Welcome folks, this is Tom O'Brien of TFNN. We're gonna have five days a week, we go seven hours a day, we go 24 hours a day on the internet at tfnn.com. Always remember folks, whatever you think about, you bring about whatever. You focus on growth, hope everyone's having a great day, safe day, let's make it a great week folks. Don't make assumptions, communicate with clarity. Communicate with others as clearly as you can to avoid misunderstanding, sadness, and drama. If all humans would communicate with impeccability of the word, all our relationship with James, there'd be no more wars, no violence, and no misunderstanding. I'm not quite sure about the end of that because you can communicate clearly, and it could be bad. Mug and wise, let's take a look at it out here. We have the Dow Industrial's up 60, NASDAQ up 68, S&P's up 11, Gold Contract up $6.90, straightened at 18.24 ounce. We had Silver down 39 cents, 23 cents rather, $20.70 an ounce, Light Sweet Crew down 72 cents, $75.60 a barrel, notes and bonds. A 10 year note, up 6 ticks, straightened 111.04, the 30 year up 10, at 124.06 and King Dollar. King Dollar's down 531 ticks, straightened at 104.84, the Euro's at 106, the end's at 136 and the British pound's at 120 to one US dollar. Our phone number's<PHONE_NUMBER>. Give us a call folks, wanna know what's going on in your world and the world of the S&P's, let's take a look at them. What do you have? Well, we're up 11 points, we're up a lot higher than 11 points in the S&P's and my take is that this thing's gonna go red folks. So we're at as high as 40.24, you've just given up 38 S&P points and now you're blowing away this swing point and you have volume behind the move. Yeah, we get big volume here, one second. Yep, we sure do, what time is it? So we're on the bar, we have 28,000 contracts, it's blowing away 20,000, 1,000 contracts, so what that sets up, this is gonna set up the highs of, not the highs, the last gasp on Friday. Last gasp on Friday, you can see that big bar right there, that was at 10 minutes of FOA and the top of that bar is 3977. So I suspect we can get down into that number, that'll get us almost flat, really, on the day. We go into the NQs, we take a look at the NQs out here, same type of setup inside the NQs. That's coming after the swing right now. So the swing in the NQs has, what's this one have? This one has, that's 13, yeah, so 13,000, we just did 10 and you're not at the swing we're talking about, the swing I'm talking about is this, is 12, 180, no, 12, 0, 6, 5, yeah, 12, 0, 6, 5. Bottom line, same type of setup. Now I don't think, I think that, you know, for 60 minutes, that's quite far away to get down to the pop that was on Friday, coming into the close. That number, let's get the number anyway, that number is 12,003. So if it doesn't go there tonight, it's gonna go there tomorrow morning. That's how this is set up too. Gold, gold contract out here, that's still on an ABC structure on the way down. What I do think you're gonna see is you're gonna see some fluctuations going back and forth.  I'd rather finish it out the ABC structure down, which is 17, 80, 150. That's the ABC structure down. If you go look at the XAU, the HUI, we're getting close, man. We're getting close to something that could really get you some good action going, because what we have here is that we take a look at it, what you're gonna see is the November 8th bar, that's what we're talking about. We got down to the November 8th bar on Friday. Now the bottom of that bar, this is where this gets shaky, the XAU, the bottom of that is 106. Well, we got down to 110.36, HUI, same 10% up. The most important one right out here right now that really can get you direction inside the marketplace is the note and bond market. And what we have with the note and bond market is that you're gonna see that we got down to the 121, 110, 21. And you can see right, I mean, this is like a classic, you know, the number we'll look at that is 110.22. We traded 110.21, but I wanna show you something, man. This is gonna be really dangerous to the bond market. Okay, so we get down to that level with 2.3 million contracts. Well, you're bouncing today on 750,000 contracts. If this goes sideways for four or five days, on light volume, get out of the way because what that would be saying, let's bring this up, I'm gonna put this on a generic chart. And the reason you put them on a generic chart, folks, is that you can have some kind of an inclination of where the next level is. That's what I'm looking for here.  Okay, wow, this is heavy. Holy cow, I actually just brought this back for 15 years and I had to do it longer than that, folks. I'm just putting it back at 25, yeah, that's a problem. Okay, so where we are right now, look at this thing. Wow, man, okay, so we got down to 108.28. Let me pull this this way a little. Okay, so let's do this one, what is this? 122, it's 14, that's 102, let's find 102. Where's 102? 102 looks game, let's see what we got here. Okay, 102, where are you? That's 112, yep, here we go, we're going, man. So, your next lowest swing is actually 104, is that 102, there's 101, yeah. We're going, this is gonna be sick, man. Let me see what kind of retracement this is gonna be, because if I go to the lows of 1999, yeah, it's gonna be 786, 7.6 retracement, yeah. This thing is game now, this is gonna be pretty intense, man, because this is game now down to the 102 to 101 area, and that is gonna throw the shot term rates like to the moon. Stay right there, folks, you're coming right back. We have the Dow, Dow Industries right now up 74, and as except 74, S&Ps up 12, stay right there, folks, you're coming right back.


