (Source: The Santa Clara, 5/3/1979)
In September 1981, William Dortch was hired as the Director of Public Safety, having been promoted to that position after serving for one year as the Assistant Director. He was the Director until March 1986 when he resigned in the wake of staff morale problems and turmoil within the Department. (Source: SCU Human Resources; The Santa Clara, 10/2/1986)
In January 1986, Public Safety officers petitioned the University to carry batons and mace after 275 dorm rooms were ransacked in December 1985. They petitioned a second time after two officers were involved in a confrontation with three males in Campisi Hall in May 1986. Then, according to a story in The Santa Clara, "[o]n July 7, 1986, CSS officer Ken Vinyard faked an attack on himself by hitting himself on the head with a bottle in a Swig Hall stairwell and then told police he had been attacked by a man wearing a ski mask. He later told authorities that he had staged the incident in part to demonstrate a need for arming Public Safety officers." To address this issue, Director Dortch announced that he would conduct an evaluation of Public Safety "and determine the role it should play at SCU." It does not appear that an evaluation was ever undertaken. Currently, Campus Safety Services officers do not carry batons or mace, and do not carry firearms.
In 1986, Richard Damon, formerly the Deputy Police Chief of the Santa Cruz Police Department and with 20 years of law enforcement experience, became the university's Director of Public Safety. In November of that year, he reorganized the department by restructuring the chain of command so that officers would form the base of the organization with four Watch Commanders above them, reporting to the Director. Prior to this reorganization, Director Damon's predecessor William Dortch had utilized five different ranks: director, senior controller, controllers, sergeants, and officers. In a story in The Santa Clara, Director Damon was quoted as saying that Mr. Dortch's rank structure had "too many chiefs and not enough Indians." Under Damon's reorganization, Watch Commanders would have at least five years of public safety experience at SCU. He also announced his intention to increase the training of officers and require higher educational and training standards for future Public Safety officers.
With respect to recruitment and training, Director Damon "hoped to recruit officers with some college background and at least four years of experience in security." Training, at the time, consisted of 16 hours of classroom instruction concentrated primarily on laws of arrest and scope of authority of security officers. Director Damon characterized the work of the Department as "service-oriented rather than police or law enforcement-oriented."
(Source: The Santa Clara, 11/6/1986)
In October 1989, Director Damon transferred to the position of Director of Physical Plant at SCU. He was replaced by Dan Fite who served as Public Safety Director until July 1993. Director Fite also had a law enforcement background, having risen to the rank of Lieutenant within the Santa Cruz Police Department.
In July 1993, Mr. Fite's tenure as Public Safety Director ended, and Richard Damon returned as Public Safety Director. In 1999, Director Damon was "relieved from operation responsibilities" and served in an "advisory and consulting role." His tenure at SCU ended in July 2000. (Source: SCU Human Resources; The Santa Clara, 10/2/1986)
In January 2001, Charlie Arolla was hired as the Director after retiring as the Chief of the Santa Clara Police Department. His tenure ended October 1, 2010. (Source: SCU Human Resources)
All of the Campus Safety Directors have been males with law enforcement experience.
In or about 2000, Public Safety Services was renamed Campus Safety Services.
(Source: The Santa Clara, 2/3/2000)
V. Campus Safety Services Structure
The Campus Safety Services Department is comprised of three divisions: Patrol, Emergency Planning, and Parking & Transportation. With 41 allocated positions, but with 32 positions actually filled, CSS is headed by Director Philip J. Beltran, who is supported by an administrative assistant. Assistant Director John Loretto, supervises the Patrol Divisions with its four Watch Commanders, five Assistant Watch Commanders, and 13 Campus Safety Officers. Director Millicent Kenney supervises the Parking & Transportation Division. Reporting to her are an Office Manager, one Watch Commander, and two Parking Control Officers. (Pre-COVID, seven Student Assistants performed paid clerical work for Parking & Transportation.) The Emergency Planning Division is comprised solely of a Manager, Don Mattei. (Source: https://university-operations.scu.edu/media/offices/university-operations/campus-safety/CSS-&-PT-Hierarchy.pdf)
VI. Campus Safety Services Demographics
Watch Commanders: There are four Watch Commanders, all of whom are men; two are Caucasian, one is Asian and one is biracial. Four of the five Assistant Watch Commanders are males and one is female; two are Caucasian, one is Latinx, one is Asian and one is biracial.
Campus Safety Officers: There are 13 Campus Safety Officers and two Parking Patrol Officers. Thirteen are male and two are female. Six are Caucasian, four are Latinx, two are Asian, and three are biracial.
Age: The ages of CSS personnel range from the 20s to the 70s. Ten are in their 20s, six are in their 30s, seven are in their 40s, five are in their 50s, three are in their 60s, and one is in his 70s.
Educational Background: Three CSS personnel have post-graduate degrees (including a law degree); eleven have college degrees, seven have community college degrees.
Years of CSS Experience: The length of service of current CSS employees ranges from one year to 32 years. The median length of employment at CSS is 4.9 years; the average length of employment is 9.3 years.
Law enforcement background: Six current employees, all of whom are men, have extensive law enforcement experience. One was employed for eight years, as a correctional officer and dispatcher at a jail. Five of these six employees hold supervisory level positions in CSS: (1) Director (31 ½ years of prior law enforcement experience), (2) Assistant Director (25 years of prior law enforcement experience), (3) Emergency Manager (38.5 years of prior law enforcement experience), (4) a Watch Commander (20 years of prior law enforcement experience), and (5) an Assistant Watch Commander (10 years of prior law enforcement experience). (Source: SCU Human Resources)
VII. Educational and Experience Requirements for CSS Officers:
CSS personnel must possess a high school diploma, although an Associate or Bachelor degree is preferred. At least two years of customer service-related experience is required, while experience in the security industry is preferred. (Source: Campus Safety Services Position Description)
VIII. Primary Duties of Campus Safety Services Officers:
CSS has six primary duties and responsibilities: (1) patrol, (2) dispatch, (3) campus services, (4) housing and residence life services, (5) parking enforcement, and (6) administrative. What follow are the details of these duties in the CSS's officer position description:
(1) Patrol: "Conduct security patrols of the 101+ acre SCU properties 24 hours a day, year-round. Conduct routine security checks of the campus 68+ buildings and structures. . . Conduct random patrols in the assigned beat area when not assigned a call or working on administrative tasks. Look for possible criminal activity, persons needing assistance, as well as maintenance issues."
(2) Dispatch: "Answer both routine and emergency telephone calls. Dispatch appropriate CSO on patrol to calls for service and alarms. Monitor the alarm systems that report to the Dispatch center. Maintain the dispatch log. Take desk reports on prior incidents. . . Greet and serve customers that come into the Dispatch Center. . . Prioritize Campus Safety Services response to competing calls for service. . . Affect an arrest of persons who commit offenses in the presence of a CSO and turn custody over to the Santa Clara Police Department."
(3) Campus Services: "Secure (arm/disarm) most administrative and academic buildings on a set schedule throughout the week. . . Unlock and secure specified classrooms on the weekends and on holidays when directed to do so . . . Serve as emergency notifying agency for Facilities related issues after business hours. Work with responding personnel (Santa Clara Police, Fire Department, Utilities, EMTs, Paramedics, and other community resources) in handling emergencies on campus. Provide delivery service for sensitive items/materials . . . Provide jumpstarts and lockout assistance. Provide escorts to SCU affiliates from/to SCU property to a 2-block radius upon request . . .Set up barricades and other traffic controls to assist various Facilities projects and arrange for the towing of vehicles out of restricted areas. Perform any other service as directed by a Watch Commander, Campus Safety Manager, or Director."
(4) Housing and Residence Life Services: "Perform lockouts for resident students whenever the Housing & Residence Life Office is closed. . . Respond to all reported disturbances, emergencies, and suspicious circumstances in the residence halls . . . Work with responding personnel (Santa Clara Police, Fire Department, Utilities, EMTs, Paramedics) in handling emergencies in the residence halls. . . Assist HRL staff in handling uncooperative or confrontational residents, and non-affiliates in the residence halls. . . Check on maintenance problems after hours. . . Perform room searches upon request of HRL staff."
(5) Parking Enforcement: "Enforce all parking regulations in all campus parking lots. . . Patrol the parking areas during the enforcement hours. . . Issues citations to vehicles found in violation of the parking regulations. . . Arrange towing of vehicles when the offense warrants. . . and breakdown parking barricades upon request."
(6) Administrative: "Document in a report any affiliates found disturbing the campus or committing minor criminal offenses or violating campus regulations. . . Make reports on most misdemeanor level crimes[.]"
(Source: CSS Campus Safety Officer Position Description)
IX. CSS Equipment and Uniforms: CSS officers, Assistant Watch Commanders and Watch Commanders are unarmed. CSS officers are issued utility belts worn around their waists on which are attached handcuffs, keys, flashlights, disposable gloves, citation printer holders, Motorola radios with attached microphone, and earpieces.
CSS uniforms consist of black shirts with CSS badges sewn on the left chest area, khaki tactical cargo pants, black jackets with CSS badges sewn on the left chest area, and black baseball caps with the words, "SCU Campus Safety" sewn on the front and black knit caps with "CSS" sewn on them. (Source: Campus Safety Services Training Information.)
X. CSS Policy Manual: The policies, rules and regulations that govern Campus Safety Services personnel are contained in the Policy Manual, only recently completed and yet to be formally approved.
XI. CSS Commendations: In 2014, four CSS officers received commendation letters from the Santa Clara Police Department for their work in assisting in the apprehension of a bicycle thief who had stolen a "bait bicycle." According to the commendation, "They were extremely helpful and suggested the best possible locations to emplace the bicycle[.] . . While diligently monitoring the campus surveillance system, they viewed a suspicious person loitering near the location of our bait bicycle. Using their good sense and judgment, they closely monitored this subject's actions and were able to on-view him as he removed the bicycle from its secure location and began to ride away. . . [T]hey immediately began following the suspect while simultaneously notifying SCPD communications. A short time later, the suspect was located and arrested for grand theft[.]"
Two CSS officers received the university's annual Staff Recognition Individual Award for Administration and Finance, one in 2012, and one in 2015.
In 2015, a CSS officer received a "Letter of Appreciation" from the Miller Center for Social Entrepreneurship for providing "a customized R.A.D. [Rape Aggression Defense] training to six of our fellows over two Sundays for three hours each[.] . . The training was so positive that [the fellows] have all decided to take the full R.A.D. course upon their return from the field."
XII. CSS Complaints:
External Complaints: External complaints are those filed by individuals outside of the Department alleging misconduct of CSS personnel. The CSS complaint process is described in section 1010 of the CSS Policy Manual. CSS produced no records of external complaints in response to the audit request for all such complaints filed since 2010.
Internal Complaints: Internal complaints, initiated from within CSS, were reviewed for this audit. Investigations of internal complaints, the findings and discipline are, by law, confidential.
XIII. CSS Annual Budget:
Budget Fiscal Year 2021
Total Sources of Funds:
Total Salary/Benefits: $2,485,600.00
Total Dept Operating Expense: $100,000.00
Total General Univ Expense: 0
Total Transfers Out: $15,000.00
Total Uses of Funds: $2,600,600.00
XIV. TEN-YEAR ARREST SUMMARY (2010-2020):
Although arrests are reported in the CSS Crime Summary, the arrests were made, in fact, by Santa Clara Police officers. This is so because CSS officers are unsworn and do not have the authority of sworn officers to make arrests. As a result, CSS officers either participated in the detentions of the arrestees or alerted the Santa Clara Police Department to the suspects. CSS officers can, however, initiate "citizens' arrests" pursuant to California Penal Code section 837. That law permits any person, not a sworn officer, to detain a person who has committed a crime in that person's presence.
Over a ten-year period, there were 456 arrests of individuals on or near the Santa Clara University campus, for an average of 45 arrests each year. Arrestees include affiliates of the university and non-affiliates. Arrests can be custodial or by issuance of misdemeanor citations. Below are the types of crimes and number of arrests for each crime listed in the CSS Crime summary.
456: Total Arrests (2010-2020)
Burglary (1)
Suspicious Persons (10)
Alcohol Violation (175)
Arson (1)
Loitering/Prowling (6)
Drunk in Public (20)
Trespassing (8)
Disturbing the Peace (13)
Other Student Behavior (20)
Drug Abuse Infraction (68)
Drug Abuse Misdemeanor (10)
Drug Abuse Violation (6)
Fire (Non-Arson) (1)
Ill or Injured Student (3)
Suspicious Circumstance (1)
Found Property (2)
Information Report (2)
Terrorist Threats (1)
Ill/Injured Due to Alcohol (20)
Liquor Law Violation Plus Drugs (50)
Burglary Tools (10)
Dating Violence (2)
Resisting Arrest (2)
Vehicle Accident-Property Damage Only (1)
Theft of Bicycle Parts (1)
Weapons Violation (1)
Theft from Motor Vehicle (1)
Bicycle theft (5)
Theft from Buildings (2)
Theft All Other (1)
Theft from Coin-Operated Machines (1)
XV. CSS Information Reports: Report writing is a primary responsibility of CSS officers. "Information Reports" are generated by incidents or "occurrences," that are, according to an email from Assistant Director John Loretto, "everything from a room search to a sexual assault. We have CAD entries that would not end in a report, say an unlock service."
Number of Incidents: The number of incidents or occurrences logged by CSS by year are as follows:
2020: 822 (thru 9/3/2020)
XVI. Snapshot of CSS Activities: What follows is a snapshot of incidents and occurrences as documented in CSS Information Reports for the month of January 2020.
In January 2020, the following activities were documented by CSS officers in 160 Information Reports:
Found Property: 33 reports
Illness/Injury: 32 reports
Trespass: 15 reports
Drug/Alcohol Use: 13 reports
Theft: 11 reports
Vandalism: 9 reports
Disturbing Peace/Noise: 8 reports
Welfare Checks: 7 reports
Scooter Impounds: 6 reports
Fire Alarms/Gas Leaks: 5 reports
Car Damage: 4 reports
Assaults: 1 report
Unlocked Doors: 2 reports
Suspension of Lost Access Card: 2 reports
Other: 12 reports (e.g., unusual phone call to CSS, inquiry re status of non-student, students' requests to cut bike locks)
Found Property: In the great majority of the Found Property reports, third parties such as students and staff, found abandoned or lost property. They then notified CSS officers who took possession of the property and placed it in storage.
Illness/Injury: In 25 of the 32 Illness/Injury incidents, Emergency Medical Technicians (EMTs) responded and administered first aid to students who were ill (most frequently as a result of intoxication) or injured, (most frequently as a result of sports activities). Students were occasionally provided transport services to nearby hospitals. CSS officers were present, observed and documented the incidents.
Trespass: Trespassers were typically given verbal warnings and escorted off campus by CSS officers, sometimes with the assistance of Santa Clara Police officers. Thereafter, CSS officers issued "Be On The Lookout" (BOLO) bulletins with descriptions of the trespassers. There is a written version of the verbal trespass warning, titled "Trespass Notice."
The CSS "Trespass Notice," is comprised of three sections: "Suspect Information," "Type of Offense," and "Acknowledgement of Receipt of Trespass Notice." The trespasser is required to sign the notice in a space designated "suspect signature." By signing it, the trespasser acknowledges that he/she is "not allowed on or at any SCU property, building, field, sporting event, performance or any other SCU event." This appears to be a lifetime ban from the campus. Further, the notice provides that, "Violation of this notice may lead to your arrest." The "offenses" listed on the form include "sleeping outside," "non-permitted sales," "loud or boisterous behavior," "annoying/bothering students, faculty, staff" and being "uncooperative with CSS officers."
Some trespassers showed signs of mental illness and/or were transient/homeless.
Drugs/Alcohol: In the majority of these cases, CSS officers were contacted by Community Facilitators or other Residence Hall personnel who had detected odors of marijuana or had reason to believe that students were consuming alcohol. CSS officers conducted 10 room searches and confiscated drugs and/or alcohol in all but one of the searches.
Theft: There were ten thefts of property that included bicycles, a laptop, flags, a golf cart, a street sign from a neighboring city, and a catalytic converter. In one instance, a theft was thwarted when a CSS officer chased a man who attempted to steal a bicycle. In other thefts, CSS officers documented that the thefts occurred and followed up by locating video from surveillance cameras of some of the thefts.
Vandalism: Examples of vandalism included knocked over motor bikes, minor car damage, election stickers on campus light poles, and sidewalk chalk drawings.
Welfare Checks: The majority of the welfare checks performed by CSS officers involved students in mental health crises. In some instances, CSS officers responded when parents, SCU Professional Staff and/or Residential Life staff called CSS about students in distress. No mental health professionals were present at any of these welfare checks.
XVII. Annual Safety Reports: Pursuant to the Jeanne Clery Disclosure of Campus Security Policy and Campus Crime Statistics Act, the University publishes the Annual Security and Fire Safety Report. It also publishes the California Annual Safety Plan Report in accordance with California Education Code 67380(a)(1) & (a)(4). These two reports are issued by the University using data provided by multiple campus units, including Campus Safety. As required by federal and state law, the data published in the reports is minimal in that it specifies only the general type of reported crime and reported hate violence as well as the number of reports of incidents on or around the "core campus." The specifics of the reports, including their findings and outcomes, are not described.
XVIII. Feedback About Campus Safety Services: On September 23, 2020, a campus-wide survey, soliciting feedback from the university community about their views and perceptions of Campus Safety Services, as well their personal experiences with members of the department, was electronically distributed to undergraduate students, graduate students, faculty, staff, and alumni. There were 301 responses.
A. Responses by Category:
Undergraduates: 88 (29% of all responses); Graduates: 17 (6% of all responses); Faculty: 54 (18% of all responses); Staff: 111 (37% of all responses); Alumni: 31 (10% of all responses).
B. Responses by Race/Ethnicity:
Undergraduates (88): 37 Caucasian (42% of undergraduate responses); 5 African American (6% of undergraduate responses); 11 Latinx (12% of undergraduate responses); 13 Asian (15% of undergraduate responses); 13 Biracial (15% of undergraduate responses); 2 N. African/Middle Eastern (2% of undergraduate responses); 7 Undesignated (8% of undergraduate responses).
Graduates (17): 2 Caucasian (12%); 1 African American (6%); 4 Latinx (23%); 5 Asian (29%); 1 Biracial (6%); 4 Undesignated (23%)
Faculty (53): 36 Caucasian (68%); 3 African American (6%); 1 Latinx (2%); 3 Asian (6%); 3 Biracial (6%); 2 N. African/Middle Eastern (4%); 5 Undesignated (9%)
Staff (110): 60 Caucasian (54%); 1 African American (1%); 12 Latinx (11%); 23 Asian (21%); 6 Biracial (5%); 2 N. African/Middle Eastern (2%); 6 Undesignated (5%)
Alumni (31): 10 Caucasian (32%); 4 African American (13%); 8 Latinx (26%); 4 Asian (13%); 2 Biracial (6%); 3 Undesignated (10%)
C. General Observations: It is important to note that just 2% of SCU's 5,694 undergraduates and 1% of the 2,975 graduate students responded to the survey. The 54 faculty respondents represent only 9% of the 568 faculty members with an academic year appointment. And while only three African American faculty members responded, they represent approximately 17% of Black faculty.
Overall, 55% of the respondents had a positive view of CSS. Those respondents with more favorable than negative opinions of CSS were staff (70% of staff responses), faculty (53% of faculty responses) and graduate students (76% of graduate responses). The respondents with more negative than favorable opinions of CSS were undergraduates (64% of undergraduate responses) and alumni (61% of alumni responses).
It is clear from the snapshot of Information Reports that CSS officers most frequently interact with undergraduates. What follows is a summary of positive and negative feedback from undergraduates and alumni, who described actual firsthand experiences with CSS personnel.
D. Positive Feedback from Undergraduates: Twenty-four (24) undergraduates reported that they had good firsthand experiences with Campus Safety. They found CSS officers to be "professional," "caring about the safety of students," "helpful and respectful," and "very kind."
Of the 24 positive interactions, 9 (38%) were reported by students of color.
E. Negative Feedback from Undergraduates: Forty-one (41) of the 88 undergraduates who responded reported negative firsthand experiences with Campus Safety. They described CSS officers as "harassing," "getting off on the power of getting students in trouble," "following me for no reason [other than my race]," "demeaning," "aggressive," and "disrespectful of female students."
Of the 41 negative interactions, 21 (51%) were reported by students of color.
F. Positive Feedback from Alumni: Eight (8) alumni reported positive firsthand interactions with Campus Safety. Some of their descriptions of those interactions included, "As an Asian woman, I have never had a negative experience with campus safety. With exception of a few parking tickets, I was able to move freely through campus as a student." "The couple of times I interacted with Campus Safety . . . they were professional, knowledgeable and helpful. . . and quick to respond in times of need." "I was graduating class of 2015. I have always had pretty positive experiences with CSS."
Of the eight positive interactions, four (50%) were reported by alumni of color.
G. Negative Feedback from Alumni: Ten (10) alumni reported negative firsthand interactions with Campus Safety. Some of their descriptions of those interactions included the following: "CSS made me and a group of friends prove that we were SCU students while socializing on the grassy field in front of the old engineering building. All in the group were Hispanic/Latinx and to this day I wonder if they would have made us prove we were students if we had been white." "One day in the summer, I was playing a game with some friends at their house off campus, across from Swig where young girls were staying as a part of a girls soccer camp. Most of us were black. After a camp counselor came over to question us if we had a gun or not, we didn't and told her no. A few minutes later, CSS officer starts patrolling in front of Swig staring us down. Instead of talking with us to clear things up, the police were called." "When I was a freshman in 2014, I called campus safety because I felt unsafe walking all the way across campus to my dorm. . . The officer refused to pick me up near the recital hall and made me walk almost all the way to Benson to meet him because it was 'more convenient for him.'" "When I was a student ambassador, we received training presentation from CSS. We were explicitly told that it was okay to racially profile young black men and women who 'clearly didn't' belong on campus."
