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Input: Consider Input: As school leaders try to move on   Joe Paterno  loyalists  including many university trustees  continue to fight over the coachâs role in  his  assistantâs crimes.
In July  Penn Stateâs board of trustees met to discuss the most important issues facing a school system with 99 000 students and a $5.7 billion budget. It took about three hours before someone brought up Jerry Sandusky and  Joe Paterno .
Supporters of  Joe Paterno   right  question the evidence used to conclude  he  ignored or covered up the assaults committed by Jerry Sandusky  left. (1999 photo by Paul Vathis/Associated Press)
Law enforcement officials  victimsâ lawyers and private investigators â including Louis Freeh  the former FBI director who authored a damning 2012 report that asserted  Paterno âs involvement in a coverup â say the dispute results from stubborn âPaterno-deniers â âJoebotsâ and âtruthers â for whom no evidence will be strong enough to condemn the beloved former football coach.
âThe tragedy of all of this is that it is self-perpetuated and self-inflicted â said Tom Kline  an attorney for one victim. âThey have settled on an endless assault on anyone who dares suggest that there was something that happened that was wrong and that the fault lies at the doorstep of either  Paterno  or the football program.â
But alumni trustees and supporters insist  Paterno  and the school were victims of a rush to judgment that spared other  more culpable organizations â most notably the Second Mile  Sanduskyâs charity for at-risk children â from public scorn. They point to conflicting accounts of the assault at the core of the coverup case  evidence the NCAA may have influenced Freehâs report and doubts about claims  Paterno  ignored assaults as far back as the 1970s.
According to Freeh  in 2001   Paterno  and three university administrators â president Graham Spanier  athletic director Tim Curley and senior vice president Gary Schultz â decided to conceal a report of Sandusky assaulting a boy  to avoid bad publicity for the university and its football team. The men displayed a âcallous and shocking disregard for child victims â Freeh said  as they âempowered Sanduskyâ to abuse boys for another decade.
Freehâs verdict capped an unimaginable downfall for  Paterno   who just eight months before seemed poised to retire as the winningest  most respected coach in the history of college football. In 46 years as head coach  heâd piled up 409 wins and two national championships while professing selflessness and education  fielding teams that wore simple jerseys with no names on the back  his players graduating at rates that outpaced competitors. In the venal world of college football   Paterno  built a reputation as a coach who valued integrity over winning â âSuccess with Honorâ was his motto â and now he stood accused of covering up for a pedophile to protect his public image.
In including  Paterno   Freeh had gone further than prosecutors  who would charge the administrators with crimes but said they did not believe  Paterno  participated. In defending his conclusion  Freeh cited âthe most important evidence in the caseâ: a chain of emails between the three administrators from 2001.
A newspaper with the headline rewritten was left near a statue of  Paterno  outside Beaver Stadium on Jan. 23  2012  the day after he died. (Alex Brandon/Associated Press) Freeh conceded his reportâs condemnation of  Paterno  was made without knowledge of what was said in  Paterno âs meeting with Curley. (Matt Rourke/Associated Press)
The emails showed the men planned to report Sandusky to child welfare authorities but changed course after Curley met with  Paterno . Instead  they banned Sandusky from bringing children to Penn State and informed the Second Mile of the incident. Sandusky was convicted of assaulting four boys after this incident.
In an email  one trustee urged then-Penn State president Rod Erickson to tear down the statue of  Paterno  outside the stadium  if it would pacify the NCAA.
Eleven days after Freehâs news conference  the NCAA announced that Penn State had entered into a âconsent decree â accepting a $60 million fine and the erasing of all of Paternoâs wins after 1998  the year Sandusky was investigated â but cleared â by Penn State police and a state child welfare agency. Freeh had concluded  Paterno  should have suspected then his assistant was a pedophile.
Penn State students protested the schoolâs handling of the Sandusky scandal. (2011 photo by Gene J. Puskar/Associated Press) Students also honored the memory of  Paterno  after  his  death at age 85. (2012 photo by Gary Cameron/Reuters)
The lawsuit also produced communications between NCAA staffers and Freehâs team that prompted some alumni to theorize Freeh catered his report â which  by including  Paterno   put the case squarely in the NCAAâs crosshairs â to appeal to a desired client.
The NCAA is only a part of why some alumni feel the school and  Paterno  took a disproportionate share of the blame  Schmidt said  before explaining theories involving a former governor and the Second Mile.