So privileged to take the time this evening to make amends for my dereliction of duty and not having this brother on sooner. He is an esteemed HBCU executive that we let get away. He's now the Associate Vice President of University Advancement at Minnesota State University, Mankato. Dr. William Broussard, brother, is always a treat in an honor to speak with you and even more so in a formal capacity for the HBCU digest. So thank you for the time this evening, my man. I appreciate the opportunity. I look forward to any time we get to have conversations with one another, a long time fan of yours, not just as a supporter, but just have always appreciated the work that you do, the selflessness, the risk.  I appreciate it, Lepida, for sharing you with the world in the way that she does and the family because you put it all out there, but man, it's so needed. It's so necessary. We've got to know where the edges are, right? And so someone's got to keep pushing, pushing that envelope and bringing all the information to the table. And you report, we decide.  So thank you for being someone who is always committed to doing that. It is high praise from you, brother, absolutely. Let's talk about one of those hard edges. And you've been prolific in this particular area, which has been absolutely needed for generations and just under a true microscope of exploration because of you, that is executive turnover in the HBCU sector. You've done this annually, thankfully for the digest. You are tonight debuting a new analysis, particularly of the HBCU and the predominantly black institution sector, the comparison, the comparative analysis. Can you talk a little bit about how did you even get started in this executive realm of turnover and retention and then explore and broaden it to a new topic about schools that may not be HBCUs but are serving a predominantly black, a number of black students as well. Sure. So I'd be remiss, my formal training, academic training is in rhetoric and composition, but I trained as an ethnographer and ethnographers as do all cultural anthropologists always have arrival stories. And the problem with those stories is sometimes we think they're terrific stories and they're not, but the other problem is, is that usually when we provide an analysis, 55% of the analysis is the arrival story. So I'll try to be brief. I came to my interest in this. I've been with your support, publishing a report, just put out the sixth report on executive turnover at HBCUs. And my arrival story, my interest in this was personal. I spent six and a half years working at two historically black colleges. And in that six and a half period, I worked for six different campus executives. And so it just extrapolate that for a second. If you're someone who works in higher ed, if you work in K through 12, if you work in federal government, imagine if we had a different president of the United States every year. Imagine if you had a different CEO at a major company every year what that would look like. And so I became interested in it because I saw that high turnover happening where I worked and immediately started seeing that the ramifications of that, the impact on the institutions themselves, the impact on the people who work there, the impact on those executives and most alarmingly, the threat that it held for those institutions continuing to recruit executives down the line. And I didn't just see it, if I'd just seen it at one institution, okay, that's an aberration. Seeing it at another one, okay, now I'm seeing a trend. But something else that I thought about, I worked in college athletics for 12 years. And at the first HBCU where I worked, I worked in college athletics. And we ran a 10 member conference and those 10 institutions over the course of three years themselves had 21 different presidents. And so this wasn't something localized just to my experience at these one or two institutions. I started seeing it pretty widespread. So then I start thinking, so now it's beyond me just having a spate of bad luck. It's more than a notion, right? Yeah, okay, so then I start thinking, okay, well, is this a regional thing? Is it just in the region that we're in? And so the first time that I studied it, I recognized that it was happening to institutions all over the country. It was happening to two year institutions as well as four year institutions. It was happening to everything from the mid-sized regional institutions with nearly 8,000 to 10, 11,000 students. It's also happening to small private institutions. It was across the board, across HBCU. So over the six years as the lowest single year in terms of turnover, it's occurred at 25% of the institutions and in the worst years or the highest turnover years, it's been nearly 35%. And so I wasn't just looking at a president getting fired or a president being terminated or president quitting under suspicious circumstances because the ultimate threats that I've identified and that can be reasonably extrapolated by most reasonably intelligent people. You've got reputational harm and potential negative press. You've got further difficulty continuing to represent, sorry, to recruit representatives that are your middle management, your directors of admissions, directors of athletics, folks who do important director level work but who might not be cabinet level. The loss of institutional progress and the ultimate harm to the reputation of the institution, those are the things that I saw happening but that doesn't just happen when the president gets fired. It doesn't just happen when the president leaves under suspicious circumstances. If there's a string of presidents or chancellors who leave for whatever reason and those clocks get reset, whatever work was being advanced by the previous executive that has to either start over because new relationships have to be built or that get stalled in the interim because well, we like what you got so far but we're gonna wait and see. We're gonna take a wait and see approach and see what the next executive does and if we wanna work with that person, if we like that person, we like the previous person, we wanna see if we like this one. Every time that happens, all the way down to faculty, non-tenured faculty and staff on your campus wondering, am I gonna have a job in the next three months, six months? It sends a shock wave across your campus whenever that happens and only institutions, and this isn't about best or worst, highest ranked, lowest ranked, only institutions that are the most stable with regard to their reputation, their finances, their trajectories can handle this kind of turnover and even they can't handle it for very long before people start to become suspicious about what their next five to 10 to 20 years or what their trajectories look like. And so when you look at HBCUs as a sector, a sector of institutions that have been so important historically to this nation, not just to black people, to this entire nation, to entire regional economies, to building the black middle class, all the ways that HBCUs have been important and yet they are among the most maligned for various reasons that are obvious to many of us in the media, among folks who work in state legislatures, among private funders, we can't afford reputational harm and we certainly can't afford it when it's self-imposed. And so I know there's probably a lot of folks who are listening this evening thinking, President Muhammad has been there, seven, eight, nine, 10 years, been pretty steady, been pretty consistent. This isn't a conversation I have to worry about. Well, I started to look into it. I got curious about a couple of things. One, I wanted to know, hey, I've only been looking at this the last six years. Let's extend the window a little bit. So I went back looking at the last, I went back to the year 2000, so roughly two decades. And in some instances, presidents who were presidents in 2000 started before the year 2000. So it ended up pushing me back to around the mid-1990s. And what I learned was that some of the institutions that are in this particular morass now with the high turnover, hadn't always been that way. As recently as a decade ago, they might have had a president who had been there for 30 years, right? 