After spending years of his life sexually abusing boys entrusted into his care, Jerry Sandusky will likely spend the rest of his life as a prison inmate.
On October 9, 2012, a Pennsylvania judge sentenced the 68-year-old former Penn State assistant football coach to at least 30 years in prison. And he may spend as many as 60 years behind bars.
Following his conviction on June 22, 2012, he had faced a maximum of 400 years’ imprisonment for his sexual abuse of 10 boys over a 15-year period.
Jerry Sandusky (middle) in police custody
After the sentencing decision was announced, Penn State University President Rodney Erickson released a statement:
“Our thoughts today, as they have been for the last year, go out to the victims of Jerry Sandusky’s abuse.
“While today’s sentence cannot erase what has happened, hopefully it will provide comfort to those affected by these horrible events and help them continue down the road to recovery.”
No doubt Erickson–and the rest of Penn State–waned to move on from this shameful page in the university’s history. And the university desperately tried to sweep the sordid scandal out of sight of the ticket-paying public–-and of history.
Among the steps it took:
- Firing Joe Paterno, the legendary head football coach who had led Penn State to a staggering 112 victories;
- Ousting Graham Spanier, the university’s longtime president; and
- Removing the iconic statue of Paterno–long held in worshipful esteem by almost everyone at the football-obsessed institution.
So what remains to be learned from this sordid affair?
A great deal, it turns out.
To begin at the beginning:
In 2002, assistant coach Mike McQueary, then a Penn State graduate assistant, walked in on Sandusky anally raping a 10-year-old boy. The next day, McQueary reported the incident to head coach Paterno.
“You did what you had to do,” said Paterno. “It is my job now to figure out what we want to do.”
Paterno’s idea of “what we want to do” consisted of reporting the incident to three other top Penn State officials:
Their idea of “what we want to do” was to close ranks around Sandusky and engage in a diabolical “code of silence.”
As former FBI Director Louis J. Freeh summed up in an internal investigative report compiled at the request of Penn State and released on July 12, 2012:
“Four of the most powerful people at the Pennsylvania State University–-President Graham B. Spanier, Senior Vice President-Finance and Business Gary C. Schultz, Athletic Director Timothy M. Curley and Head Football Coach Joseph V. Paterno–-failed to protect against a child sexual predator harming children for over a decade.
“These men concealed Sandusky’s activities from the board of trustees, the university community and authorities.
Louis J. Freeh
“They exhibited a striking lack of empathy for Sandusky’s victims by failing to inquire as to their safety and well-being, especially by not attempting to determine the identity of the child who Sandusky assaulted in the Lasch Building in 2001.
“… In order to avoid the consequences of bad publicity, the most powerful leaders at the University….repeatedly concealed critical facts relating to Sandusky’s child abuse from the authorities, the University’s Board of Trustees, the Penn State community, and the public at large.
“The avoidance of the consequences of bad publicity is the most significant, but not the only, cause for this failure to protect child victims and report to authorities.”
If there is a fundamental truth to be learned from this sordid affair, it is this:
The first rule of any and every bureaucracy is: Above all else, the reputation of the institution must be protected.
And this holds true at:
- The level of local / state / Federal government;
- For-profit organizations;
- Non-profit organizations; or
- Religious institutions
During the 48-year reign of FBI Director J. Edgar Hoover, agents had their own version of this: Do not embarrass the Bureau.
Those who did were fired or shipped to Hoover’s version of Siberia: A posting in remote Butte, Montana.
J. Edgar Hoover
Within the Catholic Church, countless Catholic priests who abused young boys entrusted to their protection were repeatedly protected by their high-ranking superiors.
In private industry, whistleblowers who report rampant safety violations in nuclear power plants are often ignored by the very regulatory agencies the public counts on to prevent catastrophic accidents.
Imperfect institutions staffed by perfect men obsessed with power, money and fame–-and fearful of losing one or all of these–-can never be expected to act otherwise.
And those who do expect ordinary mortals to behave like extraordinary saints will be forever disappointed.
So how can we at least minimize such outrages in the future?
“Eternal vigilance is the price of freedom,” warned Thomas Jefferson. And it remains as true today as it did more than 200 years ago.
Add to this the more recent adage: “Sunlight is the best disinfectant.”
The more we know about how our institutions actually work–as opposed to how they want us to believe they work–the more chances we have to control their behavior.
And to check their abuses when they occur.
Which they will.
Bureaucracybuster's Blog 
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BRINGING JUSTICE TO CEOs (CORRUPT EGOTISTICAL OLIGARCHS): PART ONE (OF TWO)
In Bureaucracy, Business, History, Law, Law Enforcement, Medical, Politics, Social commentary on August 29, 2016 at 1:04 amMore than 500 years ago, Niccolo Machiavelli, the father of modern politics, delivered this sage advice in his political masterwork, The Discourses:
All those who have written upon civil institutions demonstrate…that whoever desires to found a state and give it laws, must start with assuming that all men are bad and ever ready to display their vicious nature, whenever they may find occasion for it.
