The Case Against Sharron Mangum

The following report describes the lack of ethics, unconscionable behavior and willful negligence of a number of high-ranking administrators and other personnel at Loyola University New Orleans (LOYNO) over the past several years. These issues have been allowed to fester and must, for the sake of the university's moral standing and reputation, be adequately addressed.

Issued on August 18, 2014, this report focuses on the case of Sharron Mangum, former executive assistant to the Dean of the College of Social Sciences. Ms. Mangum has a pending complaint with the Equal Employment Opportunity Commission (EEOC) against LOYNO for race and age discrimination and constructive termination. Download the Report.



On September 6, 2010, Sharron Mangum, a black woman and college graduate, thought she had won the jackpot at age 44. After seven months as a temporary worker handling the responsibilities of the Executive Director of Administrative Operations (EDAO) in the College of Social Sciences (CSS) at Loyola University New Orleans (LOYNO), she was appointed full-time, handling those same responsibilities, testimony to the quality of her work.

Ms. Mangum, a person of strong Christian faith, now happily envisioned a career working in a highly respected faith-based campus community.

Ms. Mangum came to Loyola with the education, experience, skills, motivation and charitable commitment that made her a valuable asset to the Loyola community. That is evidenced in her bio- sketch posted on Loyola's website which reads:


Sharron D. Mangum hails from Star, Mississippi. She studied the Social Sciences at National-Louis University and Law at John Marshall Law School in Atlanta, Georgia. She holds a Bachelors Degree in Applied Behavioral Science.

Sharron has twenty years of experience in Human Resources of which seventeen years were spent in Atlanta. The majority of her career was at a Fortune 500 company and secondary and higher education institutions — providing support in HR administration, leadership and training design, development and facilitation.

Since relocating to New Orleans in 2007, Sharron has worked with small businesses and offender reentry organizations. Through her volunteer work with the Orleans Public Defenders and local offender reentry programs, she has helped offenders to expunge their felony records, develop resumes and learn soft/technical skills to qualify for employment.

Sharron has been an invited speaker at professional conferences around the country. She has served as a consultant and adviser to a long list of organizations on topics ranging from Instructional Design Best Practices, Reentry and Restorative Justice, The Development and Employment of Former Incarcerated Persons, HR Best Practices, Labor and Employment Law, and much more.

Sharron currently holds the position of Executive Assistant to the Dean in the College of Social Sciences

As further testimonial to the quality of Ms. Mangum's work in performing the duties of the EDAO for seven months as a temporary worker, is that she was made a full time employee to continue fulfilling those duties. The salary of the EDAO at the time was $67,600. However, she was informed that she could not be given the title of EDAO or a commensurate salary and was subsequently hired in a newly created non-management position, Executive Assistant to the Dean at a salary of $55,000.

What Seemed a Meaningful Career Opportunity Turned into a Working Nightmare

As further proof of Ms. Mangum's strong work ethic and capabilities, more and more of the work load and responsibilities — that were outside of her job description — of the Dean, Associate Dean and Senior Administrative Assistant to the Dean, a position that had been eliminated, were being piled on her.

The additional responsibilities, long hours, and extra days of work, including holidays and weekends, became so burdensome that Ms. Mangum's emotional and physical health were seriously jeopardized and began to deteriorate.

Despite the advice of family physician Dr. ****** *****, Internal Medicine physician Dr. ********* **** and university neurologist Dr. ***** ****** that Ms. Mangum's health and well being were in peril due to her stressful working conditions that needed to be addressed, things got progressively worse. Time and again Ms. Mangum communicated her concerns to superiors only to be denied the respect and just treatment she expected and deserved.

As a result, Ms. Mangum has suffered loss of physical and emotional health including bouts of migraine headaches, nausea and vomiting, hypertension, sleeplessness, excessive fatigue, insomnia, crying spells, irritability, poor memory, mental anguish, depression and anxiety attacks. She was treated with anti-depressants and psychotherapy.

President Kevin Wildes

The unfair treatment directed at her by Loyola has caused injury to her professional standing and earning capacity and in some circles her character and reputation. Now 48, Sharron Mangum, who has lived in New Orleans since 2007 and who planned to continue to work at Loyola and get her law degree there, now plans to move on with her life and leave the city hoping to build a new career. She seeks justice from Loyola, but at the same time wishes everyone well and expects the university will strive to carry out its stated mission.

On June 9, 2014, Ms. Mangum sent a five-page letter to Loyola President Kevin Wm. Wildes, "Re: Notice of Constructive Termination effective June 9, 2014." Below are the first four paragraphs excerpted from this letter, which describe the discriminatory treatment that she endured with respect to her pay, promotion and excessive workload (According to the latest available IRS Form 990, which lists the compensation of selected officers and employees of LOYNO, Fr. Wildes compensation for 2011 and 2010 was $356,655 and $319,809 respectively).

Sharron D. Mangum
3000 Tulane Avenue, #254
New Orleans, LA 70119
Ph. 404-931-1806

VIA USPS Certified Return Receipt #7013 3020 0000 4901 2604

Monday, June 9, 2014

Fr. Kevin Wm. Wildes
President Loyola University New Orleans
6363 St. Charles Avenue
New Orleans, LA 70118


Re: Notice of Constructive Termination effective June 9, 2014

Dear Fr. Wildes:

I am writing to provide you with the details of the hostile work environment and the ongoing unlawful practices perpetrated against me that leads to my notice of constructive termination effective today, Monday, June 9, 2014.