20 years, you're a historian of this, right? Whether you wanted it ever to be one or not, you know it now. And you can probably think without even hiccuping of five institutions that had in the past maybe decade had four or five presidents, but before that had someone who was there. Long serving, right? You know, 10, 20 years, got a building named after him on campus, right? You're only one president, one executive away. Because of the reasons that you end up seeing the high turnover rates happen, that we've been able to identify that you've written about in great detail, you're only one president away. You know, you're only one of those long, long tenured executives away from being subject to the same kind of shenanigans that we keep seeing unfold from that happen to your institution. So this is something that we have to be concerned about from the standpoint of our institutions who are suffering through this right now, the institutions that may suffer through it because we've had a lot of high profile, long tenured presidents and chancellors announced resignations in the coming months and years. So we've got to be thinking about those institutions too and we've got to be working hard to identify, again, what's the cause of these symptoms? So for comparison's sake, I compared historically black colleges over the past 25 years to a category of institutions defined by the federal government as predominantly black institutions or PBI's. And so these are institutions that a lot of times folk think of HBCUs, right? So Chicago State. You start thinking about Chicago State. You think about one that I thought for the longest time was an HBCU. In Malcolm X. Yeah. Malcolm X College. Malcolm X College. Someone had posted the other day, just visited one of my favorite institutions, the only HBCU in California and they were talking about the Drew Institute. And so a lot of folks think that these are HBCUs. Of course, HBCUs were specifically, specific federal program cut off year 1964, all these other requirements. But institutions that are, institutions very similar to HBCUs. They have to have a black enrollment of 40% or more. 50% or more of their students have to be essentially Pell eligible, eligible for federal aid. And a couple of other characteristics, on paper, in form, in virtually any, any way that you can imagine, that these institutions look like HBCUs.  If you ever spent any time in Rocky Mountain, right? Which, you know, folks from Fayetteville and Elizabeth City were just in Rocky Mountain, right? They just had them down East Classic down there. North Carolina Wesley. And in Rocky Mountain, very high black population and is considered a PBI, but it's not, nobody would ever think it was an HBCU. But they have lots of things in common. And so given their institutional similarities and in many instances, having similar histories in terms of the communities that they serve, the institutional goals that they have, the kinds of leaders that they would need to recruit to their institutions for those institutions to be successful, one would think that they would have similar issues, right? Similar difficulties, both recruiting and retaining executive talent compared to HBCUs. And so what I found was looking at the institutions that are considered, currently considered PBI's and looking back over the past, the same period, roughly 20 to 25 years. 18% of those institutions had an executive turnover rate or had 10 years that were below the six and a half year mark. The American Council on Education's last study they did in 2017, they found that the average presidential tenure across American colleges and universities was six and a half years. So 18% of those institutions of PBI's had turnover that was that high. Of the 82 four-year historically black colleges I looked at, 37 of them had presidential or executive print, presidential chancellor, executive 10 years below that six and a half year mark. And four of them are right on the cusp of it, basically dependent upon the person that they've most recently hired. They have a president who if that president ends up serving five years or fewer than that average over the past 20 to 25 years, it's gonna dip below six and a half years. So nearly 50% of HBCUs have been experiencing that high turnover the past 20 to 25 years compared to only 18% of PBI's. So there's something specific about HBCUs and it's not tied to institutional type. And it's not cultural, it's not regional or geographic, but it's something that, the data means something. It's not all sound and fury, right?  It's got to mean something. And the pressure is on us to figure out what that something is. Well, see, and it's almost like, and you and I have talked so many times over the years, it's almost like playing ex-vowels where we're like, you know, Scully and Malta, right?  So, but we can never talk about those things. Right. You can never do a deep dive analytically or otherwise because those are factors that never would never have math attached to them. We know they exist and people in the community know they exist. So how do you get around it? So that's why the approach, I think multimodal approaches are extremely important. I don't think, you know, when I say data, I want to be very clear. I don't just mean numbers. I don't just mean qualitative data and I don't just mean that the method of analysis is going to be the scientific method, you know, street committees, there's a lot of valuable data there, right? And you can ignore it at your own peril, right? And there have been many executives who have, but I think it's going to take a combination of, it can't just be just the metadata, right? From 30,000 feet, but it also can't just be the street committee. Right. It can't just be the individual stories. It can't just be us telling the hero's tales about the successful individuals who have navigated that because only some of that is due to talent and skill and design, quite frankly. There's so much luck, right? And there's so much lack of replication. If we take the stories of the careers of some of the great HBCU presidents and say, I'm going to do everything that that president did in this context, it's coin flip. Right. Right. And frankly, the data is showing it's not even a coin flip. Right. Right. The coin flip is showing that the first year you come in because what I'm showing in terms of the median experience, the median presidential tenure is among those, among the 41 HBCUs that I kind of have, kind of in crisis right now, their presidential tenures are shorter than the average academic careers of their students. So the president is coming in recruiting a student before that student graduates. They're gone. They're gone. Yeah. You know, so that's, and I'm just, I'm flatly unwilling. And as we all should be to say, well, well, those are just, just, just bad fits, just bad experience, wrong person, wrong time. No. Right. Not that many times, right? There's lots of instances where, yeah, sure. You know, wrong person, wrong time, wrong fit, you know, miscalculation all the way around. That happens at every institutional type. But when it happens this frequency, the data is telling us something. And I think some of our best and brightest minds, I