Of the ten negative interactions, five (50%) were reported by alumni of color.
XIX. Conversations: I engaged in conversations with CSS employees, African American former CSS employees, and African American faculty to garner their opinions and perceptions about Campus Safety Services. I promised all with whom I spoke that I would provide them anonymity; therefore, I have summarized their comments to protect their identities.
A. Conversations with CSS Personnel: On October 15, 2020, I attended a Zoom meeting with CSS personnel. The meeting was held at my request for the purposes of introducing myself to them and to invite them to speak with me about their experiences at CSS. At the conclusion of the meeting, I provided them with my email address and cellphone number and encouraged them to contact me. Thereafter, several CSS staff did reach out to me. Eventually, between October 16, 2020 and October 31, 2020, I had conversations with 21 members of CSS. Four themes emerged from the conversations: (1) their opinions of CSS and the SCU community before the August 22, 2020 interaction between an African American professor and CSS officers (hereinafter "Interaction One"), and before the October 28, 2020 exchange between the Assistant Director and attendees at the Diversity Forum (hereinafter "Interaction Two"); (2) their opinions of CSS and the SCU community after the two interactions; (3) their reflections on race relations at SCU; and (4) their recommendations to improve CSS.
(1) CSS Opinions before the Interactions: Nineteen of the 21 CSS employees had positive feelings about their work at CSS. Typical were comments such as, "This is the greatest place to work," "This job is a breath of fresh air," and "We are a big family." All 21 CSS employees had generally favorable attitudes toward SCU students, staff and faculty.
(2) CSS Opinions after the Interactions: CSS employees were angry and upset about the President's handling of both incidents. They questioned his leadership ability with comments such as, "The President doesn't know how to sit and listen to the facts; he is one-sided;" "There was no investigation and the President apologized and hurt CSS;" and "We were thrown under the bus with the President's emails. He is not supportive of CSS and it doesn't sit well."
All but one CSS employee reported a dramatic and negative sea change in the community's attitude toward them after the interactions, described in comments such as these: "Now, students aren't friendly. They only see the uniform and my skin color." "Since the incident, I have been flipped off." "Students are unfriendly and give us the cold shoulder." I get the "stink-eye" from faculty." "Faculty are hesitant to call CSS. The mood has shifted." "Students at fraternity houses curse at us when we drive by. Students walking by us yell 'fuck CSS.'"
(3) CSS Opinions about Race Relations: CSS employees were unanimous that they were not racist and that they perform their work in a color-blind manner. They differed, however, in their views about whether or not there was a racial divide within the department. In October 2020, CSS employees were required to attend an implicit bias training session shortly after the August 22, 2020 interaction. Their reactions to it were mixed. Several felt that the training was helpful, others viewed the training as a form of discipline, and a few felt that it was a waste of time.
(4) CSS Recommendations: When asked what they would do to improve CSS, all of the respondents recommended that their compensation should be increased. Other of their recommendations included body cameras, more surveillance cameras, more patrol vehicles, and a new facility to house CSS.
B. Conversations with African American Faculty: On November 6, 2020, I was invited by some of SCU's African American faculty to meet with them via Zoom. During that 90-minute meeting, the faculty members expressed their concerns about Campus Safety Services in the aftermath of the August 22, 2020 interaction, and were equally dismayed with October 28, 2020 interaction. They were unhappy with the lack of African American CSS officers, questioned if the surveillance cameras were being utilized by CSS to target people of color, and described some of their own negative interactions with CSS personnel.
C. Conversations with African American Former CSS Employees: I attempted to contact former CSS African American officers, nine of whom were employed by CSS between 2010-2020. Four responded and spoke with me by phone. One of the four, a Black male, had a positive experience at CSS. The other three, Black women, reported negative experiences.
D. Conversation with Director of CSS: I spoke, by phone, with Phil Beltran, the Director of CSS. He was bewildered by the racial tension on the campus in the aftermath of the August 22, 2020 interaction. Mr. Beltran was shaken by negative emails and phone calls that CSS received after that interaction. He instructs his officers to consider only the behavior of individuals before initiating contacts.
E. Conversation with Associate Vice President for Operations: I spoke by phone with Chris Shay, Associate Vice President of Operations, the self-described "civilian leader of CSS." He was frustrated and angry about the administration's response to both interactions. It was his feeling that the President's handling of the interaction of August 22, 2020 was "an abject failure," and demonstrated the President's lack of leadership skills.
F. Assistant Director of CSS: Assistant Director John Loretto declined an invitation to speak with me.
G. Former Director of CSS: Former Director Charlie Arolla did not respond to my request to speak with him.
XX. Campus Security Services at Other Jesuit Educational Institutions: The SCU administration queried 26 Jesuit colleges and universities for information about their respective campus security departments. Sixteen schools (62%) responded. Below are the questions asked and a summary of the responses:
1) To whom does the Director of CSS report? All but one of the campus safety departments report directly to senior members of the schools' administration (e.g., a Vice President, Assistant Provost, or Chief Financial Officer). At four of the schools, those senior administrators are directly affiliated with student life/affairs.
(2) Do CSS employees carry weapons? Campus security employees carry weapons at eight (50%) of the institutions.
(3) Do CSS employees wear uniforms? Uniforms are worn by campus security personnel at all 16 schools.
(4) Does CSS conduct room searches? At nine of the schools (56%), campus security officers conduct room searches; at seven schools (44%) campus security does not conduct room searches.
(5) Do you have surveillance cameras? If so, how many and how are they utilized? While all sixteen schools deploy cameras, at only one, are cameras exclusively utilized passively and not for surveillance. At that school, cameras are in fixed positions, focused exclusively on public spaces such as entry/exit points of buildings and parking lots. In the rest of the schools, cameras are actively used for surveillance; some are monitored 24/7, and some include surveillance of common areas of residence halls and other buildings. Video storage ranges from 14 days to 60 days. Ten reported the number of cameras at their institutions: 170, 250+, 400+, 450, 544, 600, 800, "numerous" and "a few hundred."
(6) Is your institution considering changes to campus safety? If so, what are those changes? Three of the sixteen institutions are contemplating changes to their campus safety departments. One institution is considering expanding their services to the Health Sciences Campus. Also, because their campus safety workforce has recently organized as a union, the university is engaging in collective bargaining. Another college will cease outsourcing its patrol officers and will, instead, directly employ campus security personnel. A third, in response to racial issues, is reimagining its public safety department.
XXI. Campus Security Services at a Bay Area Private University and at an Historically Black University (HCBU)
A. Private University: Campus security is provided by sworn officers who wear uniforms and are armed. Non-sworn security personnel who are unarmed, deal with parking and community service matters. Room searches are extremely rare and are conducted by Student Life. Only when investigating serious crimes does campus security conduct room searches. The university does not have a camera surveillance system. The few cameras that are on campus are used to review footage following an incident. There is no monitoring of cameras.
B. HBCU: Campus security is provided by 120 uniformed "full-fledged" police officers, some of whom are armed. There are surveillance cameras that are actively monitored at three locations---main campus, the law school, and the hospital. Campus security does not conduct room searches. When room searches do occur, they are done by Resident Assistants.
XXII. Findings:
(1) The Mixed Message Disconnect: CSS leadership sends a mixed message to its own personnel and to the SCU community. To the community, CSS purports to be the "Department of Yes," committed to "customer service." However, CSS's training, verbiage, and activities also sends a message that it is primarily law enforcement focused. This mixed message has alienated some students and faculty who view CSS officers solely as enforcers.
One example of this law enforcement focus is the CSS "New Officer Orientation" PowerPoint 163-slide presentation that is infused with law enforcement/military symbols and rhetoric.[1]
Another example is the CSS Policy Manual, a 407-page document containing the rules and regulations for CSS personnel. It utilizes a format and language that are strikingly similar to those commonly used by law enforcement agencies. Yet another example is CSS attire and paraphernalia. They have law enforcement type badges sewn onto their uniforms, carry handcuffs, wear utility belts, and the department utilizes a badge as its official logo on department stationery. Some of the CSS officers stated that they have never utilized their handcuffs, and one reported that he used them once in his entire time in the department. Additionally, the names of the various positions within the department---Watch Commander, Assistant Watch Commander, and Officer---are similar to those used in police departments and in the military.
It is, therefore, understandable why a CSS employee described the department as having "the same small feeling of a police department," while another depicted it as "run like a police department without guns or badges," and yet another described their work as "enforcers."
Room searches by CSS officers reinforce the law enforcement image. CSS officers photograph students' rooms, question students, direct them to leave their rooms while they conduct the room searches, and they document all searches in Information Reports--- all activities that are similar to what police officers do when executing search warrants.
Another concern about these symbols and imagery is that they are "triggers" for people of color whose personal experiences and history of interactions with police have left them understandably suspicious and distrustful of law enforcement. This triggering phenomenon is not unique to Santa Clara University. A recent article in the National Catholic Reporter exploring the relationship between Catholic college campus security departments and campus communities, found that students of color on several Catholic campuses experienced triggers in reaction to their campus security officers.[2]
(2) The Racial Disconnect: Conversations with CSS leadership and personnel indicate that many, if not most, operate with a color-blind, "I never see a person's color" mindset. This color-blind ideal, although fine sounding, is difficult, if not impossible, to achieve. In her acclaimed book Biased: Uncovering the Hidden Prejudice That Shapes What We See, Think and Do, social psychologist Jennifer Eberhardt, the nation's leading authority on implicit bias, notes that, "[T]he color-blind approach has consequences that can actually impede our move toward equality. When people focus on not seeing color, they may also fail to see discrimination." In fact, Dr. Eberhardt notes that the ideal of color blindness promotes exactly the opposite of what is intended: racial inequality. Interestingly, even after undergoing implicit bias training presented by members of Dr. Eberhardt's team, several CSS officers continued to assert that they were color-blind. Bottom line---good intentions, uninformed by racial awareness, can have unfortunate impacts.