February 4, 2010, I was hired as a temporary employee to handle the responsibilities of **** *********, the Executive Director of Administrative Operations ("EDAO") at Loyola University New Orleans ("LOYNO") within the College of Social Sciences ("CSS"). The EDAO who was out of the office on leave when I assumed her duties, returned in July to a position in another division of LOYNO. I was hired as Ms. *********'s replacement on September 6, 2010. At this time, Luis Mirón, the former CSS Dean, and I were told by HR that while I assumed the EDAO duties, I was prevented from holding the title since the former EDAO had a legal claim against the University. Please note that the EDAO was the only African American in management in the CSS and a member of the CSS Council of Chairs of Directors. From 2010 to present, not only did I have responsibilities of the EDAO job duties, but also the responsibilities of the Dean, Associate Dean and Sr. Administrative Assistant jobs, which was outlined in my discrimination, harassment and retaliation complaint of March 19, 2013.

May 3, 2012, Roger White, Special Assistant to the Provost and Chair of the Political Science Department at the time, requested to meet with me to discuss my job responsibilities. During this meeting Roger explained to me that the University was concerned that it was libelous since my title and job description did not accurately reflect my daily duties since my hire in 2010. He also stated that he wanted to discuss the same issue with ***** ******* in a separate meeting. A couple of weeks following our meetings with Roger, he stated to me that he would submit the paperwork to HR to reclassification our positions.

September 4, 2012, a second attempt was made by Luis Mirón, the sitting CSS Dean at that time, to correct the issues with my position title, duties and workload in an approved request to HR and Provost Marc Manganaro. At the same time, Luis Mirón approved a request to reclassify ***** *********'s position as well. However, after a near twelve (12) month delay from the original submission of both requests, Gita Bolt stated in her communication of May 2013 that my reclassification lacked merit and that the University was having financial hardship. However, while I continued to perform the duties of the EDAO, Dean, Associate Dean and Sr. Administrative Assistant, these positions were abolished with the employment of Roger White as Interim Dean allegedly because the CSS would merge with one or more of the other academic divisions. Please note that in the history of LOYNO and any other educational institution for that matter they have never operated without a second in command. As Interim Dean White downsized the CSS Dean's Office to three (3) administrative staff personnel, some CSS staff and faculty were promoted in addition to some LOYNO academic units promoting staff and faculty and increasing their Associate Dean positions to two or more. It is my belief that the bias perpetrated against me was based on discrimination in age, gender and race and retaliation for reporting these issues and the ongoing financial mismanagement/malfeasance.


Associate Professor
Wendy Hicks

A Warning of Things To Come

Ms. Mangum filed a complaint on March 27, 2011 over gender discrimination and hostile work environment in regard to an obvious disparity in pay with a male counterpart. Loyola acted appropriately and settled the dispute quickly.

On February 11, 2011, the student newspaper, The Maroon, reported in an article entitled "Professor sues on claims of hostility: Gender discrimination at the center of lawsuit," that an associate professor of criminal justice, Wendy Hicks, filed a civil lawsuit against the university "claiming that she endured a hostile work environment" after filing an internal complaint of gender discrimination in the fall of 2009 with the University Conciliation Committee. The suit claimed that after filing the internal complaint, the associate professor was "continuously and intentionally harassed" by the Criminal Justice Department chairman, faculty and staff, which acted at the chairman's direction.


Prolonged Injustice: What's Wrong At LOYNO?

On May 3, 2012, Dr. Roger White, then Special Assistant to the Provost and Chair of Political Science, advised Ms. Mangum that LOYNO was concerned that it was in violation of the law because her title and salary did not accurately reflect her job duties and responsibilities. He asked that she prepare the paperwork for a reclassification of her position, which he would route to the Human Resources Department (HR). At the same time, he asked Ms. Mangum to have Senior Academic Advisor ***** ******* contact him. Ms. ******* was also advised to submit reclassification paperwork, which she did in mid-June.

On July 23, 2012, Dr. White asked Ms. Mangum to contact HR Representative ****** ******* about the status of her reclassification. Ms. ******* told Ms. Mangum that she had not received any reclassification for her and would get back to her after she checked with HR Director **** ********.

It should be noted that at about the same time Ms. Mangum's reclassification was submitted, paperwork was also submitted to HR to reclassify Office Manager Shauna Crowden's position to Budget Manager with a proposed salary of $52,500 - $55,660 effective August 1, 2012, a near $10,000 increase in her salary. This happened despite CSS Dean Luis Miron's concerns that Ms. Crowden's reclassification was never addressed and did not have the Dean's and the President's approval, both required on promotions with increases above 10%.

On August 17, 2012, Ms. Mangum followed up again with Ms. ******* who said she would get back to her after talking with Mr. ********. A couple of days later, Ms. Mangum was told Mr. ******** had misplaced the paperwork and it needed to be resubmitted.

CSS Interim Dean
Roger White

On September 4, 2012, Dean Miron and Ms. Mangum resubmitted her paperwork for reclassification and on September 28 submitted a request to change her title to Assistant Dean.

They were then informed that the University (i.e. ****** ******* & **** ********) would not support that title and they needed to come up with another title. Dean Miron and Ms. Mangum submitted a title change to Director of Planning and Accreditation.

On December 13, 2012, a five page Interoffice Memorandum was sent to Provost Marc Manganaro and General Counsel Gita Bolt from Dean Miron with the subject "School of Nursing SWOT Analysis." This memorandum was prepared in toto for Dean Miron by Ms. Mangum and includes highlights of financial mismanagement and malfeasance in CSS's School of Nursing. Some found passages, like the following, in this analysis to be quite revealing and disturbing:

I'm writing to provide you with a SWOT analysis of the School of Nursing ("the School") after careful review of the $1.9 million revenue shortfall FY11-12, the projected $1.7 million shortfall FY12-13 and the numerous personnel issues that have come to my attention from faculty and staff. While the strengths of the School will be discussed, this analysis will focus primarily on the weaknesses, threats and some suggested opportunities available to resolve these issues.