think it's time we put some energy towards figuring out what that is because we have too many institutions who are in dire need. Well, all of our institutions are in dire need of great leadership, but some at these particular moments, right? We have too many of our institutions who, this is it, like whatever hire you making now could be your last. Right. And so the science behind whatever science is informing your decision-making and frankly, whatever kinds of shenanigans you are familiar with generally going into your decision-making, whatever political science you apply to minimizing the impact of those shenanigans may determine whether or not we're talking about your institution in this report on HBCU Digest six years from now. And that's five years ago, 10 years ago, when you issued that clarion call, we're not gonna say on air all the things that people called you, right? But we're starting to see this come true and it's not just in HBCU, it's getting to the point. There was a point last year where I felt like every other week I opened up the Chronicle and another institution was closing down. This is real, this is absolutely real right now. The stakes are that high. We've got to get a handle on what these factors are that lead to this, isolate them, eliminate them and change trajectories. We've got to help institutions figure out what that is. Is that possible when the conversation at the executive level is always, you know what, Bruce Sard is right, glad that ain't us. Like, see, this is the challenge of it because every board, because the prescription here it seems like the boards have to get together and figure out what is your mission and how are you acting out that mission in executive hiring and retention and collaboration with a president. And yet everybody feels like we got to do what we got to do. And whatever that definition is justifies in whatever turnover or whatever chaos or whatever, you know, misalignment there is because it's almost like we got to do what we got to do. So there is no solution.  I don't think there's a solution in the sense that the solution is daunting. In the sense that we have to provide an analysis that looks backwards, forwards, all at once, right? So we've got to be able to see in both directions at the same time while holding sway on our contemporary issues, right? We can't, for example, decide on something that's gonna leverage us for better stability in 10 years from now when there are challenges, existential challenges about getting to 10 weeks from now. Right now, right. So there, and I've had this trouble everywhere I've worked. So if there's a silver lining here, we're all in together, I've worked at predominantly white institutions, historically black institutions, research one institutions, public regionals, small private colleges, community college, I've worked at every type of institution there is. And I've met with and developed relationships with folks on all of those campuses. And what I see campuses doing that are trying to position themselves both now and into the future is they're doing an analysis that looks at all of those problems. They're digging deep into their tradition and their history to identify which traditions are worth preserving, okay? And what do we build our identity and our brand around? What helps us reach out to all of those alumni, age 21 to 100 and more, who historically have helped build the institution. How do we involve them in the storytelling? How do we keep them engaged? How do we get them to help us continue bringing in the lifeblood of the institution which is future students, right? One thing I've always hammered on and had hammered on to me is, yeah, that's great. If you can go get somebody to give $1,000, right?  It's gonna be way more than $1,000. It's way more than $1,000, right? So how do we get into the history, right? How do we identify those stories we're telling? And how do you do that? So in a contemporary sense, right? Figure out where you are right now. How do you recruit students now? How do you retain students now? And then thinking, again, long into the future, how do you build connections with legislators, with alumni, with private sector, with our communities, town and gallon relations? How do you do all of that at the same time? And the answer is simple, but we're not gonna like it. It's money, it's resources. It's having enough people and enough hours in the day to allocate the people that you need to allocate to all of those different assignments. And so how does one person look in three directions at the same time? They don't. So one of the things that you're seeing a lot of institutions do that don't see huge influxes of new money coming in, right? Is they're reprioritizing, right? So one of the things I think it's not hard and fast, but one of the first things I look at when I hear about an institution that is in some form of distress, financial accreditation, culture, whatever it is. One of the first things I look at is I look to see where they make cuts. And if they're making cuts in external relations, and I know I'm gonna, you won't talk about upsetting some people. I'm gonna upset some folks in academic affairs by saying this, because I wear both hats too, I'm faculty as well. But when the first cut that you make at the institution is people in alumni relations. The first cut you make is fundraisers. The first cut you make is recruiters. You're taking your revenue away. You're done. You're done. Unless you've got some kind of plan with, this is step one. I don't know how many of your viewers are fans of South Park, but there's an episode where they encounter the underpants gnomes, right? And the underpants gnomes say we steal your underpants to make money. How do you make money? Step one. Steal your underpants. Step three, we make profit. What's step two? Just a bunch of question marks. Nobody knows. So if that's your step one, right? And step two isn't immediately followed up with here are the ways that we expect to be able to generate revenues to replace the ones that we are going to inevitably lose by not engaging our alumni, by not raising money, and by not aggressively recruiting students. So if you're gonna reinvest that money in academic programs that you think are slated for growth, and you can project that growth out over the next 10 years, and you have specific metrics in place and a plan for what to do if you do not meet those metrics, okay? Well, now you're talking, right? I'm willing to see that one through. But just cutting noses to spite faces doesn't do it. And so one of the first questions that I always ask at folks at institutions or struggling like this, what's the strategic plan, right? Are you adhering to it? Are they tied to specific metrics, right? Are those metrics tied to things such as revenue generation? If we don't wanna be crass about it, we can talk about retention. We can talk about graduation rates. All those things are tied in one way or another to revenue. All of that has to be done at the same time. Someone's gotta be able to stop and say everybody stop panicking. We've gotta do all of these things. We gotta do it right now and we gotta be able to look in all of those directions. If you're in for that, let's go. Let's come up with a plan, let's fight, but we've gotta do all of those things. That's what we have to do where we are right now. The other thing, the other way to approach that is to assume that if we don't start doing that right now, it could happen tomorrow, it could happen a month from now, it could happen. So something we were talking about previously, talent recruitment. You've gotta have the right group of folks around you. The right group of executives, the right group of middle