Podcasts about trusteeship

There is a storm coming with the challenges of navigating the TRUSTEE CRISIS. It is one of the biggest blind spots in the “GREAT WEALTH TRANSFER” and will be the source of mountains of litigation for the unwary, https://youtu.be/hwQev88A03M Summary In this conversation, Frazer Rice and Jennifer Zelvin McCloskey discuss the current crisis in trusteeship, highlighting the shortage of qualified trustees amidst a significant wealth transfer. They explore the importance of modern trust planning, the challenges faced by individual trustees, and the need for better education and training in the field. The discussion also covers the emotional and interpersonal aspects of trusteeship, the functions and responsibilities of trustees, and the necessity of managing risk effectively. They emphasize the importance of building a pipeline for future trustees and improving the perception of the profession, while also identifying opportunities within the trust industry. https://open.spotify.com/episode/4qpkrVdaUa2AfDxgl7j3yN?si=XVgG3jE_Qpqq2JTqi8XLXQ Editing and post-production work for this episode was provided by The Podcast Consultant (⁠https://thepodcastconsultant.com⁠) Takeaways The coming crisis in trusteeship is already here. There is a significant shortage of qualified trustees. Trusteeship requires strong interpersonal skills and emotional intelligence. Managing risk is a fundamental aspect of trusteeship. Trustees critically need education and training. The role of a trustee is evolving with increasing complexity. Beneficiaries need to understand their rights and the trustee’s role. Custodial responsibilities are essential for asset protection. There are many opportunities for growth in the trust industry. Trust law and investment management are distinct fields. This Episode is for . . . Anyone that has an estate plan with a trust in it and doesn't know what a trustee does Any advisor who works w/ multi-generational situations (that’s everybody in wealth management) Any RIA looking to sell Financial types worried about compliance world Fiduciary litigators Chapters of “THE TRUSTEE CRISIS: Navigating the Challenges” 00:00 The Coming Crisis in Trusteeship 02:06 Importance of Modern Trust Planning 04:11 Challenges with Individual Trustees 08:03 The Dwindling Pool of Qualified Trustees 10:06 Functions and Responsibilities of a Trustee 12:20 The Emotional and Interpersonal Aspects of Trusteeship 16:05 Managing Risk in Trusteeship 19:07 Building a Pipeline for Future Trustees 22:10 The Role of Education in Trusteeship 25:07 Improving the Perception of Trusteeship 28:19 The Need for Better Trust Education 30:39 Bifurcation of Trustee Functions 33:26 Distribution Functions and Beneficiary Relations 36:52 Custodial Responsibilities in Trusteeship 40:19 Consequences of Poor Asset Management 46:41 Curriculum for Trustee Education 52:13 Opportunities in the Trust Industry Transcript of “THE TRUSTEE CRISIS: Navigating the Challenges” Frazer Rice (00:01.068)Welcome aboard, Jennifer. Jennifer Zelvin McCloskey (00:02.723)Thanks Frazer, how are you today? Frazer Rice (00:04.782)I am doing great. We’re going to dive into a topic that is near and dear to both of our hearts. And that is what I’m describing as the coming crisis in trusteeship, but I think it’s already here. Which is the concept of qualified trustees being in short supply, right in the face of a gigantic wealth transfer. And first of all, before we get into that, just describe what you do on a day to day basis first. Jennifer Zelvin McCloskey (00:33.445)Sure, I actually wear a bunch of hats. Day to day, right now, I’m a full-time practicing trust and estate attorney. I’m also an individual trustee for a variety of trusts that need either somebody here physically located in Delaware for a short period of time or even a successor trustee. But I’ve also spent many, many years building programs in trust management and trust administration. Because there is this crisis of human capital that just does not exist. I built multiple programs. They’re housed out of the University of Delaware. So I act as a trust and estate attorney, do planning, administration, I teach in the area, I build programs in the area, and I serve as a trustee. PEAK TRUST MANAGEMENT CERTIFICATE Frazer Rice (01:23.182)A full plate to be sure. To me, I came out of Wilmington Trust and another trust company served an individual trustee too. I’ve seen all these different flavors of trusteeship. My general sort of bon mot around that is that the individual trustees. I’d say 95 % or higher don’t really have an appreciation of the risk and responsibility that they’re taking on. And then the corporates have their own issues, which we’ll get into in a little bit. If we pull back even further, modern trust planning in wealth management, why is this so important? Jennifer Zelvin McCloskey (02:06.275)That’s massively important. It’s not just for the mass affluent or the ultra high net worth. It’s for everybody. We have all of these assets that we have this hyperfocus on building and increasing our wealth. Making sure that we have the ability to sustain ourselves throughout our entire lives. But if we don’t do this type of planning, if we don’t have structures and implementation for when we die, then our assets that we’ve planned so diligently for will fall off of a cliff. We lose the ability to control ultimately what happens to those assets. Layered on top of that, of course, is the tax component for ultra high net worth folks who are trying to really focus and direct their assets to make and create generational wealth transfers. Without this type of functionality and wealth planning and estate planning long-term, people lose control of what they’ve spent so much time building. Frazer Rice (03:13.338)One of the things I tell people as far as trusts are concerned is that, you know, we’re putting these structures together. They’re durable enough to withstand taxation or creditors or other asset protection features, create some guidelines around distributing the assets to the next generation or other constituencies. But also have some flexibility to be able to deal with the things we can’t look into the crystal ball and figure out over time. And that those three things just putting a document together that tries to do all that is hard enough, but then to put it in the hands of somebody or something to administer and to exercise discretion around it. That’s where the real art and science kind of stitched together and create this issue. You know, as we think about that too, the idea, the history of these types of scenarios kind of goes back to, you know, you’d put a structure in place and then you’d go hire a bank and they’d take care of everything. How do you look at that and say, all right, we’ve gone well past banks to individuals and then to dedicated institutions. What is the problem there? Jennifer Zelvin McCloskey (04:22.956)Now the problem, there’s two problems. In my opinion, what I see is that, you know, your individual trustee by and large is Uncle Joe, right? He’s the guy that everybody goes to in the family. The responsible one. He’s the smart one. The wealthy one who, great, doesn’t know what the fiduciary duties are. He doesn’t know that he has a duty of impartiality. He doesn’t know that… Frazer Rice (04:32.419)Right. Jennifer Zelvin McCloskey (04:48.475)He can’t self deal unless the instrument says so. Doesn’t understand how the instrument works. He doesn’t understand the nuance and the legalese written into the instrument. But he’s flying by the seat of his pants and everybody looks to him as the respected one in the family. No one knows that they have the ability to challenge him. So with your individual run of the mill trustee named in the instrument, they just don’t have the expertise, they don’t have the technical knowledge. Don’t know what they don’t know. They can get into trouble in that way. The other problem that you have with professional individual trustees oftentimes is that they are not formally trained. They may be an attorney who is working in that area, who’s doing plans for people who may or may not know what the full scope of being a trustee is. They may not realize, I have to get a special insurance policy because my malpractice insurance policy doesn’t actually cover this type of fiduciary engagement. There’s a lot of landmines that individuals can run into when they’re doing this type of work. On the corporate side, the problems that we run into is that there’s just a complete and utter lack. Frazer Rice (05:50.061)Hmm. Jennifer Zelvin McCloskey (06:12.059)Of available educational programs to teach people the proper way to be able to understand trusteeship. It has always been, and it just has developed over time through, you know, oh, we’ll give it to the bank, the bank will do it. This apprenticeship model, and that just does not scale well because if you learn improperly at the edge of a desk from somebody that learned improperly at the edge of the desk. Then the person that you’re teaching now at the edge of the desk is learning what you learned improperly. So anecdotally, I did karate for a long, long time. And the man who taught me karate, I’m almost a secondary black belt to like, was serious in karate. And the man who taught me karate said, you practice, it makes permanent. Don’t practice wrong. Because when you’re practicing wrong, you’re making permanent wrong things. And that’s what the apprenticeship model has the risk of lending itself to. It’s not that every trustee that learns at the edge of the desk learns wrong, but the risk is too high because the fiduciary responsibilities and the duties are too high to run that risk. The other problem is that we have a dwindling pool of really qualified senior trust officers because of just the nature of the job. You’re a human being, you’re an individual, you age, you retire. And it’s not something that people go to school and say, when I grow up, I want to be a trustee. They fall into it sideways. And unless there are academic programs that are out there that people are aware of and that they can get some formal training, some formal education