Provost Marc Manganaro

To further exacerbate Nursing's financial crisis, the claims of hostile work environment, disparate treatment and retaliation alleged by some faculty and staff personnel against the Director [*** ****] and the Office Manager [Shauna Crowden] poses a significant liability to the University if remained unchecked. Staff specifically has reported that they have been unsuccessful in securing Human Resources assistance in addressing their concerns...

While the School has the ability to establish high revenue generating programs, one of its weaknesses is making decisions too hastily without fully exploring the financial risks and personnel implications to the unit, the College and the University before taking action. For example, the BSN on campus program was converted solely to an online program in FY10-11 for a loss of approximately $600,000 in gross revenue FY11-12. Since that time the BSN online enrollment continues to decline...

In comparison to fall 2008, the School's current enrollment fall 2012 has declined approximately 24% while expenses rose 100% for the same period... To further exacerbate the already declining enrollment, the School has an established history of offering sections in the high double digits while under enrolling far below maximum capacity. For example, in fall 2009, 78 sections were offered although the average enrollment of 21 students only supported 42 sections, 10 of which were added as special circumstances for low enrollment. Fall 2009 semester alone created loss income to the University of $80,749 in overload compensation to faculty who were not entitled to receive pay. In total the University has lost $1.5 million from fall 2008 to present for overload compensation, unauthorized course releases, section duplication, and adjunct hires for under-enrolled sections...

A second example that the change in leadership has impacted the University negatively is the reassignment of staff supervision to the Office Manager ("OM"). For example, the OM was hired without the position ever being posted and candidates given the opportunity to apply and be interviewed. Shortly after the OM's employment, the University learned that this individual and her spouse were currently under investigation for insurance fraud. Since the OM's employment, a staff member filed at least one complaint in HR alleging that the OM had falsified timesheets — reporting days worked that she was actually absent. A review of absences showed a correlation between the OM absences and the days of community service activities, which were a part of her sentencing agreement after her conviction. The Ombudsman met with the Dean and other personnel from the School in an attempt to resolve this matter; however, recent reports from staff show a continuation of this misconduct...

Further, some staffers most recently have alleged that the OM, with the Director's full knowledge, has:

1. Delegated most of her responsibilities to staff and is seldom at work although her time sheets do not report any absences.

2. Allowed other staff personnel, namely ***** ***** and ***** ******, to take time off with pay without penalty to leave time...

3. Retaliated against staff with the Director's participation for filing a complaint for payroll fraud and seeking HR's assistance...

4. Threatened staff with termination allegedly with the consent of the Dean's Office and Human Resources if staff questioned the addition of responsibilities to their workload...

5. Influenced the Director's verbal attacks against **** ********, particularly in one situation that occurred the week of 12/3/12 where the Director stood within inches of ***'s face screaming at her while spit was flying out of the Director's mouth.

6. Been granted privileges that they are not allowed such as time off with pay without penalty of leave time, shortened workdays, and regularly displays confrontational and hostile behavior towards staff without disciplinary action.

7. Had staff blackballed, with the Director's participation, from applying for other opportunities within the University. At least three staff members allege that upon contacting the hiring manager for position vacancies for which they had applied learned that their application/résumés were never forwarded from HR. ****** *****, **** ******** and ********* ******* allege that they have been blackballed by the OM and Director with HR's support.

In addition to the above, the Provost's, Financial Affairs, and Dean's Offices in the midst of hostile behavior, misleading/false information, and an unwillingness to cooperate from the OM and Director, have regularly taken on duties and responsibilities of the School such as budget oversight and account monitoring; performing budget analysis to resolve deficits, etc. The OM appears to lack the ability to perform basic accounting functions, monitor and track expenses, and respond to requests from the Provost's, Financial Affairs, and Dean's Offices with any level of transparency and accurate data. The lack of the fiscal management within the School has caused Provost's, Financial Affairs, and Dean's Offices to work excessive hours, 9 to 10 hour days — spending at least 75% of their time to address these deficiencies in response to the Provost's Office mandate for more oversight and control. These additional duties have caused a significant gap in the service that is provided to the other units within the College and across the University... Please note that the OM received a near $10K job reclassification effective August 1, 2012, while the Dean's Office reclassification requests were either denied or delayed without a response in over 2 months.

These decisions by the Director ignore University policies and procedures for fiscal accountability and responsibility and run amuck effective and efficient day-to-day operations, good academic citizenship and equitable human relations."

On January 24, 2013, Ms. Mangum met with Dr. White to discuss his transition to Interim Dean of the CSS. During that meeting, she inquired about her reclassification and that of ***** ******* and Administrative Assistant II ***** *********. He said he would see what he could do as he had a good relationship with ****** ******* and **** ********.

On January 29, 2013, Dr. White told Ms. Mangum that HR wasn't prepared to take any action as it pertained to her reclassification. Meanwhile, The Louisiana Record on February 22, 2013 ran a story entitled "Loyola University accused of violating former employee's due process rights." The story says a former employee, Michael Indest, Jr., of Loyola University "claims he was wrongfully terminated and also denied the opportunity to contest charges brought against him." The plaintiff claimed that "after he reported misappropriation of funding and illegal activities...he was terminated without cause."

On March 19, 2013, Ms. Mangum filed a six-page complaint, "Complaint of Misconduct in Request for Reclassification of the Executive Assistant to the Dean," against the Department of Human Resources, its Director **** ******** and HR Representative ****** *******, with General Counsel Gita Bolt.