managers, the right group of assistant directors in that pipeline being cultivated, being developed so that they understand, right? Enough, not everybody has to be alumni, but you want a good number of folks from that community that are alumni who know those stories, who know that history, who can help guide some of those executives who have great talent and have been recruited to the institution and still have to learn some of those things. It takes all kinds because they're gonna bring some perspective from other institutions and other experiences that are valuable, too. But I still think fundamentally, and I hold on to this, I'm 43 years old, I'm in my 21st year in higher ed, maybe at age 63 in year 41, I see it differently, but I still think there's an element of that that does have to come from the center and from the top. The people who have been at your institution the longest and are their voices heard and are they people who can help be good stewards and carry the way forward and the top? The executives, the chancellors, the presidents, the cabinets, the boards who govern our work. If they truly have the institution's best interests in mind. And that's something that you've written about in great detail that we're not always rolling the boat in the same direction in that accord. And that's why a lot of these plans don't appear to be successful. It's why you have the high turnover because a lot of the institutions that are struggling through this, some of them have it or just beset upon. Some of them are being faced with a set of circumstances that may ultimately not be navigable, right? And in that sense, you're right. They're not gonna come up with a solution. Others of them, I'm sorry, go on. No, I was gonna say, if we look at the schools that do it well, it seems like they navigate it because they have expertise in, I guess, intra-leadership love language. That is to say, a board like Howard or Spelman, Morehouse, Xavier, you rarely see that kind of board members jumping around. Every now and then, more often than not, they're not jumping around excited and stirring up stuff because they know a corporate love language and they know how to pick a president and then speak that president's language and the president knows how to speak back to them. And usually it's corporate minded. Right. I need some money. How much can y'all marshal? Okay. How many friends can we mobilize around of specific calls? Sure.  Or there's hardly a proposal that they can be satisfied by. Right. Because and so at some institutions, I'm aware of boards not having very many educators, right? People with specific kinds of experiences that might lend themselves to be very, very valuable. But I think the flip side of that is you can have too many, right? You can have too many folks too many folks with that kind of experience. Again, thinking that their way of seeing things is the only way or the best way to see things and not being open to new ideas. So I think balance is just like with anything else, extremely important, but that gets back to how these boards are comprised, how they're composed, right? If the governor is in charge of it, what's the process by which the governor appoints board members in your state? If it's someone at the board of regents, what's the means by which that commissioner of the board of regents appoints your board members? If it's a private institution, religious affiliated, what are the means by which those board members are appointed, right? Are they specific? Are they clear? Are they public? As alumni, are you engaged in that process? Is there a vetting process at all? Right, because with lots of these institutions, they just sort of show up one day, right? And inevitably, when you start examining things, this one is connected to this one, this one recommended this one, right? And you start thinking, well, if the governor's making these recommendations, right? But how are they just recommending one another then you realize, I don't think these governors are paying a whole lot of attention on what's going on at these institutions the way we think that they are, right? And so now you've got this great... Which could be by design, by the way. You know, if it ain't by design, if it ain't by design, there's a lot of Southern governors who ain't gonna mess with the design as is. Right. Because these aren't bugs, these are features. Right. Right in these systems. But yeah, from what we know about many of these boards, absolutely, by design, right? Enough distance from the composition of those boards for governors to be able to say, those recommendations were made by these folks, I'm not really in it. But enough closeness to it where when things go well, they can get credit for it. I mean, they're concerned about re-election campaigns, right? So something that I've heard you, something that I've heard you preach for a very long time and that I've learned to understand the value of much, much more over time. We often look at, in the novel Catch 22, everybody, every time they wanna complain, they go running to the general and you end up learning that it's actually this corporal that's actually running things, right? You don't know it unless you know it, right? And it's the same thing, we tend to think, well, who has the power on these campuses? Right, so lots of people think it's the president, they'll say, oh, no, no, no, it's not the president of the chancellor, it's the board. Oh, no, no, it's not the board, it's the governor. Oh, no, it's not the most powerful people at these campuses, and all these campuses, or it's alumni, I've heard you say that for going on a decade now, if not a decade, I think I've been reading the digest that long, right? It's the alumni, and when you don't recognize that, you forfeit that power.  Like, and it may feel futile, right?  Right. Can't guarantee that your call is going to be the call, right, that breaks the proverbial camels back, that puts them over that hump where that's the thing that makes them focus on that issue, okay? Can't guarantee that. Can't guarantee that if no one calls, nothing will happen. Nothing will happen. We can guarantee that, right? And so when you see something happening on your campus, when an executive that you think was otherwise working in earnest to improve things on your campus is unceremoniously dismissed. When someone is hired as an executive at your alma mater, who you don't feel has, you have questions about their credentials or their experience, particularly for the moment that you're in, right? Or when news reports come out that identify there's some, you should be uneasy about the circumstances by which this particular person was put into power. Are you going to public meetings, right? Are you going to board meetings to voice those concerns? Are you writing your current board members? Are you writing? If it's, again, whoever points to your board members, are you writing those people? Are you calling them? Are you trying to find out more information? Because I can tell you, if someone at the institution has that fear, but can't make that phone call, can't write that letter for fear of reprisal, right? We need people outside the institution to do that. Right, right. There was a time where you said, well, you know, you faculty can stand up and do that. Well, tenured don't mean what it used to mean. Correct. You know, 50 years ago, 75% of the teaching positions in American colleges and universities were tenured or tenure track. Now the number is closer to 30%. So for one, there are many, many fewer tenured folks on our campuses. What we've learned in recent years is your one ex-agency bankruptcy, retrenchment, whatever you call it in your state. Oh, that's gone, right. Yeah, all those