Over the last ten years, CSS has seen nine African American employees come and go. Currently, there is a biracial Asian/Black employee; no other employees are African American. Some CSS employees believe that the department should actively recruit African Americans. However, there are two employees who are satisfied with the current staffing. Given the importance of having campus security personnel who reflect the community they serve, especially important to people of color who frequently feel marginalized or targeted by law enforcement, the failure of some CSS employees to appreciate the value that African American employees can bring to the department and to the SCU community is concerning and a sign of a racial disconnect within the department, itself.
(3) Need for Racial and Gender Diversity in Leadership Positions: Campus Safety Services has never been led by a woman. All of its Directors and Assistant Directors have been white males, with the exception of the current Director who is a biracial (Caucasian/Latinx) male. Of the nine command staff positions, ---four Watch Commanders and five Assistant Watch Commanders, ---only one is female. The Director of Parking & Transportation Services is female.
(4) Need for Transparency: The Policy Manual containing the rules and regulations that govern Campus Safety Services is not available to the SCU community.
Campus Safety Services does not issue annual reports that describe their activities. As a result, the SCU community is in the dark about exactly what it is that CSS employees do. For instance, several faculty members did not know about the trespass policy, were unaware that there are hundreds of cameras throughout the campus that are monitored 24/7, and that CSS officers carry handcuffs. Some were unaware that CSS officers conduct searches of students' rooms.
Secrecy promotes distrust; transparency builds trust. If the rules, policies, and activities of a campus safety department are available to the community, then those who are directly impacted by the department---students, faculty and staff--- will better understand how the department operates, and as a result, will likely be inclined to support the work of the department's employees.
(5) Need for Feedback:
(a) Complaints: There are various forums at which individuals at the university can file complaints such as Human Resources, the Office of Affirmative Action, and EthicsPoint. The complaint process for students, faculty, staff and those not affiliated with the university who have concerns about the conduct of CSS employees is described in section 1010 of the Policy Manual. However, the Policy Manual has yet to be approved. The language in section 1010 mirrors that of most law enforcement agencies. As well, section 1010 adopts a procedure typically utilized by most law enforcement agencies in that all but the most serious complaints against CSS personnel are investigated by individuals within the department.
A formal complaint process is important because it ensures accountability, which, in turn, establishes trust. But that trust is engendered only when the investigations of complaints are conducted objectively and thoroughly. An organization that investigates its own has neither the appearance of, nor the actual ability to do so objectively and without bias.
A complaint process must be user-friendly, with complaint forms that are easily accessible to members of the community. And to ensure transparency, annual reports should be issued describing, with specificity, the nature of all complaints received and the findings for those complaints. Finally, a broad outreach program is necessary to inform the community about the complaint process.
(b) Campus surveys and/or Online Feedback: Until this audit, there had never been a campus-wide survey seeking feedback about the quality of services initiated by CSS. The department has not sought such input from the SCU community, neither has it established an online process to obtain immediate feedback. An organization that does not periodically request feedback from the community it serves is an organization destined to become alienated from that community, and, as importantly, it is an organization that will miss opportunities to improve its own operations.
(6) Need for Training on Mental Health Issues: Sadly, college campuses have not escaped the mental health crisis that grips this nation. According to The Clay Center for Young Healthy Minds at Massachusetts General Hospital, 73% of students experience some sort of mental health crisis during college. (Source: https://www.mghclaycenter.org/parenting-concerns/college-mental-health-crisis-call-cultural-change-part-2/) And the American Psychological Association reports that in a recent survey, 94% of counseling center directors indicated that the trend toward greater numbers of students with severe psychological problems continues to be true on their campuses. (Source: https://www.apa.org/advocacy/higher-education/mental-health) At Santa Clara University, campus safety services officers responded to ten welfare checks in the month of January 2020, the great majority of which involved students in mental health crises. There were no mental health professionals on site for any of these welfare checks. As well, it does not appear that CSS officers undergo mental health trainings, although Campus Safety Leadership serves on the JED Committee and Behavior Concerns Team.
In addition, individuals contacted by CSS and treated as trespassers frequently showed signs of mental illness. With mental health training that includes information about resources outside of the university, CSS employees could make referrals to assist these individuals.
When campus security are the first responders to calls for assistance for students in crises, it is imperative that their training includes a fundamental understanding of psychological disorders. It is equally important that they understand how to respond to students in a way that alleviates, not aggravates, their stress. Therefore, it is critical that responders to young people who are in the midst of mental health crises demonstrate maturity and sensitivity. For this reason, they should have some real-world experience and an education beyond that of high school.
XXIII. Audit Recommendations
(1) Reimagine Campus Safety Services Utilizing a Holistic Approach
There should be a new and different approach to campus safety at Santa Clara University, beginning with a transition to a reimagined department that is operated under the auspices of the Division of Student Life.
Such a transition is not unprecedented, as some Jesuit institutions require their campus safety departments to report to senior administrators affiliated with student affairs. As well, the transition to Student Life is logical because campus safety officers most frequently interact with undergraduates. For instance, the vast majority of the 160 incident reports generated by CSS in the month of January 2020 involved undergraduate students. Such a realignment will not in any way change the mission of campus safety to care for and protect the entire SCU community. If anything, it will enhance that mission. Why? Because SCU's Division of Student Life actively seeks to build strong relationships with students, support student success, and collaborate across departments to support a safe campus environment. Reimagined under the Division of Student Life, the department will necessarily shift away from a focus primarily on enforcement to a focus on campus safety and student wellness. With this approach, a reimagined campus safety department can fully embrace the Jesuit philosophy of cura personalis, caring for each person in mind, body and spirit.
(2) Recommendations for the Operation of a Reimagined Campus Safety Department
1. Revise the Policy Manual to reflect the philosophy of the reimagined department.
2. Revise campus safety position descriptions to reflect the reimagined department's philosophy, including the replacement of law enforcement/military titles of positions with non-law enforcement/military titles.
3. Revise the campus safety website to reflect a reimagined department.
4. Discontinue the use of handcuffs and the wearing of law enforcement type badges.
5. Redesign the uniforms and the logo for a non-law enforcement/non-military look.
6. Discontinue room searches by campus safety.
7. Determine if surveillance cameras should be utilized actively (24/7 monitoring) or passively (unmonitored and used primarily to review footage following an incident).
8. Revise the new officer orientation PowerPoint to reflect the reimagined department's philosophy.
9. Review and re-evaluate the campus trespass policy and use of the trespass notice form, and ensure that any such policy is fair and conforms with best practices.
10. Include students on the reimagined department's staff.
11. Ensure that the recruitment, promotion, and retention policies of the reimagined department promote diversity with respect to race, ethnicity, age, gender, sexual orientation, and that best efforts are made to maintain a diverse and representative staff, and a welcoming environment.
12. Require periodic anti-bias and implicit bias training for all personnel.
13. Require a minimum of an A.A. degree or equivalent education for all hires.
14. Ensure that all of the reimagined department's policies and procedures are available, online, for the entire SCU community.
15. Develop an orientation video about the reimagined department for the SCU community.
16. Prepare and submit an annual comprehensive campus safety report to the President that includes detailed information about all activities, including specific information about all complaints.
17. Maintain an official history of campus safety.
18. Create a complaint process that provides intake of complaints of misconduct against campus safety personnel by someone outside of CSS; that person will also conduct investigations of those complaints and make findings. The complaint process should include (1) the creation of an official complaint form that is available online, and in hard copies placed in convenient areas throughout the campus; and (2) outreach to inform the SCU community about the complaint process.
19. Create an immediate feedback process for individuals who have had interactions with the reimagined department.
20. Conduct periodic campus-wide surveys about campus safety and report the survey findings, campus wide.
21. Include mental health professionals in the reimagined department's on-site response team.
22. Require periodic mental health trainings for all of the reimagined department's personnel.
[1] Slide #7 shows a white male in a military uniform, his head bowed, with the words, "If you wanna change the world, start off by making your bed." That slide is followed by two slides entitled, "Chain of Command," with the hierarchy of CSS personnel: Watch Commander, Assistant Watch Commander, Officers. Slide #26, entitled "New Officer Training Schedule," is accompanied by a photograph of two men in army camouflage uniforms, one of whom is kneeling and pointing to the other who is doing push-ups. Slide #46, entitled "Job Expectations-Experience," shows a head shot of a white male wearing the uniform of a private security guard. In Slide #87 entitled, "Mindset," is a photograph of a white male standing at attention and dressed in a law enforcement uniform. Slide #125 depicts the face of a stern-faced white male with the words "The War Path, Motivational Video." In slide #151, entitled "Tourniquets-Application to arm," two men are depicted wearing military fatigues.
[2] "Students, faculty demand change in policing on Catholic campuses," by Madeleine Davison, National Catholic Reporter, 12/10/2020, https://www.ncronline.org/news/justice/students-faculty-demand-change-policing-catholic-campuses?utm_source=NCR+List&utm_campaign=faedb82e24-EMAIL_CAMPAIGN_2020_12_09_09_40&utm_medium=email&utm_term=0_6981ecb02e-faedb82e24-230521830)
Vice Provost for Student Life Sections Vice Provost for Student Life
Campus Safety Services Audit