to enter into the field. Frazer Rice (07:49.742)Yeah Jennifer Zelvin McCloskey (08:03.82)Separate and distinct from, I’m in the field and now I want to get a CTFA. I want to earn my certification to really show that I have the chops in this area. We have this shrinking pool of expertise. We have a lack of knowledge, a lack of formal education, and an apprenticeship model that doesn’t scale. On top of, with the individual side and the corporate side, this massive wealth transfer and an explosion of trust complexity that’s all taking place at the same time. Frazer Rice (08:31.918)One of the issues at the corporate level too is that as you say that the impregnance model is not necessarily the best way to do it. They’re cutting back on training programs. The business model around being a trustee or even a specific trustee does not make the big money. And so the ability for those types of institutions to develop the people.who ultimately are now in a very sort of pro-employee environment where there’s such a demand for trustees that they can kind of switch around and get a 10 or 20 % bump each time they go because people are desperate to have them. There’s a real cavern there to try to create the permanence that you’re looking for in a structure that really rewards consistency over time, especially as it relates to discretion and process of decision-making. Jennifer Zelvin McCloskey (09:23.15)Yeah, that’s exactly right. And that leads to this revolving door in the industry, because people are just trying to make more money and they’re going and bouncing to different trust companies. And there isn’t that backfill. Just because it’s a trust company and there’s policies and procedures, trusteeship is about relationships that you make with your beneficiaries, the relationships that you develop with multiple generations in a family. And when you have somebody that’s acting and serving in that and they move, they leave, they’re no longer acting and serving in that capacity, a new personality comes into the mix and it can really be disruptive. So having that consistency and minimizing the attrition is so valuable. Frazer Rice (10:06.766)The other thing I try to bring up, especially to individual trustees, is that the thing that you’re signing up for is probably going to look a lot different in five or 10 or 15 years when people are aged on, they remarry, they have kids, etc. That the conditions are a lot different than what they were before. And it’s going to be difficult to take on a structure that has eight people when before there were two. Jennifer Zelvin McCloskey (10:37.517)Yes, and that’s that complexity, that increased sophistication and complexity of trust structures that are available now to people. With the increase in the exemption, these trust structures, they’re not necessarily changed. For example, qualified personal residence trust, if people really need that anymore, but there’s a ton of them sitting around there. Are trustees properly administering it? Did you actually transfer the real estate into the trust at the time? So there’s all kinds of sophisticated structures that the trustees may or may not have the right skills. But they’re saddled with having to do it. Frazer Rice (11:19.47)Let’s take a step back and just talk about the functions of a trustee for a second. I break them down basically into three. Which is the first one. You have to administer the trust, meaning you have to dot the I’s, cross the T’s, make sure things get executed, tax returns are filed, statements get sent out to the extent that that happens, and that the administration of a structure like that occurs. Then I talk about the concept that the investments have to be made monitored moved around decided and that they’re appropriate for all classes of beneficiary that are in there and then the distribution function which is The assets have to be distributed according to the law. First the trust then maybe the intent or the law if everything is silent and that those three things are very different components and that it’s tough to find somebody who’s great at all three housed within one brain. Jennifer Zelvin McCloskey (12:20.217)Yeah, I agree with that 100%. It is a three legged stool. It’s the investments, the administration and the distributions. And in that administration umbrella in and of itself, there’s a tremendous amount of work that sort of goes unsung. know, it’s not the sexy stuff where you’re investing and making a bunch of money for your income beneficiaries and managing to preserve the corpus for your principal or your remainder beneficiaries. And it’s certainly not the personal interaction that you’re doing with your beneficiary day to day. Making distributions, helping them, seeing the product of that help. It’s the making sure you file ax returns are properly. Understanding how to read that tax return. Even if you’re not preparing it, making a proper selection on the accountant that you’re using to prepare those tax returns if you’re not preparing it. Make sure to set up statements properly, make sure that in this world of silent trust documents that you’re not sending a statement to somebody who’s not supposed to have it. Communicating with beneficiaries on an even keel. Making sure that you’re not inadvertently violating your duty of impartiality because it’s more than just a substantive duty, there’s a procedural duty as well. That’s really, really challenging to find within one human being, let alone add on top of it somebody who’s financially savvy enough to understand investments and all of the different complex investment tools that are out there, as well as having the personality and the interpersonal skills to keep beneficiaries engaged and happy. Frazer Rice (13:56.426)Just on top of that, the EQ, the bedside manner, and the ability to simplify the complex, et cetera. At the same time, that dedicated note taker that is able to document everything that happens within a decision. Whether distribution or investment or otherwise, that it’s just two different people most times. I find that something falls apart as time goes on. Ultimately if things aren’t laid out correctly, that’s when conflict starts to simmer. Then you know if there is something that’s wrong. That’s allowed to compound that’s where you get into a huge problem later on. Jennifer Zelvin McCloskey (14:36.922)It’s all that feeling. People are behaving in ways that they may or may not be able to articulate their emotional proximity to. When you’re talking with beneficiaries. There’s something simmering under the surface that you inherited because you’re a trustee. You may not even be aware of it because the beneficiaries may not even be able to articulate it. You have to have a certain sense. A gut check of feelings of rntuitively being able to read what’s going on under the surface. To pull it out of people in a very balanced and even keel way. It’s not an easy job by any stretch of the imagination. On top of financial literacy and personal liability and executive functioning skills, being detail oriented, making sure your documentation is not overly explicit. isn’t, you know, scarce. You’re now wondering how and why did you make those decisions? People don’t think about the decisions that they make on a day to day basis. We don’t think in a way to articulate why I made this decision. Why I exercised this type of judgment. And that’s what we’re being asked to do as trustees is to document what is my decision making process? Why am I making the decision? What are my factors involved in making that decision in a way that’s defensible. If we ever need to defend it. Frazer Rice (16:05.292)Well, in favoring one class of people over another is usually where the rubber hits the road on this. People who are used to seeing the income from a trust and don’t want that touched come hell or high water. Then future beneficiaries who’d like to see the trust go from X to 2X to 5X. So that they have something larger to enjoy. You have a natural tension that you have to manage. It’s just not easy. If you don’t document the hows and whys of what you’re doing, you set yourself up for a problem. From one class or another looking at you saying, you you should have done it differently. To go back to that liability component. You’re the only one who sits in the chair of having made that decision. You’re the one with the bullseye on your back when it’s called to account. Jennifer Zelvin McCloskey (16:53.093)That’s right, that is exactly right. And now add on top of it, you’re just named because you’re Uncle Joe and everybody goes to Uncle Joe. You have no technical background and you just don’t know the landmines that are there. You don’t know what you don’t know. Wouldn’t it be wonderful if we were able to create a pipeline of really sophisticated entry level employees or folks that are, you know sophisticated in financial literacy that now want to take the job to become trustees, that we were able to give them this technical roadmap for what the job actually is and then have them get the ability to apprentice on all of those policies and procedures. What does this corporation do? How do we document things? When you’re trying to learn it all at one time, it’s like drinking from a fire hose. Let’s give people the ability to really have a chance at doing it successfully. Frazer Rice (17:53.048)So let’s dive into that pipeline issue for a second. We already diagnosed that the, let’s call it the trust companies or the banks are, they’re just not resourced enough. They can’t run people through an internal school to do it quote unquote correctly. The apprentice model really kicks in. Which means you’re at the sort of mercy of what people are good at, not good at, et cetera. People turn over quickly so that apprenticeship doesn’t even work anymore. The RIAs I think are the worst place to learn about this type of thing. They have a completely different modus operandi as far as keeping clients happy. The word fiduciary means something so different to them than it does to an actual trustee. I wouldn’t feel good about the training on that front to sort of create trustees And then so law schools. They’re they’re just