protections are gone. And even in lieu of that, some institutions just say, we'd rather pay out the lawsuit. Yep. Right, so even tenured faculty aren't in position to raise those questions the way that they used to be. Alumni need to be engaged now. Be engaged now. Don't wait until that crisis, right? And again, preaching of the choir, don't just show up at home. No, but I think it's useful people to hear that because I think that and it also is to reset the narrative on how we experience institutional success because I think that we look at athletic success and facilities or capital planning or buildings. Man, the campus is thriving. Look at this. This building wasn't here when I was here and football team is winning. We're good. School is on track. And everything could be burning on the inside but the external facing elements of institutional life look good. So, you know, I would wrap it up by saying, you know, I think we're clear. Alumni have to be more engaged but can they be at this point when you're talking about professionals or parents who have other engagements in, you know, church or if attorney or other things, is there a way that HBCU issues in form can be pushed on their plate and say, now take that and do something with it that's gonna save your school? Sure, because now it starts feeling like in addition to everything else I've got going on right now I gotta take this on too. Right. Perfectly understandable. And to that I can, I will say this, young alumni, if you want to be insured, if you think about your parents, grandparents went to HBCUs, the 30, 40, 50 years they've been going to homecoming and talking trash at the class again, if you want to have that same life where you're talking about your alma mater, 20, 30, 40, 50 years from now, you've got the youthfulness, the energy, the savvy, you know, in terms of engaging on social media, young alumni can carry a lot of that weight. And in many ways have outsized voices. Lots and lots of politicians are looking to young people, right? The youth vote, right? They might be more inclined to hear from a young person, right? Someone who's talking about building a business or starting a career or building a family, buying a home or starting their life in their district. Maybe they'd be more inclined to hear from you. And because those folks by volume have fewer things on their proverbial plate than maybe folks our age, you know, kids of various engagements. But for folks our age and older who may have limited time, limited resources. Jared, I'm sure you get pulled on all the time. Man, we want you to serve on this board. We want you to do this thing. We want you to do that thing. You've got to prioritize the same way I've got to prioritize, right? I tell folks all the time, if I'm gonna serve on your board, I need to know what you need me to do, right? How much is it gonna cost? How much money you need me to give. And I've got a top three thing, right? When I make those kinds of commitments, you're gonna be one of my top three philanthropic commitments, right? So if I can make a commitment to you that puts you in that range where I can give the amount of time that you're asking me to give, if it aligns with what I'm wanting to do, I'm all in. This might not be the thing that, where most people or all people want to get involved, but there's enough. There's certainly every institution might not have, you know, of your 125,000 living alumni, you might not have 12,500, but you might have 1,250, 1%, right? That might be enough. That might be enough. But once you're living alumni, start engaging in that way. I mean, when you start talking about annual giving rates, right, one of the factors by which USA Today rates institutions, right? The average giving rate across public regional institutions like many HBCUs are, at predominantly white institutions, that range is somewhere between usually high threes to maybe 7%, and at HBCUs it's substantially higher, right? The average of the gifts may be lower, the total attainment on the gifts may be lower, but the number of people who give, right? The number of historically black colleges with annual giving, sorry, alumni giving rates above 10%, much, much higher, right? So there's evidence that there's a willingness to engage among HBCU alumni that's substantially higher than at predominantly white institutions, but that engagement needs to manifest itself in some other ways. And so for folks who are interested in politics and in how our institutions work and understanding how they can be involved, what they should do. I think reading HBCU Digest, reading about higher ed as an industry, at this point in your life now when you're young and you've got a little more time, a little more energy for doing those kinds of things, thank God for the programs at Morgan and Howard and Jackson State where the younger folks are working on advanced degrees, and higher education leadership foundation and folks like that that are looking at these issues and trying to figure out how to develop a sustainable future for HBCUs. I think there's enough of us out there engaged in these both publicly and behind the scenes. I think there are enough of us out there to pay attention to this, apply energy and pressure to it. And again, as we start figuring out the reasons behind this, we will have to pivot very quickly from identifying what those reasons are to finding the solutions for it and what better time? I mean, the largest single year infusion of private dollars into historically black colleges in the history of all historical black colleges. Ever, right. Perhaps since they're the land grants that founded many of them. So now there's money there, right? And there's increased interest there. I think this is a rich time for us to- And political synergy on both sides. Oh absolutely. I think this is a unique opportunity for us to pivot that focus and start finding some answers and potentially some solutions. Let's find it out, bro. You got some forthcoming research, presidential pathways, particularly from the student affairs element of it, position it for us so we can be sure to check it out and any media and engagement you're gonna be doing on that research. Sure, sure. So I had the good, good opportunity to work with Robert Palmer at Howard University on a handful of his projects. So I published a couple of chapters and edited collections of his. And one we have coming up, we worked together on some research. The specific title of the chapter is the role of an executive in student affairs at historically black college university, opportunities for promoting student growth and a pathway to the presidency. The collection is entitled understanding the work of student affairs professionals at minority serving institutions in the US. So that will be, we're looking at an early 2022 publication for that particular project. And the article that I'm referencing for the research that we spoke about tonight is entitled executive turnover at HBCUs and acute and growing problem among predominantly black institutions. So that will be, that's sooner than later, that will be out. Please take the time everybody to read this. Like don't just watch this video, read everything below. Because it's important to see the data distillation to really comprehensively get what kind of a crisis we're in because it has been that for a number of years. So brother, you know what? I appreciate it, man. Again, it is my great and sincere apologies for not doing this sooner. It'll be more often than not. I appreciate you allowing me to be honest and you being the diplomat tonight and I'd be the crazy fool, so thank you. It's worked for us the last decade, man. Why mess with a winning form? Why mess with a fourth?