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Marvin Lewis says Bengals want to re-sign impending free agent Rex Burkhead
Rex Burkhead is about to hit free agency for the first time. Will he be back in Cincinnati?
By Jason Marcum
Rex Burkhead rarely saw the field on offense during his first four years with the Bengals, and he may have played his last snap in the Queen City on Sunday.
If so, he went out with a bang, as Burkhead carried Cincinnati to a 27-10 win over Baltimore. He finished the game with a career-high 119 rushing yards on 27 carries (4.4 yard per carry average) and two touchdowns. He added two catches for 25 yards as he was the driving force behind what was just the third time the Bengals scored 27-plus points this season.
But with Cincinnati already having Jeremy Hill and Giovani Bernard under contract next year, it's not certain the Bengals will re-sign Burkhead this offseason, especially with guys like Dre Kirkpatrick, Kevin Zeitler and Andrew Whitworth hitting free agency.
The latter would actually like to keep blocking for Burkhead going forward.
"He proved today, man, he can run the football. I'd take him as a No. 1 any day of the week," Whitworth told Bengals.com. "I don't think there's too many teams where he wouldn't fit. He runs the ball well. He's got great agility. He's got eyes, he's got it all. The whole team has wanted him to get his opportunity and see what he does. Especially the defensive players because they know what Rex used to do to them. He's a talented kid."
Head coach Marvin Lewis also said re-signing Burkhead was something the Bengals want to do this offseason.
"There is no question. We always like our guys (in free agency)," Lewis said. "As far as hard work, Rex is the epitome and what he does all the time and the professionalism."
Burkhead himself hasn't thought too much about his impending free agency. He's just happy he finally got a chance to show what he's made of.
As it stands, Burkhead will be one of the more intriguing free agent running backs this offseason. He has very little wear and tear on his body, but has been very productive with what little playing time he got this season.
"He has continued to do what I think everybody expected Rex to do with every opportunity he has been given," Lewis said of Burkhead on Sunday. "He did a really good job today of running the football. He was decisive and ran the ball downhill and that's what we are looking for. He stayed true to the plan all day and that was great."
One would think teams in need of running backs will offer Burkhead a nice one-year deal that pays him like a starter or high-priced backup. Plenty of NFL teams pay their No. 2 backs good money. Just look at the Bengals who are paying Bernard more than $4 million annually.
This season, Burkhead tallied 344 yards and 2 touchdowns on 74 rushing attempts, averaging an impressive 4.64 yards per carry. Comparatively, Jeremy Hill notched 839 yards on 222 attempts with 9 touchdowns, good for a 3.8 yard per carry average. Takeaway Hill's two best games against the 1-15 Browns, and his stats are far less impressive and his yard per carry average falls to 2.97. That's essentially unacceptable for an NFL starting running back. 27 of Burkhead's 47 rushing attempts this season came on Sunday; it's really a shame the bulk of his carries came in a meaningless game and that the Bengals didn't utilize his talent when it mattered more for the season.
But with Bernard recovering from an ACL tear and Hill having his worst season as pro while hitting a contract year in 2017, re-signing Burkhead is something the Bengals will try to get done. We just probably won't know how it turns out until after free agency starts in March and Burkhead tests out the waters on the open market.
Labels: NC Sports Athletes in the News, rex burkhead