trying to create people the trust in the states vertical as a general matter. Let alone trying to delineate into a trustee situation. You’re putting the pipeline together and you put these programs together. How do you stitch together the needs and what does that manifest itself into? Jennifer Zelvin McCloskey (19:07.642)So that’s a really, really good question. I think that the very first place that we start with answering that question is advising on a trust as an attorney. It’s different from the administration of a trust and the skills that you need for that. So when you create a program like this where you’re trying to teach about trust management. You have to start with the technical skill. The legal side of what is it that we’re even doing? What is a trust? What are the fiduciary duties? Where do they come from? Then we have to, after we teach or create a structure or foundation on what the legality is. Now we go into how does this translate into administration? So when I created the programs, I looked at what’s the law they need to know? What is the level of sophistication of the student? And what do I need to, from a foundational perspective, teach first? What are the building blocks? And then how do I translate that into administration? The one thing that I have found is trust law does not equal investment management. So if people are coming along… Frazer Rice (20:26.254)No question. I’m nodding audibly at that comment. I like that. Jennifer Zelvin McCloskey (20:31.226)Your fiduciary duties as a trustee are fundamentally different than those of an RIA, where some RIAs are not even fiduciaries by law. They’re not. So being able to delineate and explain where that line is, what makes you a fiduciary, what are those duties, after you know the legal basics. And taught to you at a level that you can understand. I don’t expect everybody to be a lawyer. And people have asked me time and time again, do I need to be a lawyer to know this? No, you don’t need to be a lawyer because you’re not advising on the law. You’re advising on the administration of a legal structure and how that administration affects the fiduciary duties that are inherent in the relationship. Then how those fiduciary duties are translated out to the beneficiary. That’s the way that I’ve always built these programs. Where do I start? Start with the law. Where do I go from there? Start with how the administration translates the law. And then how does that administration get heard by the beneficiary? Where does the RIA come into the mix? The RIA should not be dabbling in advising on trusts. They should know that they need to bring in somebody who has this particular skill. And if they’re not doing that, they’re doing the client a disservice by trying to give one-stop shop advice. Frazer Rice (22:06.85)Yep, no question about it. One of the things that…we delve into the world of trusts and their function, et cetera, is that you’re dealing with an ecosystem from client to outside advisor, whether RIA or even accountant, et cetera, that they’re looking for certainty and airtight. quality to these structures that you put them in place and then everything runs like a clock going forward. When in actuality, I think there is a bandwidth of risk around everything. And so it’s the poor trust officer or individual trustee who sometimes has to be the bearer of bad news to say, yeah, you know, I think this is going to work 98 % of the time, but there’s a 2 % problem here or we’ve got this to fix or something like that and everybody else sort of sighs with disappointment and gets mad at the administrative function when in actuality they’re really doing their job and trying to, you know, keep a lot of things that are spinning out of control kind of within view. How do you get a trust officer or that administrative function or even the full trustee function to be comfortable with that risk and everything that’s involved with that? Jennifer Zelvin McCloskey (23:20.504)You have to start with explaining that there is risk and we’re not our job is not as a trustee to eliminate risk. Our job is to manage and identify risk. It is inherent in the job. There is going to be risk. No matter what you do, you cannot divorce risk from trusteeship. It’s a matter of identifying perceived risk and actual risk. And if you can teach that, if you can teach These are the things that are going to trigger a likely outcome. They’re gonna trigger a likely risk. Then you can essentially, you can’t foresee everything. I mean, there are things that are just gonna happen. But in a trust instrument, you’ve got contingency plan upon contingency plan upon contingency plan. That’s what the flexibility of those structures are building. We need to, as trustees, be able to recognize What is the risk with contingency plan A? The risk with B? What is the risk with C? How can we minimize the risk? And how can we make sure that we’re managing perception of risk versus actual risk? Frazer Rice (24:29.31)as someone who’s been in trust companies, advised trust companies, advised trustees, and advised clients, the lack of appreciation for the management of that risk and that that as the intersection of the business model of trusteeship and risk management and use of discretion and making hard decisions and even kind of an insurance quality around these structures, how do you fix that, where people place a level of respect on the job that I think is completely lacking in the wealth management ecosystem? Jennifer Zelvin McCloskey (25:09.089)Absolutely. It’s a tough one to answer. How do you fix it? First and foremost, I think that it’s a top-down fix, especially at a corporate trust company, a bank, and even an independent trust company that’s not affiliated with a bank. The management has to… really understand the function of the trust company. For so long, it’s been just an extra service that we provide and and we’ll do this, the back office trust company. It’s really, really important that the management recognizes what the functionality of the trust company is and stops treating it as sort of a back office stepchild. From the corporate level, I think that’s the very first place we start. Frazer Rice (25:38.478)Mm-hmm. Jennifer Zelvin McCloskey (25:57.818)The second place we start is investing in our trust officers, investing in the team, giving them the education that they need, continuing to give them education, providing training programs, whether they be in-house, external, bring in trainers. None of this is set it and forget it. At the individual level, I think it’s really, really important to have functions like the Individual Trustee Alliance, groups like that, where you have an ability to talk to other professionals that are doing what you’re doing. That’s another way to impress upon people that we have to manage the risk and we can’t do it all alone. Nobody knows everything. You really have to, you have to talk to other people. You have to engage. have to, what is it called when we were practicing law and we’re a little bit outside of our comfort zone, we have to consult with other people who know more than we do. It’s our obligation as lawyers. It’s the same thing with a trust company, with a trustee, whether you’re an individual or you’re not. Widen that circle. Frazer Rice (27:08.474)I think this is my idea for the day that there’s got to be a bit of a public relations campaign sort of describing what’s going on here because I think especially when we go into the family members that sort of occupy these roles, they have no earthly idea what they’re doing. They’re usually doing it for free. Everything’s hunky dory up until a point and everyone hopes that everyone is not going to sue each other if something goes wrong. But the level of wealth that’s being transferred now is now so significant that everyone sort of talks about, AI is going to get rid of lawyers. Nope, not in fiduciary litigation. I think that’s a medium term growth industry, especially around insurance, around ILITs, around revocable trusts, around elder care. But this is my advertisement for people who are in law school looking for a productive way to go. I think that one is going to be, I think that one’s recession proof, at least for a while until I retire anyway. So my thought is that awareness over these things, and it’s probably going to take a very difficult case or a class action suit, something like that, where somebody really gets hurt in order for that awareness to come up. Jennifer Zelvin McCloskey (28:24.922)Yeah, I would agree. think that some of the solutions would include better trust education, you know, whether it be for RIAs, lawyers. Trust in the states is a throwaway class in law school. And there are so many law schools that are essentially rolling it back because bar exams aren’t testing it anymore in a variety of states. And ACTEC is definitely working with the law schools to try and increase trust in the states being taught and certainly being tested. So education for lawyers coming out of law school, education for RIAs that are advising on trusts, education for trust officers, for trust administrators, trust professionals in general, clear role delineation. What is the role of the RIA? The role of the trust officer? What is the role of the trustee if they’re an individual trustee? And then creating a culture of collaboration on what we’re doing as a team for the beneficiary, not substitution, but collaboration with the advisors and the trustees. Frazer Rice (29:32.59)Let’s go into the role delineation for a second. About 20 or 30 years ago, the concept of bifurcating or sort of cordoning off the different functions I described before the investment, the administration and the distribution has come into vogue. I think that came out of frustration with bank trust companies where you got one set of advice for every trust that they had as far as investments and distributions and administration and a lot of modern larger families wanted something a little bit more specific to their needs. And that’s really turned, it’s exploded as an industry for increasing sophistication and size of wealth. Along those different functions, where maybe