The complaint details why Ms. Mangum felt she had been subjected to years of unmitigated stress due to age discrimination in pay and promotion, race discrimination, a hostile work environment and retaliation that seriously affected her health and quality of life while she conscientiously and admirably performed her duties though simultaneously being overloaded with workloads that were the duties of her superiors.

At the end of the complaint Ms. Mangum states:

Over the three-year history of my employment, I have complained of the verbal and written hostility I've been subjected to by *** **** and Shauna Crowden regularly. *** **** attacked me verbally and publicly in a meeting with the chairs and directors and the abuse has only escalated since then. ****** ******* has been dismissive about my concerns and no action has ever been taken...

As a result of the issues outlined above, I am experiencing headaches so severe that I am now under medical care for migraine headaches and am taking prescribed medication to remedy my condition. My medical doctor referred me to a Neurologist and suggested counseling to which I have complied.


You can imagine that these working conditions are not sustainable. As such, I am asking that the University considers:

1) Taking action that it deems appropriate in addressing *** ****'s and Shauna Crowden's hostile behavior and defamation;

2} Following through with the reclassification of my position and assigning duties, a title and compensation to one that is appropriate for the work I've completed since my hire September 6, 2010;

3} Providing retroactive pay back to my date of hire upon completion of the reclassification analysis;

4} Compensating me for the excessive hours that I've worked since September 2010 to manage Nursing's budget minus the comp time Dean Miron already provided;

5) Conducting a reclass and salary analysis of the positions held by my subordinate staff that I supervise directly or indirectly, and I am allowed to restructure the Administrative Assistant Ill and the Sr. Administrative Assistant positions and submit reclassifications for both positions; and,

6) Holding *** **** and Shauna Crowden accountable for the day to day activities of overseeing and managing the School of Nursing's budget.

Things Just Kept Getting Worse and Inappropriate Conduct Continues

On March 20, 2013 Ms. Mangum was admitted to the emergency room with symptoms of a mini- stroke. Her doctors had previously diagnosed a history of migraine headaches described earlier that are related to job stress resulting from work overload in performing a myriad of jobs including many outside her job description.

Ms. Mangum's doctor released her to return to work on condition that causes of her work related stress were significantly reduced. In or around June 2013, incoming Interim Dean Roger White met with Ms. Mangum to conduct a desk audit of her duties. Dr. White assured Ms. Mangum that upon his taking office, she would no longer have responsibilities of the Dean and Associate Dean and that he would facilitate getting her position reclassified appropriately. However, this did not happen. When Ms. Mangum inquired about her position reclassification, Dr. White put up his hand with his palm to her face and said, "Let me take care of ***** [*******] first." Not only did Ms. Mangum not receive a position reclassification to which she was lawfully entitled, but she was required to continue duties of the EDAO, Dean, the Associate Dean and the Sr. Administrative Assistant.

To make matters worse, Interim Dean White advised the CSS Unit Leaders and the CSS Dean's Office staff that he prefers meetings rather than reading and preparing responses to written communication (emails, reports, requests, etc.). Accordingly, Ms. Mangum's already overburdened workload significantly increased from reading emails and reports submitted to Dr. White to now meeting with him to discuss these requests and prepare responses on his behalf.

In addition to these responsibilities, Ms. Mangum prepared all of the dean's letters of recommendation to the provost for ordinary faculty contract renewal. On several occasions, Interim Dean White would have her stand over his shoulders in his office to read email communication from Fr. Wildes as well as those from the Provost to assist him in crafting responses. This abuse of power seemed to be clear retaliation for Ms. Mangum complaining about discrimination, harassment and financial mismanagement and malfeasance.

Remember, after a second attempt in September 2012 to correct the issues of Ms. Mangum's position title, duties and workload, she was informed one year later that her request for reclassification lacked merit and the university was having financial hardship. However, in the CSS during the same period staff and faculty were promoted as were other staff and faculty in other LOYNO academic units.

Between September 2013 and October 2013, Ms. Mangum met with Interim Dean White on several occasions to discuss Provost Manganaro's mandate to conduct a financial restructuring of all LOYNO divisions. In her June 9, 2014, Notice of Constructive Termination letter to President Wildes, she stated:

It was disheartening to hear Interim Dean White state that he was targeting individuals who had exercised their rights to complain formally or informally of what they believed to be violation of their civil rights. As Interim Dean, he targeted many of the CSS Unit Leaders for retaliation when they voiced concerns of the disparity in application of the CSS financial restructuring, the lack of leadership in resolving student, staff and faculty complaints, the lack of financial accountability across LOYNO, the bias practices, the treatment of staff and faculty, etc. He often stated that he took issue with CSS Unit Leaders, ****** *******, ** ********, ***** *****, ***** **** and **** *****. In one incident, ***** *******, a female Ordinary faculty member from the School of Mass Communication left his office in tears when she and the Director, ***** ****, made an attempt to reason with Interim Dean White as his decision affected the school's accreditation.

A similar situation also occurred in the School of Nursing when he met with its faculty and director. Additionally, his hatred of ***** **** was so fervent that he voiced wanting to fire her and his plans to undermine her authority by bad mouthing her to Provost Manganaro and the other CSS Unit Leaders. I believe that Interim Dean White's decisions have caused irreparable harm to me as a witness to these events and to the individuals that have lost their employment or have had their employment threatened because of his personal vendetta/bias against them...

I believe that Interim Dean White's inability to conduct fair and just investigations into CSS female students, faculty and staff claims of sexual harassment are jaded by his past public relationship with a female student in addition to his frequent contact with certain young female closed door office meetings, offsite lunches and dinners, and trips with him to the synagogue and other places after business hours, which he and the students have shared with either me or other personnel with the CSS.