redpajama_set_name: RedPajamaCommonCrawl


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Packers sign CB White
Originally signed by the Packers as a non-drafted free agent in May 2014
The Green Bay Packers have signed CB Ryan White. The signing was announced Thursday by Ted Thompson, Executive Vice President, General Manager and Director of Football Operations.
White, a 5-foot-10, 197-pound first-year player out of Auburn, was originally signed by the Packers as a non-drafted free agent on May 12, 2014, but was released on Aug. 30, 2014. He played in 13 games with two starts as a senior in 2013 and recorded 49 tackles (31 solo), an interception, six passes defensed, a fumble recovery and a forced fumble. White appeared in nine contests as a junior and posted 11 tackles (seven solo). He also served as the Tigers' holder for much of his career. White will wear No. 31 for the Packers.


Kim and Renata are from the Community Eating Disorder Service for Young People in East London. They both see young people every day who have difficult relationships with food and are experts in providing the right care and guidance.
p>[Shanice: I struggle with binge and comfort eating for coping when I'm stressed, anxious or depressed. When things get too much for me, I go to food for comfort, sometimes I just buy sweets etc. and eat it really quickly and a lot more than I would if just a treat to try to make me feel better. Do you have any tips for managing it?
Kim & Renata: That does sound really hard to manage, but you seem to notice your emotions while it is happening, which is a positive first step. We wonder if you have been offered any forms of support to manage difficult feelings?
Kim & Renata: That sounds really difficult. What are the other ways that help you cope and be happy other than eating? Maybe you talk to friends or watch movies, go out etc.?
Kim & Renata: That's great to hear! Those seem like positive things in your life and healthy ways to help you feel a little better. It might make sense to keep doing the things that make you feel happy and less stressed. We would recommend a website Center for Clinical Intervention, which offers lots of resources around overcoming an eating disorder. You can find there self-help materials and useful resources that can help while you are waiting for your professional support to kick in.
James: Beat are also specialists in issues around food and eating. They run a few support services like message boards and a helpline.
Tracey: Should I be taking vitamin supplements if I don't eat veg? My diet is so bad, as I'm so fussy. I'm very particular about food, but I need to try and be healthier in general.
Kim & Renata: We would recommend a balanced diet. However, we're not doctors so perhaps it would be good to have a chat with your GP? If you are worried ask for a blood test. It might also be worth considering seeing a dietician. If you find that there are certain foods you find hard to eat, perhaps they can help you with a balanced diet considering what you like and don't like. Dieticians are really good at working with people who have restricted diets for all kinds of reasons. If that sounds interesting, you can ask your GP to refer you to a community dietician.
Ali: If you want to lose weight, I'm guessing you wouldn't recommend undereating. So why would it not be a good way?
Kim & Renata: If somebody wants to lose weight, we would recommend a balanced diet and very slow weight loss. We would want to know though if the person really needs to lose weight or only thinks he or she should lose weight. That's because we know being under weight and under nourished can have long term health problems and can affect mood, concentration and energy level. It can also have an impact on social interactions. If someone is under eating it might be good to establish why it is happening so then one can decide what to do next. Do you know anyone who is under eating at the moment and you are worried about this person?
Ali: I was a bit worried about my friend to be honest. She feels a lot of pressure to look a certain way and she just gets so obsessed with her weight.
Kim & Renata: We are sorry to hear that. It can be really tough feeling that kind of pressure. If your friend is worried about her weight perhaps she can talk to her GP. Sometimes the best thing we can do as a friend is to reach out and let them know they can talk to us. Knowing someone cares can really help. It might be worth having a chat with her about that and see how she is coping?
James: We have an article on supporting a friend with an eating disorder that might provide a few tips on having that conversation (whether or not she has an eating disorder).
Beat help people overcome eating disorders through helplines, online support and self-help groups. Call 0808 801 0677 or, if you're under 18, call their Youthline on 0808 801 0711.
Men get eating disorders too (MGEDT) run discussion boards for men with eating disorders where you can get peer support.
Chat about this subject on our Discussion Boards.
Need help but confused where to go locally? Download our StepFinder iPhone app to find local support services quickly.
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Twenty five years is a long old time to be doing something, even when you love it as much as we all do working in the kitchens at Hampton Court Palace.
Since we started cooking in the Tudor kitchens way back at the start of the 1990's, an awful lot has changed. Staff have come and gone, and indeed gone on to greater things like an MBE (we'd like to think because of what was learned with us), and we've dallied with all sorts of periods of historical interpretation from mediaeval and Tudor, through Stuarts and Georgians, right up to the 1940's and beyond. Through all that time, the one constant has been the use of surviving recipes to drive what we have done.
An Other Broth With Long Wortes.
Recipes have been the foundation of the interpretation work, driving the search for equipment, ingredients and techniques…but the problem is there's absolutely no evidence for the sort of things we've been doing ever taking place in the space that we have to work within and no evidence that any of the surviving recipes we have to work from were ever cooked at Hampton Court!
Last year we took some small steps to help address this by instigating the Daily Roasting within the Kitchens as part of the 500th anniversary celebrations for Hampton Court Palace. The main rooms we have to work in were designed for roasting meat in, that's what the six large fireplaces around the walls were for, so having roasting on display for our visitors to see and interact with, truly was history where it happened, one of the core principles for interpretation within Historic Royal Palaces. This period of 151 consecutive days of roasting was an immense success…in short, everyone loved it from staff to visitors; it ticked so many boxes that define what a successful interpretation project is that we'd be stupid to leave it as a one-off thing.
With this in mind we're bringing it back for the upcoming 2016 but with one subtle tweak!
From March 25th through to October 21st we will be presenting Encounters in the Tudor Kitchens where the Tudor kitchens of Henry VIII at Hampton Court Palace will be brought to life with the sights, sounds and smells of daily roasting. The Historic Kitchens Team and the State Apartment Warders within the kitchens, will be working together to give our visitors a sense of the function and history of the surviving roasting kitchen by demonstrating history where it happened and roasting a knuckle of beef each day.
During this time we'll be lighting the Great Fire a little later than usual to give visitors the chance to see all the steps that go into the process of roasting meat before an open fire, we'll then spend the rest of the day roasting beef and talking about all things associated with the gargantuan task of catering for Henry VIII's Court. As well as roasting beef, we'll be using the opportunity that over 200 consecutive days of cooking will give us to collect data on the temperature of the fire, the meat as it cooks, and the metal spit; as well as looking at speeds and direction of rotation to see how much of an impact, if any, this may have on roasting. Add to that some possible investigation of the temperatures within the chimney and we have a busy time ahead of us trying to add to our knowledge of this fundamental process within the food production areas of Henry VIII's Palace.
All of this does come at a small price though. In order to expand the daily offer through into October and to spread the work through the whole Historic Kitchens Team, rather than a small subset, we will not be holding our regular monthly cooking weekends this year, with that work being subsumed by the daily Kitchen Encounters. We will though be bulking out the work on a couple of selected weekends, to support the Summer Palace event in mid July and the August Bank Holiday event at the end of that month. On these weekends we'll branch out to cover more tasks than just the roasting and actually be able to treat these special events as just that, special and not part of the regular monthly programme, and the same holds true for the Christmas cookery as part of the Tudor Revelries between Christmas and New Year.
So that's that then! Please feel free to comment and let me know what you think…love the idea? Loathe it? Can't wait to experience it? Let me know either way, feedback is always appreciated.
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Reopening the schools: whether and how
July 28, 2020 July 28, 2020 - by Mary Turck
U.S. Air Force/MGN
Editor's Note: Gov. Walz is set to announce his plans for reopening schools Thursday, July 30.
Almost two-thirds of White parents who responded to a Minnesota Department of Education survey said they are comfortable sending their children back to school in September. A slim majority of Black parents said they were uncomfortable or not sure about sending their children back to school. Most Asian and Latinx parents responding to the survey also were uncomfortable or unsure.
Are more Black parents actually uncomfortable about sending their children back to school in September? If so, why? And what does that say about whether and how schools should reopen?
The Department of Education survey was not a scientific or randomized poll. The vast majority—more than 80 percent—of 130,000 people answering the question were White parents. The state's K-12 student population is only 64 percent White. Nonetheless, the caution that Black parents expressed in the survey is echoed in other surveys around the country.
Why would Black parents feel less comfortable about school reopening?
Black parents have more to fear from COVID-19. Across the country, Black people are hit with COVID-19 at almost three times the rate of White people. Black people suffer 62 coronavirus cases per 10,000 people, compared to 23 per 10,000 for White people. Latinx communities see 73 cases per 10,000 people.
In Hennepin County, the disparity is much worse: 146 cases per 10,000 Black people, compared to 27 per 10,000 for white people. Latinx and Asian people also suffer higher rates of coronavirus infection.
Data show children are less likely than adults to get COVID-19. When they get the disease, it is likely to be less severe. On the other hand, some significant cases of in-school outbreaks exist: Three teachers in an Arizona summer school were infected and one died. A single Israeli school reported 130 cases, and dozens of other schools reported infections that led to a second school shutdown there.
Reopening schools increases adults at risk of infection. Nationally, almost one in five teachers is 55 or older. Others have medical conditions that put them at risk, or vulnerable family members. Custodians, lunchroom workers, and others also will be exposed to children and to one another. Reopening schools multiplies the ways coronavirus can spread through the community.
The argument for reopening schools
Black students have been badly served by public schools in Minnesota. Educational disparities rank high on a long list of racial disparities in the state. Ironically, that may be an argument in favor of reopening those same schools.
Students suffer when schools are closed. On-line schooling is worse for most students, with "attendance" lagging and lack of in-person contact with teachers and with peers. Just over half the respondents to the Department of Education survey reported bad or very bad experiences with online learning this spring.
The American Association of Pediatrics cites negative educational and social impacts of school closing. They recommend reopening with safety measures in place.
Parents need schools, too. They need to work at paid jobs to maintain their families. They need to work at the unpaid jobs of parenting and keeping homes together. The added burden of providing the education and socialization that kids get in school is just too much.
Black parents are overrepresented in low-paying but essential jobs. Inflexible work schedules leave them less time for homework help. Low pay means less money to spend on educational resources, from speedy internet to books to tutoring.
How to reopen?
Planning for reopening raises huge questions. How can a high school that has 30 students in a classroom with 28 desks plan for social distancing? What happens with music classes, given that singing greatly increases virus transmission? What kind of rules govern bathroom breaks and hand-washing? Who responds to sick students in schools that do not have nurses?
CDC guidelines recommend strategies to decrease risk. Some of their recommendations: six feet of space between desks; face masks for everyone; one student per row on buses; extra cleaning and disinfecting everywhere; small groups at lunch time; limited sharing of electronic devices, books, and learning aids; daily health screening for everyone. The entire guidance document covers nine pages.
These changes cost money. Schools don't have money to follow the guidelines. Logically, the federal government could provide emergency aid, as it did to airlines and other businesses. President Trump has a different idea. Instead of talking about reopening risks and resources, he ordered the CDC to change the guidelines.
Counting down to Labor Day
In Minnesota, schools have been ordered to prepare three plans for September: in-person learning for all students, or hybrid learning with strict social distancing and capacity limits, or distance learning only.
The Minnesota Department of Education (MDE) will announce its decision by the week of July 27. That decision could call for all schools in the state to follow the same scenario, or for different districts to follow different scenarios.
No plan will look like September 2019. In-person reopening might require additional locations to allow more space for social distancing. It might mean keeping groups of students together all day (cohorting). Hybrid learning could mean all students getting equal in-school time. Or it could mean prioritizing students who have special needs or who need extra help for in-school time.
Whatever plan is approved, the devil will be in the details of how each district, school, and classroom implements plans to protect students and the community.
The future of education is at stake in the 2020 Election
Teachers play a critical role in shaping girls' future as coders
State offers free COVID-19 saliva tests for teachers, school staff, child care workers
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About Mary Turck
Mary Turck has published extensively as a journalist and has edited the Connection to the Americas and of the TC Daily Planet. Her website, http://maryturck.com, includes her literary and political blogs.
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text:
Statement from Azpetrol
An advertising campaign providing customers 1,000 liters of AI-95 has been launched since yesterday on the occasion of the 20th anniversary of Azpetrol. This mailing is nothing else but a virus. At present the company is conducting an investigation in order to reveal hackers who launched this virus in Azerbaijan, Caspian Energy News (www.caspianenergy.net) reports with reference to facebook.
We wish to note that the 20th anniversary of Azpetrol was marked in 2017.
More details: https://www.facebook.com/Azpetrol-Ltd-MMC-1029982540429881/
Person in charge of the newsline: Fidan Isayeva
Published in Oil and Gas
"AZPETROL" opened new, second filling station in Siyazan
It is too early now to assume that the fuel era left in the past, - Jeyhun Mammadov
Azpetrol opened a new petrol filling station in Masazir
New General Director of Azpetrol appointed