the administration goes to a professional trust company or a trust officer in the state that you want, Then there’s some intersection maybe in the distribution committee. And then the investment side of it is a bit of a free for all, think, depending on what you’re, dealing with. How do you educate the, that continued the delineation, but the coordination within those types of structures. Jennifer Zelvin McCloskey (30:41.275)Yeah, I think it’s really important. And I’m a Delaware lawyer. I’m licensed in multiple states, but Delaware is my home. It’s where I learned how to be a lawyer. It’s where I grew up as a lawyer. So this directed trust model that you’re describing, where you’re bifurcating, truly bifurcating these particular functionalities of a trustee, it originated in Delaware. sort of, we didn’t, I mean, we invented it, right? We codified it. It was being done, but we codified it. The idea of making sure that everybody understands what their function is and knowing that there’s a limit of liability that’s built into the instrument and communicating what that means to the RIA that is named in the document. I can’t tell you how many times I have heard companies, heard trust companies say, we’re advisor friendly. And I’m like, not unless you’re directed, you’re not. Frazer Rice (31:37.528) “THE TRUSTEE CRISIS: Navigating the Challenges”Yeah. Jennifer Zelvin McCloskey (31:40.439)If you are directed, you are 100 % advisor friendly because there’s no chance that that trustee is going to try and take the investment management. They’re not a portfolio manager. Not a clerical administrator. They’re not a passive rule follower. We need to identify what does that trustee actually do when they are an administrative or directed trustee. Clarify that role so that people who are engaged in this bifurcation, this structure where we’ve got a distribution committee, maybe it’s individuals who are close to the family, close to the beneficiaries, where you don’t have somebody who’s objectively uninvolved with the family members making decisions as to whether or not there’s a distribution that should be made. But also advising those rolls those advisors that your administrative trustee is not just a pencil put a paper pusher. Not just checking boxes. They really do add value to the role that they provide and making sure that everybody understands what each other are doing, having regular meetings amongst the team instead of operating in a vacuum or operating in a silo. And taking the approach of it’s not my job, misunderstanding trustee powers and the advisor’s authority. So when that’s delineated, when that’s really understood, not just by the advisors, but also by the beneficiaries, there are so many beneficiaries out there, Frazer, that have absolutely no idea that they actually hold all the cards. They don’t know. Frazer Rice (33:25.87)Along that line, so in the administrative, we just walked through pretty nicely. The distribution function is one that, let’s talk a little bit for a second about what it means to ask a trustee for a distribution and maybe the difference between income and principal and why having a steady hand at the wheel within that function, whether it’s a corporate trust company of qualified individual or family input in that function, why real good thought needs to go into how that’s staffed. Jennifer Zelvin McCloskey (34:04.73)Yeah, absolutely. 100%. In a corporate trustee ship or a corporate trust company structure, there’s always going to be distribution committees, right? So if you are the trustee, you’re going to have to go through a committee that’s looking at what your reasoning is for making that distribution. They’re asking questions about what have been the prior distributions? Have they come from principal? Have they come from income? What is the spend rate on that trust? How is this going to affect long-term spend rate? Is this an aberration? Is this something that’s gonna become a habit? Really understanding what the distribution, the guidelines are in the trust. What is the distribution standard? Making that decision? What are our factors? And how many people are at the table? Who’s communicating that to the beneficiary? Does the beneficiary know that the trust officer alone does not have the ability to say yes or no? That when they’re in this ecosystem of a corporate trust company, they have their checks and balances to make sure that that risk is being managed. So when you’re looking at corporate trust companies, are a lot of layers behind understanding what the distribution standard is, whether it’s hems or if it’s purely discretionary. The other thing that you need to look at when it’s not a corporate trustee and it’s an individual trustee is, how is that individual trustee making that decision? Are they doing it in a vacuum? Alone? Are they favoring one beneficiary over another because they like them more, you need to have some communication to the beneficiaries so that they understand what they are, what their interest is, what they are entitled to, if anything, and why the trustee stands in that position as the gatekeeper. And I really think in my heart of hearts, we need to make a shift from a gatekeeper trustee Jennifer Zelvin McCloskey (36:16.708)to a beneficiary enhancement trustee, where the beneficiary is really taking on the understanding that the trustee is there to facilitate enhancing the beneficiary’s life. That even though the trust may have started at the outset as a tax strategy or something that the grantor decided they needed to do with the advice of counsel. At the end of the day, you wouldn’t have been named as the beneficiary if there wasn’t some sense of love or obligation even, that it’s for your benefit. It’s in the name. Beneficiary. Trustees need to understand that and beneficiaries need to be taught. Frazer Rice (36:54.958)Right. Frazer Rice (37:00.646)And it goes to the circle back to the notion of making sure that you write down the whys of the decision because ultimately if the concepts of favoritism or you didn’t communicate this or anything, the idea of having the beneficiary submit a budget but having them understand why they are submitting a budget and then if there is some discretion that’s happening around that decision that the data points that are informing that discretion, that’s gonna keep everybody safe a lot later on. Jennifer Zelvin McCloskey (37:32.666)Absolutely. I break it down into a couple of different factors. It’s fiduciary decision making. How is that fiduciary making the decisions they’re making? Why are they making those decisions? And who is being affected by the decisions? Document interpretation. Do you understand the document that you’re administering? If you don’t understand the document you’re administering, hopefully best case scenario, you know what you don’t know and you ask. But if you don’t understand the document and you don’t even have the wherewithal to say, hey, I need help to understand the document, it’s really problematic. The third part, balancing beneficiary interests. Really taking on board this idea of the principal income problem that all the assets in the trust are not the same. That some of it doesn’t at all in any way affect a certain class of beneficiaries. And at the same time, it’s inextricably intertwined in the way that it affects another class of beneficiaries. And then risk management and governance. How is this being governed? How are we managing perceived and actual risk as a trustee? Frazer Rice (38:40.13)The investment function, which I alluded to before, I see storm clouds on that horizon, not really at the RIA level, because I think there’s sort of a default mode that investment policy statements are in place. Diversification is a true commodity at this point. And I never really worry about an RIA sort of understanding how to invest to get to a certain expected return and deal with the risks and drawdown and all that stuff. The storm cloud I see is when individuals sit in that role and they are being tasked with, let’s call it quote unquote, overseeing concentration, meaning that trust is holding a building, farmland, a nuclear reactor, crypto, all of these different things that sometimes can be, A, they have their own different maintenance responsibilities that are not just looking at a fidelity statement, but that they also have their own volatility And, you know, in the case of a building, you got to make sure it’s managed correctly. are they going to get sued or the windows kept up, all of that stuff, and that there’s a whole different component there. And I’m waiting for the shoe to drop on some fact pattern there where somebody is sitting in the role of an investment advisor. It doesn’t say trustee in the document, so they don’t really think that they have trustee liability. But. they sit in that role and all of a sudden somebody finds 10 55 gallon drums of green fluid in the basement of a building and all of a sudden the trust has a big set of red brackets that say minus $100 million that you owe to the federal government and the EPA. How do you think about that? Jennifer Zelvin McCloskey (40:21.454)Hmm. Jennifer Zelvin McCloskey (40:25.242)That’s a heavy question. so the Delaware stock answer, obviously, direct it, right? It’s just to get the trust, cut off the liability. At the first, at the inception of your hypothetical is bad drafting, right? So if there’s no statement as to whether or not your investment advisor is acting as a fiduciary or not, Frazer Rice (40:35.042)Right. Jennifer Zelvin McCloskey (40:52.836)What does your statute say? Does your statute impose that they are as a default a fiduciary or not? So that’s the very first step. That’s bad drafting. We need to know. But if it’s silent, let’s say it’s just a lousy document, there’s, God knows. Anybody who’s seen trust documents knows that, you’ve seen them all, right? And everything in between. Some are good, some are bad. If this is a bad one. Frazer Rice (41:13.08)Seen good and you’ve seen bad. Jennifer Zelvin McCloskey (41:20.079)Then we need to document the statute. If we can correct it, modify the document, let’s modify it. But if all of that can’t