One example of the ongoing sexual harassment of students, staff and faculty occurred in the CSS Department of Criminal Justice. **** *******, ******* *****, ****** ******* and several female students complained of ******** *******'s sexual harassment of them in person or via written communication. ******** ******* was an Ordinary faculty member for approximately five (5) years in the department. One text message to ******* ***** stated "size matters" which was reported to Interim Dean White. In addition to the sexual harassment, female students complained of ******** *******'s use of the "N" word and other racial slurs in the classroom. At no point during the course of ******** *******'s five (5) year employment was he ever terminated for his ongoing misconduct. In fact, ******** ******* was allowed to hold dual employment at LOYNO and at another university in Seattle this year for several months before he turned in his resignation.

Financial Improprieties In CSS: Isolated Or University-wide?

In her letter to Fr. Wildes, Ms. Mangum described a number of instances of continuing financial malfeasance that she had reported to her superiors.

In one instance revenue generated from student tuition was used to fund Shauna Crowden's community service requirement as part of her sentencing agreement for a felony conviction of fraud. Shauna Crowden holds the position of Office Manager in the School of Nursing. HR approved this individual's compensation after being fully aware that the dates and times reported on her timesheets reflected the periods that she was in Houston, Texas completing her felony sentencing agreement.

Further, Shauna Crowden has taken FMLA leave frequently and has had unrecorded absences without a disruption in pay or benefits. HR has forbidden Director **** ***** and the supervising Program Coordinator, **** ******, for issuing verbal or written warnings or terminating her employment for walking off the job without notice, unwillingness to complete work assignments, disappearing for hours during the workday without notice, not reporting for work when the supervisor is traveling, and harassing, threatening and intimidating staff personnel in the CSS Dean's Office as well as in School of Nursing where she works.

Shauna Crowden regularly boasts about her personal relationships with HR and the Office of General Counsel and states that this is the reason nothing will ever happen to her regardless of who complains. For example, when the School of Nursing faculty and director were asked to eliminate staff positions that were no longer necessary as part of LOYNO's financial restructuring, the elimination of Shauna Crowden's position was rejected and ******* ****** was terminated instead. I believe that Interim Dean White's and HR's behavior towards me is bias and in concert with this individual who stated that she and her former supervisor were organizing a campaign to terminate my employment, which I reported to HR.

From Ms. Mangum's hire in 2010 to the end of his appointment as dean of the CSS in July 2013, Dean Luis Miron, whose compensation in 2011 and 2010 was $242,674 and $237,869 respectively, delegated all of his, the Executive Director of Administrative Operations, and 60% of the Associate Dean **** *****'s job responsibilities to Ms. Mangum without requested increase in pay or change in job title. This occurred, Ms. Mangum has stated, because of the severe absenteeism of both Dean Miron and Associate Dean **** *****. Subsequent written requests to HR and Roger White (while Special Assistant to the Provost and CSS Interim Dean) for fair treatment for Ms. Mangum were denied while Ms. Mangum's Hispanic counterpart, ***** *******, received two increases and title changes from 2011 to present.

Professor & Former CSS Dean
Luis Miron

Dean Luis Miron threatened Ms. Mangum's employment when she asked that he help with reducing her workload. Please note that the Executive Director of Administrative Operations **** ********* (AA), Senior Administrative Assistant ******** ****** (AA) and another female filed complaints against Luis Miron alleging either wrongful termination or gender/race discrimination, harassment or retaliation.

In 2011 Dean Miron sought the assistance of Roger White, Special Assistant to the Provost, to terminate Ms. Mangum's employment when she asked to be compensated like her white male counterpart, Professor ****** ********, for work completed with SACS reports.

When Ms. Mangum reported financial mismanagement by MSCJA Director, Assistant Professor ******** *******, Dr. Miron initially denied to Mr. ******* that he was aware of her actions.

When Ms. Mangum reported financial mismanagement by the School of Nursing Director, Professor *** **** and her Office Manager, Shauna Crowden, Dr. Miron initially denied to Cary that he was aware of Ms. Mangum's actions.

When Ms. Mangum reported financial mismanagement and fraud by the Counseling Chair, Assistant Professor ****** ***** and her Administrative Assistant, ****** *********, Dr. Miron initially denied to ***** that he was aware of her actions.

When Ms. Mangum reported to HR that she believed that Ms. ********* had falsified her request for over time back wages, she was ignored. However, staff that Ms. Mangum supervised (***** ********* and ******* *******) reported that they were bullied by HR when they tried to report OT worked the spring of 2013 while Ms. Mangum was on disability, so they did not report all of their hours worked on their timesheets.

In 2012 Ms. Mangum reported to Provost Ed Kvet, General Counsel Gita Bolt and Special Assistant to the Provost Roger White that Luis Miron had paid his wife $30K in compensation from the Ford Foundation Grant, and also used these funds for his and his wife's travel and entertainment. Ms. Mangum also reported from 2010 to July 2013, Miron's use of donors funds for his travel, entertainment, and other expenses.

It is no secret that LOYNO has been suffering financial deficits, despite the University's high tuition, because of a sudden drop in freshman enrollment. This has led to layoffs, not renewing some non- tenured faculty contracts and early retirement for a number of faculty and staff.

Ms. Mangum's diligent efforts in trying to protect the financial integrity of the CSS and its School of Nursing apparently were not appreciated.

Why Won't Somebody Listen, Show Compassion and Act Appropriately?