When it comes to pet vaccinations, I don't think enough can be said. For so long, I feel that our pets have been over vaccinated, so I am interested when I find more info on the topic. This article was found on Facebook today. I want to share it with you.
The most important thing for you to know is that annual revaccination of your pet is unnecessary! This information is based on scientific studies conducted by Dr. Ron Schultz, a very well respected veterinary immunologist. What continues to amaze me, is how few people know about this important information. The studies I am speaking of were done over 10 years ago. This is not new information. The truth is that the majority of veterinary practices continue to not only offer annual revaccination, they insist upon it.
Over vaccination can be hazardous to your pets health. Vaccines have been linked to a number of autoimmune diseases: interstitial nephritis in cats, pancreatitis in both dogs and cats, addisons, cushings and thyroid disease. Other diseases that can be triggered or worsened by vaccines are: seizure disorder, allergies and cancer.
1. Vaccine selection should be based on risk assessment. There are a variety of vaccines on the market for dogs and cats and not all of them should be given to every pet. The AVMA has set guidelines for the core vaccines (what they feel every animal should have).
a. Core vaccines in dogs are: Distemper, Parvo and Rabies.
c. Core vaccines in both dogs and cats have been scientifically proven to provide immunity for 3-7 years.
2. 3 year vaccines are readily available for the core vaccines in dogs.
3. Non-adjuvanted vaccines (those that are supposed to be less likely to cause Feline Sarcomas in cats are currently only labeled for 1 year. This does not mean that they don't provide immunity for a much longer period. It just means that the manufacturer has not done studies to prove duration of immunity.
4. Titer tests are available for both dogs and cats. These tests will show if the pet has antibodies to the diseases tested for which is one indication that the pet remains protected. Titer testing costs more than vaccinating but is the safer alternative.
5. Vaccines are labeled for use in healthy animals only. If your pet is sick with either an acute or chronic illness, he/she should not be vaccinated. This means that animals diagnosed with seizures, cancer, cushings, addisons, thyroid disease, allergies just to name a few should be deemed too sick to vaccinate. As we mentioned above, the fact is they probably don't need to be revaccinated anyway!
I have to say that this is probably the hill I will chose to die on. Why? My practice consists mainly of the treatment of chronically/terminally ill animals and I continue to see other veterinarians vaccinating these pets prior to their coming to me for treatment.
If you are not my client, I want you to know that as the advocate for your pet's health, YOU HAVE THE RIGHT TO REFUSE VACCINATIONS, YOU HAVE THE RIGHT TO ASK FOR A 3 YEAR VACCINE OR TITER TESTING. Just learn to say NO! Your pet will thank you.
Print a FREE copy of Natural Immunity, Why You Should NOT Vaccinate! by Pat McKay.


