Head of nation’s largest 4-year university system resigns under fire; Politico, February 17, 2022

 CHRIS RAMIREZ, Politico; Head of nation’s largest 4-year university system resigns under fire

"Three weeks before Castro was named chancellor in September 2020, Castro and Lamas entered a settlement agreement that barred Lamas from working for CSU. In return, Lamas was guaranteed $260,000, full benefits and a letter of recommendation from Castro to any other college jobs Lamas applied for, USA Today reported.

Castro apologized in an open letter to students and faculty at Cal State, saying he regretted offering Lamas the letter of recommendation. He added that Lamas was removed from campus immediately after a formal Title IX claim was filed against Lamas in 2019.

A growing number of faculty and state lawmakers had been calling for an investigation, outraged at the report. 

Such behavior happens “all the time,” CFA North Associate Vice President Meghan O’Donnell said in an interview Thursday. “It’s important for us to recognize that this is systemic,” she said, “and part of the problem is the fact that we have very little transparency or public input into the hiring of these senior level administrators.”...

The CSU also announced it will begin an initiative to “bring CSU to the forefront of Title IX innovation, accountability and response.”"

Whose Lives Should Be Saved? Researchers Ask the Public; New York Times, 8/21/16

Sheri Fink, New York Times; Whose Lives Should Be Saved? Researchers Ask the Public:

"Charles Blattberg, a professor of political philosophy at the University of Montreal, said he worried that the effort could result in overly precise guidelines.

“The kind of judgment that’s required to arrive at a good decision in these situations needs to be extremely sensitive to the context,” he said. “It’s not about just abandoning one lone doctor to their own devices to make it up on the spot, but we can’t go the other extreme in thinking we have the solution to the puzzle already; just follow these instructions. That works for technical problems. These are moral, political problems.”

Ruth Faden, the founder of Johns Hopkins’s Berman Institute of Bioethics, which participated in the project, said she saw value in the exercise far beyond a pandemic.

“It’s a novel and important attempt,” she said, “to turn extremely complicated core ethical considerations into something people can make sense of and struggle with in ordinary language.”"

[Post-Public Draft 2016-2020 Strategic Plan] Positioning the United States Copyright Office for the Future: Strategic Plan 2016-2020; U.S. Copyright Office, December 2015

[Post-Public Draft 2016-2020 Strategic Plan] Positioning the United States Copyright Office for the Future: Strategic Plan 2016-2020:

[Excerpt]"This Strategic Plan organizes and prioritizes objectives for the next five years. It draws on four years of internal evaluations and public input — that is, two initial years of fact-findings, public inquiries, and special projects, and two additional years of public roundtables, reports, and Congressional hearings. These initiatives, announced in October 2011, coincided with government-mandated budget cuts as well as staff reductions and backlogs. We seized these challenges, however, as an opportunity to examine inefficiencies, dismantle dated practices, and propose new paradigms. Much of this exciting work and our accomplishments to date are described in the back of this Plan. We also introduce here a revised mission statement that better captures our statutory mandate.

Here is my vision for a modern Copyright Office:

Customers should be able to transact with the Office easily, quickly, and from anywhere at any time, using mobile technologies and any number of consumer-friendly platforms and devices to secure rights or access data. They should have at their fingertips an integrated life-cycle of copyright information — not only the date on which a work was created, published or fell into the public domain, but also all of the authors, owners, licensees, derivative uses, rights, and permission information that are both relevant to the marketplace and invaluable to meaningful research. The Office should have businessto-business capabilities that both leverage and support private sector activities, while ensuring and facilitating transparency and fairness.

Although technology improvements are an essential part of the future, true modernization involves much more than making incremental upgrades to hardware or software. It requires re-envisioning almost all of the Copyright Office’s services, including how customers register claims, submit deposits, record documents, share data, and access expert resources, and it requires meeting the diverse needs of individual authors, entrepreneurs, the user community, and the general public.

Maria A. Pallante

United States Register of Copyrights,

Director, U.S. Copyright Office