In her June 9th letter to Fr. Wildes, Ms. Mangum again emphasized her medical/employment concerns and the University's disregard and haphazard system for addressing those concerns. She wrote:

April 11, 2014, my physician placed me on medical leave for the second time due to the same reoccurring illness resulting from work related stress. Since I have been out on leave this second time, I have found the harassing and intimidating attitude towards me and my doctor outrageous. In addition to having my salary discontinued from FMLA and thus a cancellation of my medical benefits, I was given little or no notice from ***** ******, HR Payroll Manager, via certified mail of an appointment with LOYNO's Neurologist, Dr. ******, and a request for duplicate paperwork from my doctor.

When I arrived at Dr. ******'s address on Broadway that was provided by ***** ******, I learned that he did not have an office in the building. Upon contacting ******* *********, HR Benefits Coordinator, to notify that Dr. ****** was not at the address indicated in ***** ******'s certified letter, she informed me that the appointment had been cancelled. I was advised an appointment was arranged for me to meet with another Neurologist, Dr. ******, the following day. However, ******* did not have an address or phone number for this doctor at the time. I received an email from ******* later that day directing me to an office in Metairie, which is quite a distance from where I live in the City.

Clearly, ***** ****** had no clue what she was doing when she prepared the certified letter to me since she has never held the position of HR Benefits Coordinator and this was just a tactic by HR to worsen my illness. The third request for my doctor to complete duplicate FMLA paperwork already submitted to HR occurred during the Memorial Holiday when his offices were closed, thus leaving me with only one day to have it completed instead of the seven (7) days stated in the letter. I believe that HR's behavior and the phony appointment to see Dr. ****** is clearly constructive harassment.

My doctor completed the FMLA paperwork as he has in the past, however, on this occasion, HR refused to accept that I was medically unable to perform my job duties. My doctor was specifically asked why I could not just come to work sick. He was mandated to prepare a letter on his letterhead with his signature stating that he read in detail the responsibilities in my job description and to certify in writing that my illness prevented me from performing them. My doctor and LOYNO's Dr. ****** were alarmed at the three (3) pages of duties in my job description in addition to the duties I described of the EDOA, Dean, Associate Dean and Sr. Administrative Assistant not included in the description...

Even after Ms. Mangum's resignation, LOYNO continued their harassment against her. LOYNO reported to the Louisiana Workforce Commission that Ms. Mangum had not been terminated and was still considered an active employee as of July 7, 2014, nearly 30 days after her resignation. Subsequently Ms. Magnum was denied unemployment benefits.

Under Louisiana law, the At Will doctrine applies to the employer-employee relationship. Either party can exercise their legal right to terminate said employment for any reason. After sending her June 9, 2014 Letter of Constructive Termination to President Wildes, LOYNO violated its own policies set forth in its At Will Policy 2-1, Disability Policy 2-4, Employment Status Policy 2-6, Resignation & Termination Policy 2-19, Job Abandonment Policy 2-20, COBRA Policy 4-22, and its Retirement Plans Policy 4-24. These policies can be found on Loyola's website.

This harassment increased financial hardships and further aggravated emotional stress on Ms. Mangum, who had to miss several doctors' appointments because she was denied unemployment benefits and was denied access to her retirement benefits managed by TIAA- CREF due to LOYNO reporting that she was still an active employee. Moreover, Loyola had never contacted her about her COBRA option to continue medical benefits, nor was she receiving any benefits, salary or otherwise, afforded all full-time employees according to university policies.

A Sad State of Affairs Has Led to This

Ms. Mangum, after enduring prolonged maltreatment, hostility and retaliation from superiors who exhibited no genuine concern for her well-being and dismissed her pleas for just treatment reached a point where she felt the only way to bring about change and justice was to seek help outside the university.

On June 10, 2014, Ray Rogers, Director of Corporate Campaign, Inc., an organization noted for its decades of fighting against injustice and advocating for workers' and human rights, put the university on notice when he sent a letter to President Wildes stating that:

Corporate Campaign, Inc. has been retained by Ms. Sharron Mangum to represent her in claims against Loyola University New Orleans ("LOYNO"). LOYNO has been identified by Ms. Mangum as the employer that has caused her harm since February 2010. My client alleges that LOYNO:

1. defrauded her of rightful entitlement to be appropriately classified in title, position and salary for the duties she held while employed with LOYNO.

2. discriminated against her based on age and race.

3. caused her severe financial and emotional distress.

On June 17, 2014, Mr. Rogers received a response from LOYNO's General Counsel Gita Bolt (2010 compensation: $237,010 according to the latest available IRS Form 990 for Ms. Bolt) stating:

Reference is made to your June 10, 2014, correspondence to Kevin Wildes, President of Loyola University New Orleans. For future reference please direct all communications regarding this matter to my attention: Gita Bolt, General Counsel.

Loyola University New Orleans ("University") has not terminated, nor constructively terminated your client Sharron Mangum. Pursuant to federal law, the University has a right to request a second opinion as it relates to FMLA requests. The University is simply complying with the law, contrary to your client's statement, " ... attempting to harass her or create a hostile environment. .. . " As you are aware, your client has seven (7) days to respond to the request for additional documentation regarding her FMLA request. Please find this as an official request to finalize your client's FMLA documentation. This information should be submitted on or before June 24, 2014.

Your failure to submit the required documentation means that your client is outside of the guidelines as set by FMLA, and therefore, in violation of University policy. If your client fails to submit the required paperwork to proceed with the processing of her FMLA request then she is required to return to work immediately. Her failure to return to work would be considered job abandonment pursuant to policy.

As it relates to the claims made by your client in her June 9,2014, correspondence, the University conducted a thorough investigation into these matters on at least two (2) occasions and found no evidence of misconduct. Ms. Mangum was represented by counsel during the second investigation. In addition, the University responded to these same issues in the EEOC complaint filed by your client.