happen, then I would say the best way to handle it, make sure you have adequate insurance. mean, over-insure that, over-insure it. Make sure that there’s regular checks on the actual… Assets that are in the trust, if you have a concentration and that concentration is real estate, get the advice of counsel, put that bad boy into an LLC, get yourself some distance from the actual asset itself being held in the trust, hold an interest, hold a financial interest, push it down to the corporate level. But if you can’t do all of that and you’ve got those 500 gallon drums of green fluid and now you’re… Frazer Rice (42:14.286)You Jennifer Zelvin McCloskey (42:15.371)You you’ve got a super fun site. What do you do? You don’t shy away from it. Have to address it head on. You got to take the accountability. You got to communicate and document, communicate and document some more. Talk to your beneficiaries. Make sure that they’re aware of where it went wrong, why it went wrong. Because I have found in my exposure in the industry over time and in reading case law, it’s when you’re trying to cover stuff up. Frazer Rice (42:43.913)Jennifer Zelvin McCloskey (42:44.027)You’re just making more problems. Bad news doesn’t age well. It doesn’t get better over time. You have to approach it head on and make sure that there’s communication and documentation. Meet with your beneficiaries. If there’s a trusteeship where you are appointed as a trustee individually and you’re not having at least quarterly meetings with your beneficiaries, If you’re not going out and seeing the asset, if you’re not going out and making sure that the asset is properly custodyed, you’re not, you’re violating your fiduciary duty. You are not doing what you’re supposed to do. Frazer Rice (43:21.804)You brought up an interesting word there, custody, which is the administrative function, whether held corporately or individually, one of the major things you have to do is to safeguard the assets. And that’s a big two syllable word that carries a lot of weight with it. That custodial function, how do you teach the trust officers or the individual trustees where that starts and stops? Jennifer Zelvin McCloskey (43:48.579)Yeah, mean, custody is super, it’s a really touchy, touchy subject, especially with the dynamic way that trusts have developed in the current climate from tangibles. You know, I’ve got artwork and my beneficiary wants to hang the artwork in their house. Well, do you have custody? Has it been assigned to the trustee and how do you maintain that asset? Make sure nothing’s happening to it. Do make an appointment, go over to the, visit your artwork? What if it’s prize horses, you know? What if it’s, you know, a stud that, you know, we’re gonna need to breed and it’s gonna be the next Triple Crown winner? How do you make sure that the barn is properly safeguarded? It’s a really touchy subject, especially with things like tangibles and things like assets held away when you technically custody the asset, but you don’t have control over the asset. I think in the education part for custodying, what I do in my programs and when I teach this is I make sure that we talk about different types of asset classes. And what the risks, again, what are the risks that you run with these asset classes? How can we manage the actual and the perceived risk of holding that asset? Even if you have custody and name only, but you don’t have physical custody, how do you maintain your control over that asset? Because it’s really the C’s, right? The custody and control. Just because you don’t have custody doesn’t mean you don’t have control. So we have to make sure that there’s an education that’s provided about the different asset classes, whether it’s tangibles, intangibles, assets held away, if it’s a concentration of stock, if it’s crypto, and most trust companies are not taking crypto. I think that there’s like a circuitous way that they’re getting in right now, but it all boils down to education, isolating what the issue is and educating people on it. Frazer Rice (45:59.586)I’ll give you a third C, it’s consequences, which is what happens when you don’t understand these functions. on the crypto side of things, Jennifer Zelvin McCloskey (46:01.786)Uhhh Frazer Rice (46:11.544)Holds the key to get to the crypto. What happens if that trust officer quits and walks away with the key and they’re like, well, multi-sigil figure this out. I’m like, okay, that’s not that. That doesn’t make me feel great at the moment. And now there have been some advances, which is good, but traps for the unwary to be sure. the good news too for crypto is for people who want exposure, the spot ETFs take away 90 % of the problems with that. But as we start to think about winding down here, because I have a feeling we could probably talk for four or five hours on this subject, when putting your programs together, what does a curriculum look like? And we don’t have to go through it bit by bit, but how does that work when someone comes to your program? How much time does it take? What’s the commitment? Jennifer Zelvin McCloskey (46:47.172)Yeah, I think so. Frazer Rice (46:54.851)Mm-hmm. Jennifer Zelvin McCloskey (47:06.33)So the program that I created that’s really available anywhere across the country is called the Peak Trust Management Certificate Program. Peak Trust Company, may be familiar with it. They have name rights because they gave the donation to the University of Delaware for me to build the program. So it’s housed at the Lerner College at the University of Delaware, but bears the name of Peak Trust Company. I look at five different things. The first thing is trust law and administration. So like I said previously when we were talking, you lay that foundation of what is the legal component of this? What is the baseline that people have to know? And then what is the administration? The second component is, and it’s inextricably intertwined as taxation. What is the income tax? What are the deductions? And now let’s take all of that income tax knowledge, individual income tax knowledge, and build on it with fiduciary income tax. What is DNI? What is FAI? How does it go out to the beneficiary? What’s the character of the distribution? How do we manage that? What are we deducting in the trust? So teaching taxation and not because trustees necessarily are tax preparers, but because the trustees obligation is to be able to understand and read that tax return, they need to know how to spot problems. So from my perspective, teaching fiduciary income tax is a critical component. It also helps. Yeah. Frazer Rice (48:38.828)No, no, I was gonna say no question about that. And there are elections to make, just because it doesn’t just go on autopilot, there are choices to be made so that if you’re the trustee, you may not have to prepare the tax return, but you may have to make a choice on the tax return and you’ve got to be informed because that can be an issue. Jennifer Zelvin McCloskey (48:58.651)65 day elections, perfect example, right? You just, you need to understand what your role is and how it overlaps with that of the CPA. The third part, of course, investments. Investments are inextricably intertwined, whether you’re doing it yourself as the trustee or you’re directed or even delegated, which is like the hairy scaries of every trusteeship known to man, because you’re not actually in control, but you’re responsible. So it’s the gray. When I build a program, because of the, you know, the directed trusteeship being so popular in today’s day and age, we have to talk about not just investments of, you know, marketable securities, not just the custody of tangibles, but also subscription documents, because so many alternatives are held in trust right now. unique assets, need to know how the trustee is actually carrying out their fiduciary duty when it comes to engaging in an investment that is an alternative investment. The fourth component is of course compliance. We cannot ever get away from compliance and I think we could do a whole nother podcast on compliance in trusteeship but. You know, it’s a regulated entity. And even if you’re an individual trustee and you’re not using what those compliance frameworks are, what the guidelines are by OCC, Reg 9, FDIC, if you’re not looking at that and using that as a guideline, don’t do the job. understanding KYC, BSA, AML, all of those compliance components that have tentacles. That’s the fourth part. And then for the fifth part of this program, because it’s specifically geared toward trustee education in trust companies, although it can be applicable, very applicable to individuals, is operations. I was very fortunate that I was able to partner with SCI on building the operations component. So we license their platform called Plato. It’s essentially their training platform. Jennifer Zelvin McCloskey (51:12.888)so that trustees can see how fees are set up, fees, that’s a whole other podcast, fees, statements, distributions, how are we doing this? How are we documenting everything? What are the logistics of the day-to-day operations? So that’s how I built the program and it’s available anywhere in the country. It’s 10 weeks, how long does it take? I would say from three to five hours a week of an investment that you’re making at a bare minimum. Obviously there’s a whole lot more of depth that you can go into. The resources are built in. But I would say 10 weeks, about 50 hours of time where you’re actually engaging with the material. And then I bring in guest lecturers on each different area of expertise for lack of a better description. And they get a certificate at the end, they get a digital badge, and now they really have something where they can add value day one in a trust company or as a trustee. Frazer Rice (52:17.902)With Delaware being, you one of the real gold standards as far as trust jurisdiction, I assume that everything that comes out of this program is pretty transportable to the other useful jurisdictions, let’s call it, within the country. know, the Tennessee’s, the South Dakota’s, the Nevada’s, the Alaska’s, Wyoming’s, New Hampshire’s, et cetera. Obviously, there are hairs to split