Hi, my summary of the privacy implications is there on the screen that Australia has international obligations to provide an adequate protection against interference with privacy, which sounds grand but in fact our response is very piecemeal and very inconsistent. It comprises three different areas, privacy of information, privacy of communications which can be regarded as privacy from surveillance and personal privacy of the common law. So far as privacy of information is concerned that includes things like an image that can identify a person and again this Commonwealth Law is the state laws. At a Commonwealth level the law only applies to Commonwealth agencies so if you're a researcher with a Commonwealth agency those laws will apply or a private organization with an annual turnover of three million dollars or more. The laws that apply in the Commonwealth law are called the Australian Privacy Principles and they apply to things like the collection, the storage, the use and disclosure of personal information, those images. At a state level the states have enacted things called the information privacy principles, the IPPs that are similar to the APPs. As far as the, but as I say that only applies to personal information and that could be a person's image. As far as the common law is concerned well we're the only major Commonwealth, common law country that's pretty much the Commonwealth countries that don't have protection for personal privacy. The most we have is existing common law actions such as trespass, trespass to land, private uses which is an interference, an unreasonable interference with someone's property or in the case of disclosures something called a breach of confidence action. So in the case of a use of a drone you can have really two forms of interference with privacy. An unreasonable interference or invasion by intrusion and then the disclosure of the information that you collect which might be again those images but very limited remedies for people whose privacy is being intruded. For example trespass won't be committed if someone keeps the drone outside of someone's property line or if they fly above what's known as a reasonable user that might be above the rooftop and some height above that but above the level to the skies is not regarded as committing a trespass. When it comes to the surveillance laws we have eight jurisdictions of course in Australia three of those Queensland the ACT and Tasmania don't have visual surveillance laws so there's nothing there stopping drones from taking images of people. The other five jurisdictions do have visual surveillance laws but they're all inconsistent they're not uniform so for example the Victorian law doesn't apply to anything occurring outside of a building the South Australian law doesn't apply to anything in public so a very uneven landscape when it comes to privacy protection in Australia. Five law reform commission have inquiries have recommended that there be uniform laws but no government has yet enacted that those recommendations of having a statutory cause for action protecting privacy. I've left there on the screen an article there that if you're interested in further reading you can read that one there the dawn of the age of drones. So that's the situation when it comes to privacy in Australia a very uneven and not a very satisfactory situation at the moment.


I am also pleased tonight to see the release of the first report of the Task Force on extremism in the fragile states. Seventeen years ago today, as we all recognize, we had the gravest attack on our country, perhaps in its history, but certainly one of the gravest attacks. We've made a lot of progress since then. We've strengthened our homeland protections. We've gone after the terrorists effectively. We've killed and eliminated a lot of bad actors, but there's a lot more to be done as all of us recognize. We have to continue to use force to attack and eliminate terrorists. We have to continue and do even a better job of protecting our homeland, where I think the record has been very good indeed since that awful day. But new threats to our security continue to emerge, and new generations continue to feel the impact of extremism and violence. For that reason, we are, Tom and I, very pleased to have the privilege of continuing to serve by leading the Task Force on Extremism in Fragile States, here in conjunction with the support of the United States Institute of Peace and in response from a mandate by the Congress. I would certainly want to thank the USIP's President, Nancy Lindbergh, the USIP Chair, Steve Hadley, and the members of the Task Force that are here tonight. They are a talented group of people. They are real experts in national security. They are a delight to work with in all aspects, and because of their contributions, our work will be immensely improved and helpful in the years ahead.


The Nigeria Centre for Disease Control, NCDC, has recorded 18 new coronavirus infections with zero COVID-19 related deaths in four states and the federal capital territory on Monday. The agency said that with 18 cases, the tally of confirmed COVID-19 infections in Nigeria stood at 165,199. The agency said that the country's active cases stood at 7,757 in the past 24 hours. It stated that 10 people were successfully treated and had recovered from the virus and discharged from various isolation centres across the country in the past 24 hours. The agency said that a multi-sectoral national emergency operation EOC activated at level 3 had continued to coordinate national response activities.