Thus, the University denies all claims made by your client and we await either her submission of the necessary paperwork or communication that she does not plan to return to work.

On June 19, 2014, Mr. Rogers responded to Ms. Bolt stating:

I am responding to your letter dated June 17, 2014 RE: Sharron Mangum. At your request, I will direct future communications to you regarding this matter. However, I will also copy Fr. Kevin Wildes and others who need to be kept acutely aware of what is being discussed. Their reputations and integrity, and the good name of the University, are at risk when those in charge keep dragging their feet on properly addressing the serious misconduct described in Ms. Mangum's letter to Fr. Wildes and copied to Loyola's Board of Trustees on June 10, 2014.

I consulted with my client, Ms. Mangum, and she feels the tone of your letter is a continuation of the bullying and intimidation tactics she has experienced during her employment at Loyola. This disgusts her in light of her admirable work performance and dedication to Loyola University. Her mission now is to seek justice for herself and to make sure that what she has suffered during her employment at Loyola doesn't happen to other employees while their pleas for fair treatment get swept under the rug. Rev. Martin Luther King Jr. was correct when he told the world, "Justice too long delayed is justice denied."

Your June 17 response appears in error on all accounts:

By no stretch of the imagination did a fair, impartial, independent or "thorough" investigation of Ms. Mangum's allegations of misconduct ever take place. Anyone who would suggest otherwise would believe that it makes sense for the fox to be put in charge of guarding the hen house.

Ms. Mangum states that her physician, Dr. ****** ******* [*****], has complied with fulfilling Loyola's Human Resources Department demand for "additional documentation" regarding her FMLA request. However Loyola University has not complied with her physician's request to reduce Ms. Mangum's work-related stress due to the excessive workloads and responsibilities placed upon her by her superiors. This negligence on the part of the University's top administrators will only be exacerbated by further efforts on their behalf to stonewall rectifying the injustices done to Ms. Mangum.

We hoped, and continue to hope, to amicably resolve this situation, which has already festered too long. From your letter, it would appear that Loyola administrators might be operating under the "Ivory Tower" syndrome and will continue their unjust treatment towards Ms. Mangum.

If this is the case, we shall proceed with our plans to take the necessary actions to speed up the process to win justice for Ms. Mangum and to help assure that Loyola administrators and its agents adhere to Loyola's "commitment to moral values and ethical behavior."

Please do not hesitate to call me should you wish to discuss any matters relating to Ms. Mangum's case.

On July 1, 2014, ensuing a conversation with Ms. Bolt, Mr. Rogers communicated that Ms. Mangum totally disagreed with Loyola's assessment of her situation and that she planned to proceed with a campaign to secure justice from the University. He added that the University should contact him within seven days if Loyola wished to schedule a discussion to settle with Ms. Mangum. The following is the text of Mr. Rogers July 1st letter to which he received no response:

My client, Ms. Sharron Mangum, wants to make it clear that the FMLA issue is no longer relevant because her employment at Loyola University ended when she notified the University of her Constructive Termination.

That notification was made only after Loyola violated FMLA regulations for her medical leave and Title VII of the Civil Rights Act with respect to race and age discrimination and retaliation against her.

Clearly, Loyola administrators were willfully negligent over a long period of time. Both ****** ******* [*****], MD, Ms. Mangum's physician, and ***** ******, MD, the University's doctor, made it clear that Ms. Mangum's physical health and emotional well- being had suffered and were at greater risk unless appropriate actions were taken to rectify the injustices she had repeatedly complained about respective to her work environment and excessive work load. Yet no effort was ever made to accommodate Ms. Mangum's and the doctors' concerns. Indeed, conditions got progressively worse. This is why Ms. Mangum and Loyola are at loggerheads today. Accordingly, the matter involving her FMLA leave has been turned over to the Louisiana Department of Labor and the EEOC to resolve.

In addition to challenging questionable employment practices at odds with Loyola's mission statement and with Jesuit and Catholic teachings, one has to ask, Has Ms. Mangum been retaliated against because she has blown the whistle on egregious conduct relating to fiscal mismanagement and even misappropriation of federal funds for student loans?

There are at least three committees on the Board of Trustees that should be deeply concerned about any mishandling in resolving this case: Committee on Institutional Advancement, Committee on Audit and Committee on Mission and Identity.

Ms. Mangum, who once envisioned a future with Loyola, is, under the circumstances, ready to move on while Loyola continues to fulfill its mission.

As I stated in my last letter, my client hopes to amicably resolve this dispute.

I believe it would be in Loyola's best interest and in the best interest of the University's top administrators and policymakers to act quickly to resolve this case. Please notify me within seven days whether Loyola wishes to schedule a discussion to settle with Ms. Mangum. Otherwise, Corporate Campaign will proceed in its pursuit to secure justice for her.

Who Watches Over LOYNO?

Loyola University New Orleans is one of six Jesuit colleges and universities in the Jesuits USA Central and Southern Province, which is headquartered in St. Louis, Missouri. The Province is led by Provincial Fr. Ronald Mercier.

Fr. Ronald Mercier

The Overseers of Loyola University New Orleans is the Board of Trustees

The essential function of the Board of Trustees is policy making and responsibility for sound management. Members serve on various committees including Committee on Institutional Advancement which concerns itself with the general public image and reputation of LOYNO throughout the community and nation; Committee on Audit which oversees Loyno's financial practices, internal controls, financial management and standards of financial conduct; and Committee on Mission and Identity which fosters and assesses on a continuing basis, the Jesuit and Catholic identity of LOYNO's programs and operations.