with different foibles in their law, but everything that you’re describing sounds like works everywhere else. Jennifer Zelvin McCloskey (52:47.928)And I’ve always taken the approach, you’re 100 % correct, I’ve always taken the approach of UTC. I base everything off of UTC and if there’s something different or unique based upon the jurisdiction that you’re in, I always encourage people you have to look at your statute, you have to look at the jurisdiction that you’re actually practicing this in and administering in. I use Delaware, South Dakota, Alaska as examples quite often when we’re talking about the directed stuff, but By and large, it’s UTC. Frazer Rice (53:20.966)It just a weird subset. So special needs trusts and islets, which are two types of trusts, very specific. One holds life insurance. The other is designed to really take care of people who can’t take care of themselves. And they are types of trusts that a lot of trust companies don’t like to take on because the liability is harder or the profit margin is less. For those individuals who get the opportunity to participate in those and I put that in air quotes. How would you advise people to get ready for those types of situations? Jennifer Zelvin McCloskey (53:58.308)People who are in need of those types of trusts. Frazer Rice (54:02.122)Well, maybe both. The people who need those trusts, you know, they’re going to, they, you know, it’s almost like they get set up and then the staffing gets kind of figured out later, barely. And then, you know, the, for the people who end up taking on that role, they really have no idea of what they’re in for in a sense. Is there sort of like a mini, I’m not going to say a full course like you’re describing, but a crash course in, in what’s going on here and what can I do to keep myself safe? Jennifer Zelvin McCloskey (54:30.271)Unfortunately, no, I don’t know of one. and there isn’t much built in. there’s, we talk about a little bit in the program that I built, but, those are specialized and eyelets we talk about a little bit more there, you eyelets had their day and sort of they has done ish. but special needs trust. It’s a whole other ball game because It really incorporates state law and social security and Medicaid, all of those government benefits that I think you would need something more specialized than my program that I developed. And I don’t have a great answer for that, I’m sorry. Frazer Rice (55:12.482)No, there’s not a great answer for it because it’s tough. it’s a, all of which is to say for someone who’s involved with those things and feels confused by what’s going on, that’s one where it’s worth it to spend the money to lean on a dedicated Medicaid elder care, special needs type of lawyer on that front because there are traps for the unwary. Okay, now we’re starting to butt up against an hour here of. Jennifer Zelvin McCloskey (55:29.764)Yes . . . Frazer Rice (55:38.827)Four hours. No, I’m kidding listeners. We’re not going to talk for four hours, but How do people find your program and and then I’ll ask a bonus question at the end Jennifer Zelvin McCloskey (55:49.339)So the program is on the University of Delaware’s website. You just type in peak trust management certificate and it’ll pop up. My name will be there. I think my picture might be there. It’s all over my LinkedIn. So if you look me up, you’re going to see the peak trust management certificate program. You can always email me, jennifer at zeldenlaw.com. Happy to push people into it. start, I’m in the new cohort right now. We’re two weeks into a 10 week program. But we have a new cohort starting in May. I think it’s May 4th. So may the fourth be with you. Frazer Rice (56:24.622)Terrific. So the final question here is really more of a crystal ball question. In this trust industry, trustee industry, what are the real, I’m going to say opportunities out there, and we’ve sort of painted a picture of doom and gloom and its low profit margin and things like that. Where can someone who is thinking from a business perspective about this find something? Once they’re properly educated about it and being able to participate in it. Jennifer Zelvin McCloskey (56:57.582)There are so many opportunities. There is an absolute need for good trustees everywhere. Trust companies from coast to coast, individual trustee alliance. People really, really need trustees. There’s tremendous opportunity with Heritage Institute, not the Heritage Foundation, but the Heritage Institute. There’s opportunities with…various family offices and various trust companies for education, for beneficiary education. So many opportunities out there. Trust companies are just clamoring for people. So if people are interested in becoming a trustee, getting that education, you will not have a hard time finding a job. Like you said, it’s basically recession proof. This wealth is going to transfer. We need sophisticated, knowledgeable trustees. on the receiving end of that transfer so that it happens correctly. Frazer Rice (57:56.578)I’d go so far as to say financial advisors. I just gotta say, a CFP is useful, CFA is on your investment side, but something like this, you know so much more about how intergenerational wealth works than what’s happening in those particular situations that I think it helps people stand out when I see something like that on a resume. Jennifer Zelvin McCloskey (58:00.302) “THE TRUSTEE CRISIS: Navigating the Challenges”That’s all the podcast. I hear you. I hear you. Frazer Rice (58:24.386) “THE TRUSTEE CRISIS: Navigating the Challenges”All right, with that, Jennifer, it’s great to catch up and I will have all of your information on the show notes and I will either see you at the ITA conference in Dallas or what I’m down in Delaware next. More Around “THE TRUSTEE CRISIS: Navigating the Challenges” BUILDING A TRUST COMPANY TENNESSEE AS A JURISDICTION DIRECTED TRUSTEES DELAWARE WELL BEING TRUST THE TRUSTEE CRISIS: Navigating the Challenges https://www.amazon.com/Wealth-Actually-Intelligent-Decision-Making-1-ebook/dp/B07FPQJJQT/ Keywords for THE TRUSTEE CRISIS: Navigating the Challenges trusteeship, wealth transfer, trust management, fiduciary duties, trust education, estate planning, risk management, trust administration, individual trustees, trust companies, the trustee crisis, navigating the challenges, the great wealth transfer,

From the earliest days of its founding, the United States set its sights on Native territory. Amid better-known “Indian wars,” the federal government quietly built an empire by treaty, offering payments to Native peoples for their land. Routinely inadequate, these payments were nonetheless pivotal because federal officials chose not to deliver them as a lump sum. Instead, the government kept the bulk of payments owed to Native nations under its own control as a trustee, and made access to future installments contingent on Native compliance. In Vested Interests: Trusteeship and Native Dispossession in the United States (Princeton UP, 2025), Dr. Emilie Connolly describes how a system of “fiduciary colonialism” seized a continent from its original inhabitants—and, ironically, furnished Native peoples with financial resources that sustained their nations.Connolly documents two centuries of dispossession in the guise of fiduciary benevolence. Acting as both dispossessor and trustee, the federal government invested Native wealth in state bonds that financed banks, canals, and other infrastructural projects that enabled the country to expand further westward. Meanwhile, Native peoples protected the money they did receive for future generations, investing it in their own institutions and mounting legal challenges to hold their trustees accountable. Still, federal trusteeship placed tight constraints on Native economies with the aim of containing Native power, forcing nations to endure through sheer resilience and ingenuity. By chronicling the long history of Native land dispossession through financial paternalism, Vested Interests reveals the unequal dividends of colonialism in the United States. This interview was conducted by Dr. Miranda Melcher whose book focuses on post-conflict military integration, understanding treaty negotiation and implementation in civil war contexts, with qualitative analysis of the Angolan and Mozambican civil wars. You can find Miranda's interviews on New Books with Miranda Melcher, wherever you get your podcasts. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/american-studies

From the earliest days of its founding, the United States set its sights on Native territory. Amid better-known “Indian wars,” the federal government quietly built an empire by treaty, offering payments to Native peoples for their land. Routinely inadequate, these payments were nonetheless pivotal because federal officials chose not to deliver them as a lump sum. Instead, the government kept the bulk of payments owed to Native nations under its own control as a trustee, and made access to future installments contingent on Native compliance. In Vested Interests: Trusteeship and Native Dispossession in the United States (Princeton UP, 2025), Dr. Emilie Connolly describes how a system of “fiduciary colonialism” seized a continent from its original inhabitants—and, ironically, furnished Native peoples with financial resources that sustained their nations.Connolly documents two centuries of dispossession in the guise of fiduciary benevolence. Acting as both dispossessor and trustee, the federal government invested Native wealth in state bonds that financed banks, canals, and other infrastructural projects that enabled the country to expand further westward. Meanwhile, Native peoples protected the money they did receive for future generations, investing it in their own institutions and mounting legal challenges to hold their trustees accountable. Still, federal trusteeship placed tight constraints on Native economies with the aim of containing Native power, forcing nations to endure through sheer resilience and ingenuity. By chronicling the long history of Native land dispossession through financial paternalism, Vested Interests reveals the unequal dividends of colonialism in the United States. This interview was conducted by Dr. Miranda Melcher whose book focuses on post-conflict military integration, understanding treaty negotiation and implementation in civil war contexts, with qualitative analysis of the Angolan and Mozambican civil wars. You can find Miranda's interviews on New Books with Miranda Melcher, wherever you get your podcasts. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