Output: Penn State six years after Jerry Sandusky scandal remains divided


Input: Consider Input: Just over a week ago  on the evening of Dec. 7  Lloyd C. Blankfein hosted a reunion of one of the most elite clubs in American finance: former partners of Goldman Sachs  the Wall Street giant he has led  with remarkable and controversial success  since 2006.
 The gathering  held at the venerable New York Athletic Club  both celebrated Goldman's past and looked toward its future. What  Blankfein was asked  did he want his legacy to be?
 Blankfein replied that like his predecessors  he hoped to position Goldman Sachs to capitalize on whatever opportunities might arise during his tenure. As bland as that might sound  few on or off Wall Street have seized opportunities in these troubled economic times as skillfully as Blankfein.
 But as President Barack Obama prods the financial industry to do more to help ordinary Americans -- he chided "fat cat bankers" on Sunday for increasing their pay -- some current and former Goldman executives say Blankfein has built a money machine that  while it still values its customers  culture and reputation  puts profits above all.
 Interviews with nearly 20 current and former Goldman partners paint a portrait of a bank driven by hard-charging traders like Blankfein who wager vast sums in world markets in hopes of quick profits. Discreet bankers who give advice to corporate clients and help them raise capital -- once a major source of earnings for Goldman -- have been eclipsed  these people said.
 Blankfein has surrounded himself with a tight circle of executives drawn from Goldman's trading operation. Many of these executives  like Blankfein  cut their teeth in the commodities division  J. Aron
 After first guiding Goldman through the near-collapse of the nation's financial system and then deftly extricating his bank from a federal bailout  Blankfein is now presiding over one of the richest periods in the bank's 140-year history. Blankfein has accelerated a decade-long decline of Goldman's old partnership ethos  which was built around the principle that its bankers and traders can do well -- indeed  very well -- while putting their customers first  former partners said.
 Some Goldman alumni worry that Blankfein is jeopardizing the culture of success that defined the bank for much of its modern history. They wonder if Goldman will become  as one former partner put it  "just like every other bank on Wall Street" -- that is  focused on short-term profits rather than long-term gains.
 Publicly  Blankfein espouses the Goldman Sachs way. But privately  current and former partners say that he has fundamentally changed the way Goldman views its customers and the broader marketplace. The changes began when Goldman went public in the late 1990s  but have accelerated under Blankfein  they say.
 Bowing to pressure from shareholders and the public to rein in runaway pay on Wall Street  Goldman announced last week that its top executives  including Blankfein  would forgo cash bonuses this year. Instead  the executives will be paid in the form of special stock -- an arrangement that  while eliminating big paydays this year  nonetheless may turn out to be enormously lucrative if Goldman's share price rises in the future.
 Today  the traders -- Blankfein's camp -- are firmly in power. While Goldman employs nearly 31 000 people  in business ranging from money management to traditional investment banking  the bank makes the bulk of its money from trading. Van Praag said 50 percent of Goldman's revenue came from fees that it charged for services like investment banking. The other half is generated by Goldman using its capital for itself and its clients. While Blankfein's traders are minting money  his investment bankers are being pressed to keep a closer eye on the bottom line. Bankers who once spent years cultivating corporate clients  in hopes of one day landing lucrative work like advising on a big merger  are now being urged to squeeze more revenue from their customers.

Output: AS GOLDMAN THRIVES SOME SAY AN ETHOS FADES


Input: Consider Input: Former President Barack Obama and first lady Michelle Obama  participate in the unveiling of  their  official portraits during a ceremony at the Smithsonian's National Portrait Gallery  on February 12  2018 in Washington  DC. Mark Wilson/Getty Images
 Former first lady Michelle Obama  had a busy schedule during  her  years in the White House.
To make sure  her  personal life didn't get the short end of the stick   Obama  would plan out  her  year  adding date nights  vacations and even workouts  before signing on to any meetings or events.
"Oftentimes we don't do that as professionals  " Obama  said. "We schedule work before we schedule us."
 Former first lady Michelle Obama   speaking at Klick Health's Muse event in New York  said that was especially challenging after uprooting  her  family while  her  children were young to move to the White House.
"What we learned we had to do is start prioritizing us alongside â and often before â the work "  Obama  said.
"Oftentimes we don't do that as professionals. We schedule work before we schedule us "  Obama  said. But it doesn't have to be that way  she said. "The truth is even when you schedule your family  there's still plenty of time for work. But we don't plan like that."
"We always scheduled family dinners. He was always home in time to sit down for that family dinner "  Obama  said. "We had our regular vacations and Barack never missed a parent-teacher conference."


Output: Michelle Obama strategy for managing personal life and work