Board of Trustees Officers

John J. Finan, Jr. (Chair) serves as president and chief executive officer for the Franciscan Missionaries of Our Lady Health System, Inc. Finan resides in Mandeville, Louisiana.

Barry LeBlanc (Vice Chair) holds a M.B.A. from Loyola University New Orleans and is a Certified Public Accountant. As an entrepreneur, his professional career has focused on building food and life science companies around proprietary technologies. He resides in New Orleans.

The Rev. Kevin Wm. Wildes, S.J., Ph.D., (University President) formally assumed the duties of the university's 16th president effective July 1, 2004.

The Rev. Peter Rogers, S.J., (First VP) has been a member of the Loyola Jesuit community and Loyola faculty since 1988. He is currently a professor of French at Loyola.

Board of Trustees Members 2013-2014

The Rev. R. Bentley Anderson, S.J., Ph.D., is associate professor in the African and African-American Studies Department at Fordham University. He resides in Bronx, New York.

Virginia Angelico Tatum, D.D.S., '75, operates a general dental practice in Hattiesburg, Miss.

Janet Boles is owner of Boles Law - Baton Rouge, LLC, and specializes in regulatory, public utility, gaming, pilotage and corporate law. She resides in Baton Rouge.

The Rev. James M. Bowler, S.J., is the facilitator for Catholic and Jesuit Identity and Mission at Fairfield University, Fairfield, Conn.

The Rev. Michael Braden serves as Vice President for Mission and Ministry at Saint Peter's College in Jersey City, New Jersey.

Bob Brown is the Managing Director of the Business Council of New Orleans and the River Region. Brown resides in New Orleans.

Jim Caillier is executive director of The Patrick F. Taylor Foundation and president emeritus of the University of Louisiana System. He is a recipient of the A. P. Tureaud Black Citizenship Medal and the American Legion Honor Award.

Edgar Chase, M.B.A., J.D., holds both his undergraduate and law degrees from Loyola University New Orleans. He worked as a Certified Public Accountant in the private sector before serving as vice president of master facilities planning and management at Dillard University. He retired in 2009. He resides in New Orleans.

Dennis Cuneo is a partner in Fisher & Phillips LLP, a leading labor and employment firm. He also operates his own consulting firm, DC Strategies Advisors, LLC. He resides in Montreux, Nevada.

Donald Faust, M.D., '73, is an orthopaedic surgeon specializing in hand and microsurgery in New Orleans. He is the former president of the Louisiana Orthopaedic Association and former member of the Board of Councilors of the American Academy of Orthopaedic Surgeons.

Sally Forman is an author and communications consultant. She resides in New Orleans.

Anne B. Gauthier, a local community activist and philanthropist, serves as a trustee of the Wendell & Anne Gauthier Family Foundation. Gauthier resides in New Orleans and Mandeville, La.

Gail Jock is a community volunteer. She received her degree in dental hygiene from Loyola University New Orleans. She resides in Wheaton, IL.

Dr. Rachel Kent has more than 25 years of molecular biology experience working in academic research and biotechnology fields. She is retired research director of Dyax Corporation located in Burlington, MA. She resides in Boxborough, MA.

Stephen J. Landry is a partner at Ernst & Young, LLP. He resides in Houston.

Rita Benson LeBlanc is the Owner/Vice Chairman of the Board of the New Orleans Saints and Pelicans.

Robert LeBlanc, Jr., 00, is president, founder, and CEO of Lifestyle Revolution Group, an entertainment development and management firm in New Orleans. He resides in New Orleans.

James McBride serves as the head of Capital One Bank's energy banking business and chairman and CEO of Capital One Southcoast, the energy investment banking division of Capital One Securities. He resides in Houston.

Joseph Mahoney is the owner and president of Lifetime Strategies Group/A Member of the John Hancock Financial Network in Dallas, Texas. He received a bachelor of arts degree in communications from Loyola University New Orleans. He resides in Dallas.

Sean O'Keefe is CEO of EADS North America. He resides in Auburn, Virginia.

Paul Pastorek is EADS North America's Chief Administrative Officer, Chief Counsel, and Corporate Secretary. Pastorek received both his undergraduate and Juris Doctor degrees from Loyola University New Orleans.

The Rev. Kevin P. Quinn, S.J., is president of the University of Scranton in Pennsylvania.

Gerald L. Ray is managing partner of LRST, LLC, a management company formed to provide executive oversight, strategic management and consulting services. Mr. Ray earned a bachelor of science degree from Loyola University New Orleans, and while at Loyola was co-captain of the baseball team.

The Rev. Richard P. Salmi, S.J., is the 38th president of Spring Hill College in Mobile, Alabama.

Stephen Sauer, S.J., is pastor of Jesuit Church (Immaculate Conception Parish) in downtown New Orleans.

Robert A. Savoie, Ph.D., is the president of Geocent and CEO of its subsidiaries, Diamond Data Systems and Prescient Technologies. He is also the managing partner of Savoie Properties, L.L.C. He resides in New Orleans.

N. John Simmons, Jr., '76, is CEO of Lifestyle Family Fitness, a Top 20 U.S. chain of 55 fitness clubs, and is executive-in-residence for the University of South Florida School of Accountancy. Simmons resides in the Tampa Bay area.

The Rev. Paul A. Soukup, S.J., teaches in the Communication Department at Santa Clara University in Santa Clara, Calif.

Ileana Suquet's civic endeavors include work on several non-profit boards as a community leader and fund raiser. She resides in New Orleans.

Carol Gisevius Waguespack is a native of New Orleans and has three degrees from Loyola: a bachelor of science in secondary education; a master of education with a focus in counseling; and a M.P.S. She and her husband, Dr. Roland Waguespack, are longtime supporters of Loyola and Jesuit education.