How Do You Choose the Best Consultant for Your Business?
Hi, I'm Nicole Munoz, a Marketing Automation consultant. My expertise will take your business to the next level. Together, we can design and build a multiple six or seven figure business that serves your unique goals.
What Does a Marketing Automation Consultant Do?
Once you've established your business, and are consistently earning about $20,000 / month, you'll start to feel stuck. Getting your business beyond $250,000 is typically your first significant income plateau. Without a business consultant, breaking the barrier is almost impossible.
To take it to the next level, I teach my clients how to streamline their businesses.
We break apart your current business model to find the gaps in your monthly revenue streams.
Then, we reorganize your business to automate as many systems as possible. Marketing automation consultants teach you how to multiply your money without working more hours or compromising your lifestyle.
We accomplish this by carefully discriminating the tasks that require your time, energy and efforts, versus those that are better left to easy-to-manage software systems. With my advice, your clients will continue to experience the same great service, too.
How Have I Made This Work for Me?
Psst…I'm a missionary. My life was never focused on making money to be able to afford luxuries. By pulling in a healthy income, though, my family and I don't have to go on sabbatical every four years to raise the funds to continue our Christian teachings.
In addition to building a brand new home for my family a few years ago, we're about to buy our own church. This is a venture I could not be more excited to fund via my skills as an online entrepreneur.
I have owned three multiple six-figure businesses. At its pinnacle, I employed a team of 23, wrote 12 books, was internationally recognized as an in-demand conference speaker…and I did it while taking the weekends off to be a pastor's wife.
Your business is about you. Your goals will be just as personal to you as mine are to me. I know that my marketing automation systems work – just read some of my testimonials to learn more – and, if you choose to consult with me, I will help you excel in business so that you can afford the life you desire, too.
I'm a mother of seven. Yes, you read that right, seven. My goal in business, like yours, was to establish a healthy income that supports my family. Having a flexible schedule means I can always put my family first.
My first business ranked #1 for the term 'camping gear' for over five years. I harnessed the power of marketing automation to build a multiple six-figure company. I will show you exactly how to do the same.
I excel in creating and managing complex multi-channel marketing campaigns. You'll hear this referred to as marketing automation, which means my consulting advice focuses on building your marketing funnels to bring pre-qualified clients to you.
Building a business isn't easy. Before you can succeed, you need the motivation and mindset to take on difficult challenges. I work with established business owners to take the frustration out of their growth phase.
Act as a virtual Chief Operating Officer. These crucial operations systems make running your business more efficient via automation and staff training.
Implement a complex marketing campaign including multiple marketing funnels and the in depth instructions to guarantee leverage in your market.
Consult during VIP Days. Let's spend the day together putting your priorities in order and determining exactly what you need in order to excel in your business.
There is no one size fits all in business. As an marketing automation business consultant, all my plans are customized to you, your business goals and lifestyle choices. This means something different to everyone.
For some CEO mompreneurs (like me!), they simply want to spend more time with their family. That means, as a virtual COO, I teach them to streamline their business systems, become more efficient decision makers, and to choose the best team to support their work.
When I work with high-level coaches and authors, however, it's a different story. For these clients, my advice centers on increasing their marketing initiatives, building easy-to-manage membership sites, and/or bringing in qualified website traffic to organically increase product sales.
You might have noted that working with me is an intense, no-nonsense approach to growing your business. You will get the most out of my consulting if you are an established business-owner interested in using the next 12 to 18 months to fast track your growth.
Authors, coaches and consultants, most already earning multiple-six figures and ready to invest their efforts to automate their marketing to attract more ideal clients.
Agencies – real estate, marketing or travel – that desire a business model where pre-qualified online leads are seamlessly generated.
Established entrepreneurs who feel like they're at a standstill in their business growth but aren't sure why – or where – they're stuck.
Start-up consultants and coaches transitioning from a highly successful career into the world of entrepreneurship. We build a marketing automation campaign for you from the ground up to kick-start your business.
It's decision time. Are you ready to move forward with expanding your business into a lead-generation magnet?


"Be Clear, Be Simple, Be Valuable."
That's the advice Chris Lockhart provides, as he walks readers of his latest post through an exercise in discovering and documenting end-user requirements.
The bottom line, Lockhart says, it that business users don't care one bit about technology being employed. They want whatever delivers results. Can you explain what you can do for them in a single tweet?
"We begin by speaking in conceptual terms. We speak in terms of capabilities. What is it that we, as IT, need to be able to do, at a high level, in order to fix this problem? Forget cost. That comes later. Forget vendors. That comes last. Give me a sentence, in 140 characters, that describes the means by which we succeed. If you can't, I submit you're ill equipped to be in the business of architecture."
Solutions and architectures need to start with capabilities, Lockhart points out. "They must be capability based. They must be informative without clobbering our customers with unnecessary details."


In this set of tutorials, we are going have a look at the steps required to build your own EMI (Eucalyptus Machine Image).
An image is a fixed collection of software modules, system software, application software, and configuration information that is started from a known baseline (immutable/fixed). When bundled and uploaded to the Eucalyptus cloud, this becomes a Eucalyptus machine image (EMI).
Each of the images – EKI, ERI, and EMI – have associated XML files that contain meta-data info about the corresponding images respectively.
There are two types of EMIs provided by Eucalyptus, instance store-backed and EBS-backed. In this set of tutorials, we will be looking at steps for creating both of them.
In this tutorial, I am going to create a custom CentOS 64 Bit EMI.
NOTE: If your Eucalyptus Frontend does not have Internet connectivity, then no issues. You can follow the following steps to create a local yum repository on it. This will help you to install most of the necessary packages for your EMI. Its quick and simple.
If you already have the requirements in place then proceed directly to the CREATE YOUR EMI section of this tutorial.
Next step, is to edit our Local Repository file, in this case, its called as CentOS-Media.repo. These Repo files are typically found at /etc/yum.repo.d/ directory.
Once done, edit the CentOS-Media.repo file using any editor tool.
You should see an output similar to the one shown below. The repolist command will list the RPMs present in the ISO file (roughly 6,000 of them, depending on the CentOS ISO version as well..) If this returns error, then make sure your CentOS-Media.repo file does not contain any errors.
Once done, you care now ready to create your first CentOS EMI.


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Q: MySQL Force 'WHERE' to show null when condition not met I'm having problem linking 2 tables, where one's does not have value, it does not show. To simplify this, I create a temporary table to show:
The Details
ps_product table

product_id    name
     1      Product 1
     2      Product 2
     3      Product 3

that needs to link with another table to show the image path:
ps_product_details table

details_id  product_id    properties    value
     1          1       image_location  1.jpg
     2          1          width        10 cm
     3          1          height       5 cm
     4          2       image_location  2.jpg
     5          3          width        9 cm
     6          3          height       5 cm

As seen here I am able to join them with LEFT JOIN:
SELECT * FROM ps_product
LEFT JOIN ps_product_details ON ps_product.id = ps_product_details.product_id

and the result is this:
product_id    name     details_id   product_id   properties       values
     1      Product 1      1            1       image_location     1.jpg
     1      Product 1      2            1            width         10 cm
     1      Product 1      3            1            height        5 cm
     2      Product 2      4            2        image_location    2.jpg
     3      Product 3      5            3            width         9 cm
     3      Product 3      6            3            height        5 cm

There is no problem until now.
The Problem
I did not want to show the width and height during the joining process, so what can I do id put WHERE properties = 'image_location', but when I put it, it shows this:
product_id    name     details_id   product_id   properties       values
     1      Product 1      1            1       image_location     1.jpg
     2      Product 2      4            2       image_location     2.jpg

As seen here, the Product 3 disappear because there is no image for it, I did not want to show that product 3 does not exist, it only does not have images.
What I really want:
product_id    name     details_id   product_id   properties       values
     1      Product 1      1            1       image_location     1.jpg
     2      Product 2      4            2       image_location     2.jpg
     3      Product 3     null          3       image_location     null

The details_id and values could be null, because I don't know the value for it. but the properties I already know it is a image_location. In this way I can show no pictures instead of no products.
What I have tried

*

*From @shree.pat18 in here
This is the query I implement from it:
SELECT * FROM ps_product
LEFT JOIN ps_product_details ON ps_product.id = ps_product_details.product_id
where (properties = 'image_location') or (properties = properties)

it just the same result as this query earlier:
SELECT * FROM ps_product
LEFT JOIN ps_product_details ON ps_product.id = ps_product_details.product_id

Is there are solution, and thank you for the time.

A: Put the condition in the ON clause instead of the WHERE clause:
SELECT *
FROM ps_product p
LEFT JOIN ps_product_details pd ON p.id = pd.product_id AND pd.properties = 'image_location'

and if you want to be real picky, you can coalesce() in the SELECT clause:
SELECT p.product_id, p.name, pd.details_id, p.product_id, coalesce(pd.properties,'image_location') as properties, pd.values
FROM ps_product p
LEFT JOIN ps_product_details pd ON p.id = pd.product_id AND pd.properties = 'image_location'

redpajama_set_name: RedPajamaStackExchange


A Hidden-Picture Quest Through Outrageously Awesome Worlds!
Each scene in Welcome to the Colorverse is a tad bit...off. Kites fly themselves, animals take on human form, and ice cream cones grow from the ground. You'll journey from the desert to the sky, a safari to the candy shop, and the forest to an aquarium, bringing color to the intricately designed landscapes filled with odd characters and strange happenings. Every new setting has its own unique task to complete as you search each wacky scene, creating awesome art in the process.
Welcome to the crazy world of the Colorverse, where everything is familiar—but nothing is as it seems!


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Cannabis Brands Live Here
Indus Holdings, Inc. (CSE:INDS) is a vertically-integrated cannabis company with advanced production capabilities, including cultivation, extraction, manufacturing, brand sales & marketing, and distribution. Founded in 2014 by hospitality veteran Robert Weakley and based in Salinas, California, Indus offers services supporting every step of the supply chain and an extensive portfolio of award-winning brands, including House Weed, The Original Pot Co., MOON, Acme, Beboe, Dixie Elixirs & Edibles, and Orchid Essentials. Indus Distribution, a division of Indus Holdings, Inc., is a leading distributor of cannabis products, servicing an extensive portfolio of brands and licensed retailers.
Indus holds an extensive portfolio of award-winning brands including Altai, Dixie, Moon, Beboe and Legal.
With experienced leaders from many sectors, Indus is building the cannabis industry and advancing changing perceptions of its use.
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