What is going on guys welcome back to the channel critical overload here shouldn't talk about Jordan Pills Nope, the trailer for it came out earlier this morning I think there's supposed to be something for it still happening tonight at the Super Bowl But I just want to jump in and talk about the trailer and share my thoughts on it and talk about what I think is Going down in the movie. So the trailer for the most part was pretty cool I was on the edge did not know what I was really looking at Still don't understand where we're going with this because I like how this trailer was constructed I like that we didn't have by the end of it I still don't have an idea as to what really is going to happen one way or another it could go many different ways We didn't even get character names from what I've understood We do know that they're involved with this will be Daniel Kahlua's character and Kiki Palmer They seem to be related have some ties in Hollywood as relates to running a horse ranch being used in movies I assume because 3c actually pointed this out at one point in the trailer 3c films that being at one point in the trailer We see Daniel Kahlua's character wearing what looks like a scorpion king hoodie So sometimes there I guess that would tell us this set in the early 2000s and then also the fact that they're using a flip phone But then again, you know people still are walking around and these these times using flip phone So who knows but it looks like for the most part We are gonna get a alien invasion based horror movie from Jordan Peel But the thing about it is I don't know how many things he's drawn inspiration from When it comes to what we're getting with this movie title No, the trailer overall for the most part again had me on the edge. I was loving what we were seeing from Kiki and Daniel It's also very exciting to have to know that Daniel and Jordan have come together and make another movie again since Him and Jordan worked together on get out Which you know was the the movie that brought a lot of attention to the name of Jordan Peel since his time from Keen peel which he was mostly known for at the time before he started breaking out doing all these unique horror films so the most interesting thing that I saw in the trailer would be the The alien stuff and the fact that it seems that either one of these two things is gonna happen either the aliens Come and they are now having products sold as it relates to the aliens because I think I see that somewhere in the trailer or Again, I don't know how many other things he's taken inspiration from when it relates to these aliens I do need to shout out see man And I actually the link to your video in the description Who did a great job at pointing out that this movie could be a complete adaptation of a twilight zone episode since we know that Jordan Peel is involved with the twilight zone the recent revival of it and That that original episode from many years ago was titled the monsters are due on Maple Street. I believe He did a great video talking about that So I'll leave a link to it in the description basically in the month the monsters are doing April Street maple Street You have this you have this good-looking suburban town Everybody seems to be very nice friendly on the surface as any town these days would be or I would hope But then stuff starts happening you have stuff like like what like what you see in the trailer the power starts going out People's cars won't work a lot of stuff that relates to everyday life activities. Just are not working for most people But then some people in the community are able to use their car They're able to do all these other things that other people are not being able to do so then that's where we have this issue of People's paranoia and their fear getting the best of them and turning them into monsters they're all pointing fingers at each other and you know first these these Accusations that start off as just that accusations about somebody being an alien or they're working for the enemy They start turning into personal attacks. They start turning into physical altercations It ends in just mayhem because humans allow their fear to overcome them So badly that they didn't know how to act rationally anymore in in desperate in in desperate times I'll say they're acting completely out of line in the times that they're in at a time where they should be coming together They're tearing each other's heads off So I think you have some inspiration there clearly as I see in the trailer I think but also I know I've seen some stuff online about Alien activity and that this is just a conspiracy theory at this point I'm curious if he's drawn inspiration from this conspiracy theory that there's some type of alien base Going on in Dulce, New Mexico or some alien base located underground in Dulce, New Mexico I believe where apparently they think that there's some type of hybrids or stuff going on where they're mixing Aliens with different breeds of life like humans or maybe even animals as you see in the trailer Because I know 3c also brought this up in his video the idea that maybe you have aliens using horses and Turning them into human life or just turning them into into something that resembles a human like a hybrid and That's another interesting thing could he be drawn inspiration from the conspiracy that there's an alien base Located in Dulce, New Mexico somewhere underground with a lot of weird experiments going on and They're also the idea that these aliens have been here amongst us for some time and at the end of the day That's what that's what's gonna be the big twist at the end of the movie But the big message it seems really does seem like it's coming mostly from if he is drawing inspiration from the monsters are due on Maple Street. It would be that humans have a tendency to Overreact in Desperate times not to say that you don't have grounds to be upset But when but when you start attacking each other and just start being so hateful and nasty to each other And then you want to harm each other You're doing more damage in this situation than than what you're trying to actually have happened Which is you want the situation to be resolved. You're not resolving the situation.  You're accusing someone of being an alien in this case But you don't have any proof. You're just going off what you believe. So then that turns this Desperate situation into something more much more severe when people start dying at your hands and not aliens So you're supposed to be afraid of these aliens But from what we're seeing in the audience when we watch this movie Maybe we should be afraid of you like maybe this is just a big message about humans taking a step back looking themselves in the mirror and understanding that We all have flaws and we all need to learn how to cope with certain things better instead of turning on each other when we need to be Arm we need to be holding each other's hands in certain situation But in certain certain situations like I could use what we're dealing with right now Having dealing with it for the past two years Where you have people just acting all wild of noxious Everyone's so nasty and hateful to each other when you should be coming together and trying to find a solution Yes, there's solutions out there. Some people don't like that solution other people do But still you just have people being so nasty and hateful And I'm sure he'll have some racial commentary in it But I think most of it is going to have to do it Humans being inhumane to each other in desperate times But let me know what you guys think about all this down in the comment section Let me know what you guys think about this down in the comment section below if you haven't already Of course, make sure you subscribe turn on post location and miss video in the description I have links to my social media accounts on facebook twitter and instagram you can message me there Of course, there's any movies and user of usually I'm going to cover in the future with all that in my guys I will see you in the next video