From the earliest days of its founding, the United States set its sights on Native territory. Amid better-known “Indian wars,” the federal government quietly built an empire by treaty, offering payments to Native peoples for their land. Routinely inadequate, these payments were nonetheless pivotal because federal officials chose not to deliver them as a lump sum. Instead, the government kept the bulk of payments owed to Native nations under its own control as a trustee, and made access to future installments contingent on Native compliance. In Vested Interests: Trusteeship and Native Dispossession in the United States (Princeton UP, 2025), Dr. Emilie Connolly describes how a system of “fiduciary colonialism” seized a continent from its original inhabitants—and, ironically, furnished Native peoples with financial resources that sustained their nations.Connolly documents two centuries of dispossession in the guise of fiduciary benevolence. Acting as both dispossessor and trustee, the federal government invested Native wealth in state bonds that financed banks, canals, and other infrastructural projects that enabled the country to expand further westward. Meanwhile, Native peoples protected the money they did receive for future generations, investing it in their own institutions and mounting legal challenges to hold their trustees accountable. Still, federal trusteeship placed tight constraints on Native economies with the aim of containing Native power, forcing nations to endure through sheer resilience and ingenuity. By chronicling the long history of Native land dispossession through financial paternalism, Vested Interests reveals the unequal dividends of colonialism in the United States. This interview was conducted by Dr. Miranda Melcher whose book focuses on post-conflict military integration, understanding treaty negotiation and implementation in civil war contexts, with qualitative analysis of the Angolan and Mozambican civil wars. You can find Miranda's interviews on New Books with Miranda Melcher, wherever you get your podcasts. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/native-american-studies

From the earliest days of its founding, the United States set its sights on Native territory. Amid better-known “Indian wars,” the federal government quietly built an empire by treaty, offering payments to Native peoples for their land. Routinely inadequate, these payments were nonetheless pivotal because federal officials chose not to deliver them as a lump sum. Instead, the government kept the bulk of payments owed to Native nations under its own control as a trustee, and made access to future installments contingent on Native compliance. In Vested Interests: Trusteeship and Native Dispossession in the United States (Princeton UP, 2025), Dr. Emilie Connolly describes how a system of “fiduciary colonialism” seized a continent from its original inhabitants—and, ironically, furnished Native peoples with financial resources that sustained their nations.Connolly documents two centuries of dispossession in the guise of fiduciary benevolence. Acting as both dispossessor and trustee, the federal government invested Native wealth in state bonds that financed banks, canals, and other infrastructural projects that enabled the country to expand further westward. Meanwhile, Native peoples protected the money they did receive for future generations, investing it in their own institutions and mounting legal challenges to hold their trustees accountable. Still, federal trusteeship placed tight constraints on Native economies with the aim of containing Native power, forcing nations to endure through sheer resilience and ingenuity. By chronicling the long history of Native land dispossession through financial paternalism, Vested Interests reveals the unequal dividends of colonialism in the United States. This interview was conducted by Dr. Miranda Melcher whose book focuses on post-conflict military integration, understanding treaty negotiation and implementation in civil war contexts, with qualitative analysis of the Angolan and Mozambican civil wars. You can find Miranda's interviews on New Books with Miranda Melcher, wherever you get your podcasts. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/law

From the earliest days of its founding, the United States set its sights on Native territory. Amid better-known “Indian wars,” the federal government quietly built an empire by treaty, offering payments to Native peoples for their land. Routinely inadequate, these payments were nonetheless pivotal because federal officials chose not to deliver them as a lump sum. Instead, the government kept the bulk of payments owed to Native nations under its own control as a trustee, and made access to future installments contingent on Native compliance. In Vested Interests: Trusteeship and Native Dispossession in the United States (Princeton UP, 2025), Dr. Emilie Connolly describes how a system of “fiduciary colonialism” seized a continent from its original inhabitants—and, ironically, furnished Native peoples with financial resources that sustained their nations.Connolly documents two centuries of dispossession in the guise of fiduciary benevolence. Acting as both dispossessor and trustee, the federal government invested Native wealth in state bonds that financed banks, canals, and other infrastructural projects that enabled the country to expand further westward. Meanwhile, Native peoples protected the money they did receive for future generations, investing it in their own institutions and mounting legal challenges to hold their trustees accountable. Still, federal trusteeship placed tight constraints on Native economies with the aim of containing Native power, forcing nations to endure through sheer resilience and ingenuity. By chronicling the long history of Native land dispossession through financial paternalism, Vested Interests reveals the unequal dividends of colonialism in the United States. This interview was conducted by Dr. Miranda Melcher whose book focuses on post-conflict military integration, understanding treaty negotiation and implementation in civil war contexts, with qualitative analysis of the Angolan and Mozambican civil wars. You can find Miranda's interviews on New Books with Miranda Melcher, wherever you get your podcasts. Learn more about your ad choices. Visit megaphone.fm/adchoices

From the earliest days of its founding, the United States set its sights on Native territory. Amid better-known “Indian wars,” the federal government quietly built an empire by treaty, offering payments to Native peoples for their land. Routinely inadequate, these payments were nonetheless pivotal because federal officials chose not to deliver them as a lump sum. Instead, the government kept the bulk of payments owed to Native nations under its own control as a trustee, and made access to future installments contingent on Native compliance. In Vested Interests: Trusteeship and Native Dispossession in the United States (Princeton UP, 2025), Dr. Emilie Connolly describes how a system of “fiduciary colonialism” seized a continent from its original inhabitants—and, ironically, furnished Native peoples with financial resources that sustained their nations.Connolly documents two centuries of dispossession in the guise of fiduciary benevolence. Acting as both dispossessor and trustee, the federal government invested Native wealth in state bonds that financed banks, canals, and other infrastructural projects that enabled the country to expand further westward. Meanwhile, Native peoples protected the money they did receive for future generations, investing it in their own institutions and mounting legal challenges to hold their trustees accountable. Still, federal trusteeship placed tight constraints on Native economies with the aim of containing Native power, forcing nations to endure through sheer resilience and ingenuity. By chronicling the long history of Native land dispossession through financial paternalism, Vested Interests reveals the unequal dividends of colonialism in the United States. This interview was conducted by Dr. Miranda Melcher whose book focuses on post-conflict military integration, understanding treaty negotiation and implementation in civil war contexts, with qualitative analysis of the Angolan and Mozambican civil wars. You can find Miranda's interviews on New Books with Miranda Melcher, wherever you get your podcasts. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this thought-provoking interview, Jasmin Singer and Mariann Sullivan speak with Liv Baker and Kristin Stewart from PAN Works about their groundbreaking “animal trusteeship” framework – a new approach that transforms how we advocate for wild animals in decision-making processes that affect their lives. Key Points: Wildlife Representation Framework: Pan Works has developed an innovative animal trusteeship model that gives wild…

In this podcast episode, we discuss the Earth Charter, the Hague Principles, and the concept of Earth Trusteeship, as well as the connection between trusteeship and ethics. We reflect on what Earth Trusteeship means, why it is important, and how it builds on the Earth Charter. We also explore Earth Trusteeship education, intergenerational justice, the Rights of Future Generations, The Pact for the Future, and the roles of states and citizens in these matters. Additionally, we delve into the 2023 book Reflections on Earth Trusteeship: Mother Earth and a New 21st-Century Governance Paradigm, edited by Justin Sobion and Hans van Willenswaard. This interview emphasizes the message that “We are all Earth Trustees, and we have a responsibility to one another and to future generations… and the importance of the rights of future generations.” 