If their evil disposition remains concealed for a time, it must be attributed to some unknown reason; and we must assume that it lacked occasion to show itself. But time, which has been said to be the father of all truth, does not fail to bring it to light.
Niccolo Machiavelli
Unfortunately, it’s advice that members of the United States Congress have blissfully chosen to ignore. And, in doing so, they have condemned millions of Americans to suffering and death at the hands of greed-based, predatory corporations.
One of these corporations is Mylan Pharmaceuticals.
In 2007, Mylan acquired the patent for the EpiPen, a lifesaving device for anyone allergic to common foods like peanuts, shellfish and eggs. Millions of people with life-threatening allergies depend on the EpiPen for survival.
During an allergy attack, the EpiPen injects an emergency dosage of epinephrine to the user, preventing a possibly fatal reaction, known as anaphylaxis, from occurring.
Between 2007 and 2015, the wholesale price of an EpiPen skyrocketed from $56.64 to $317.82–an increase of 461%.
According to NBC News, compensation for Mylan CEO Heather Bresch similarly skyrocketed during the same period: From $2,453,456 in 2007 to $18,931,068 in 2015–a 671% raise in eight years.
Bresch wasn’t the only one to profit at the expense of the most vulnerable.
Mylan’s president, Rajiv Malik, got an 11% pay increase to $1 million annually by 2015. And Mylan Chief Commercial Officer Anthony Mauro got a 13.6% raise, amounting to $625,000 per year.
Between 2007 and 2015, Mylan’s stock price tripled, going from $13.29 per share in 2007 to a high of $47.59 in 2016. By late August, 2016, Mylan’s stock is hovering around $45.68 per share on the NASDAQ index.
Bloomberg states that the EpiPen now accounts for about 40% of Mylan’s profits.
Ironically, Sheldon Kaplan, the man who invented the now-famous device, never made a dime off it, and died in obscurity.
After working at NASA, Kaplan worked for Survival Technology, Inc., in Bethesda, Maryland. His assignment: Create a device to quickly inject a victim of anaphylaxis–a potentially fatal allergic reaction–with an emergency dose of epinephrine.
In 1973, when Kaplan was finalizing the design concept for what would ultimately become the EpiPen, the Defense Department asked him to take on a new assignment. The military needed a device that could quickly inject an antidote for nerve gas.
Kaplan’s design perfectly fitted this need: When a victim plunged a needle into his thigh, a spring-loaded mechanism shot a needle containing life-saving medicine into his bloodstream.
Kaplan’s invention became known as the ComboPen, and was initially used by the Pentagon before becoming available for use by the general public several years later as the EpiPen.
Kaplan left Survival Technology shortly after creating the ComboPen to become a biochemical engineer. He didn’t follow the success of his invention–and didn’t reap any of the huge financial rewards that it has produced.
That has certainly not been true for Mylan Pharmaceuticals.
After cornering the patent on the EpiPen in 2007, the company has made billions on the life-saving device.
According to Bloomberg, a package of two EpiPens costs $415 in the United States after insurance discounts. The same package in France–which has price controls under socialized medicine–costs $85.
The chief beneficiary of this legalized price-gouging has been Mylan’s CEO, Heather Bresch.
Heather Bresch
The daughter of U..S. Senator Joseph Manchin (D-WV), she joined Mylan in 1992 and held various positions within the company. Among these: Its chief lobbyist before Congress.
It was in that capacity that she persuaded Congress to enact a bill requiring all public schools to carry EpiPens for students with food allergies. It was signed into law by President Barack Obama in November, 2013.
Over the next three years, schools nationwide bought EpiPens by the truckload. And Mylan jacked up its prices for the EpiPen every other quarter.
On January 1, 2012, Heather Bresch became Mylan’s CEO.
But it wasn’t enough to have a monopoly on a device millions of men, women and children desperately needed. In 2014, true to its “profits-at-any-price” philosophy, Mylan reincorporated in the Netherlands to lower its effective tax rate.
It did so through a corporate accounting trick known as a tax inversion, and thus claiming the status of a foreign-owned corporation although its headquarters remained in Canonsburg, Pennsylvania.
Even her own father, U..S. Senator Joseph Manchin, condemned Mylan’s use of the inversion scheme and said it should be illegal.
But Bresch fiercely defended it in an interview with the New York Times: “You can’t maintain competitiveness by staying at a competitive disadvantage. I mean you just can’t.”
No doubt, with her $18 million-a-year CEO salary and moneyed ties to high-powered attorneys and influential members of Congress, Bresch thinks herself invulnerable.
But all that could quickly change–if even a small number of her victims become angry enough.
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