Trusteeship Troubles: Rogue Trustees Threaten Property Ownership in South Africa by Radio Islam

For this episode of the Global Exchange podcast, Colin Robertson talks with Lloyd Axworthy, Michael Manulak, and Allan Rock about the concept of a UN Trusteeship for Palestine, and what Canada's role could be in finding a political resolution to the conflict. // You can find their recent article for Foreign Affairs here: https://www.foreignaffairs.com/israel/trusteeship-palestine // Participants' bios - Lloyd Axworthy is Chair of the World Refugee and Migration Council. He was Canadian Minister of Foreign Affairs from 1996 to 2000. - Michael Manulak is an Assistant Professor at the Norman Paterson School of International Affairs at Carleton University. - Allan Rock is President Emeritus of the University of Ottawa. He was Canadian Minister of Justice from 1993 to 1997 and Canadian Ambassador to the UN from 2003 to 2006. // Host bio: Colin Robertson is a former diplomat and Senior Advisor to the Canadian Global Affairs Institute, www.cgai.ca/colin_robertson // Read & Watch: - Diplomatic documents from the Canadian archives: https://www.international.gc.ca/gac-amc/history-histoire/external-relations_relations-exterieures.aspx?lang=eng - The works of the late Nobel Prize Winner Alice Munro: https://www.amazon.com/stores/Alice-Munro/author/B000APECX6? - "Free and Equal", by Daniel Chandler: https://www.penguinrandomhouse.com/books/743628/free-and-equal-by-daniel-chandler/ // Recording Date: May 17, 2024.

  In this consequential episode of "Resistance Radio" with advocate John Kane, an in-depth discussion takes place about the historical misconceptions and inaccuracies surrounding Native Americans and the fight for their rights. The talk challenges listeners to rethink a narrative that labels Native Americans as "wards of the state," highlighting the implications such assumptions hold for their rights and sovereignty. Kane fervently challenges the legitimacy of laws like the Indian Gaming Regulatory Act (IGRA) which infringe on the autonomy of Native communities and treats Native people as too incompetent or trustworthy to0 run their own businesses.   The episode serves as an enlightenment platform where Kane intricately explores the historical events and legal decisions shaping the current narratives about Native Americans. His impassioned call emphasizes the need for changing these misrepresentations, advocating for the autonomy, dignity, and respect of Native communities. This conversation further delves into the controversial subjects of misrepresented native identities, ongoing acts of genocide, and the public's obsession with presidential politics.   The episode doesn't shy away from highlighting the systemic abuse and exploitation of Native American resources, discussing the overlooked, yet impactful grievances like the "Cobel Suit" where malfeasance against Native American communities went under-compensated. We also touch on the shortcomings of international powers like the US, Canada, UK, and Australia in respecting the rights of indigenous populations, and shed light on the commonly held misconceptions about indigenous sovereignty.   As such, the episode stands as a call-to-action for everyone to critically assess their position in governance structures, encouraging a shift from federal intervention to local governance systems. Listeners are urged to understand the impact of local events on their lives and participate actively in their communities rather than depending solely on casting ballots every four years. In conclusion, this eye-opening narrative implores listeners to move beyond mainstream discourse and understand the world from a native perspective, thus fostering a society of justice, equality, and inclusivity.

Neshan's professional experience includes engagements with Government, non-government, bilateral and multilateral sectors and was a former member of the international civil service. Neshan Gunasekera has a background in international law, human rights, international relations, programme and project management and has worked to promote environmental considerations within the humanitarian-peace-development nexus. He has served as visiting faculty and examiner at several tertiary educational institutions, teaching public international law, human rights law, and humanitarian law. He holds a master's in international Relations with a focus on Sustainable Development and has completed specialized trainings in various areas including on peacebuilding, conflict transformation and environmental governance. He has supported several clinical legal education initiatives, including moot courts. In 2020, he was recognized for his continuous work over decades for Justice, Peace, and Sustainable Development, especially in South Asia and Sri Lanka, through his engagements with various global, regional and national institutions by being awarded the H.E. Judge C.G. Weeramantry International Justice Award. His interests are in furthering principles of international law and environmental law, including specifically the principles of intergenerational equity and Earth trusteeship through educational initiatives to safeguard the integrity of our Earth system. Neshan is married to Bridgette and they have a son, Aryesh Kael.

Hey friends! Welcome back to the Ambitious Legacy Podcast! Thanks for tuning in and for helping me to stay on purpose! In this follow-up to our last discussion, we're diving even deeper into the captivating world of trusteeship. We'll be discussing the consequences that unfold when trustees veer off the path of responsibility. Having a trustee who handles the trust incorrectly can potentially disrupt legacies, fortunes, and the very foundations of trust. Today we'll be talking about the legal intricacies and ramifications that arise when trustees stray from their fiduciary responsibilities. Tune in, share your thoughts, and be part of this enlightening dialogue that aims to empower you with knowledge and strategies to safeguard the ambitious legacies you're building for generations to come. #TrusteeshipConsequences #LegacyProtection #AmbitiousLegacyPodcast Thanks for tuning in and don't forget to like, comment, and subscribe! IG: @sabinethepurposelawyer Website: www.sabinethepurposelawyer.com Email: info@sabinethepurposelawyer.com Law Firm: www.theambitiouslegacyfirm.com Purchase a copy of my book here. --- Support this podcast: https://podcasters.spotify.com/pod/show/ambitiouslegacy/support

[00:00:00] Tommy Thomas: This week, we're continuing the conversation that we began last week with Paul Mauer, the president of Montreat College. If you missed that episode, we've talked about what one writer has referred to as the “Miracle at Montreat”. Today Paul is sharing lessons that he's learned about nonprofit board governance over the years.  Let's change over a little bit to the board aspect of being a president. What was the biggest adjustment that you had to make between, say, reporting to the CEO as a cabinet member and then as the President reporting to the board? [00:00:40] Paul Maurer: Yeah, it's a great question. I'm a bit of a governance nerd. I really think about and study governance. I did that in my doctoral work. I do it as a college president in nonprofit governance.  Your board policy manual really matters. It matters because your board needs clarity. The president needs clarity. What is the role of the board? What is the role of the president? What's the role of the relationship and what's the role of everyone else on campus in relationship to the board? And so, in the world of board governance, there are working boards and there are policy boards. Startups tend to have working boards, like true startups, like really small organizations, more established organizations. If they haven't transitioned to a policy board, they probably ought to consider doing so. Because you don't really want a board involved in the operations of an organization. I'm deeply grateful that my board gave me the lead role in board development, meaning recruitment of new board members, training of board members, and the board policy manual. And we have a great board today, and they really understand that the board should not be involved in operations. That's the CEO's job but one should be sure that they're being fiduciaries, that they're making sure there's a strategic plan that's being carried out, their success along the way, and that they manage or evaluate. They don't manage, they evaluate the presidents. They hire and fire the president, the CEO. I do think that my argument would be that it's more important for a President to be a CEO than a President. The President is, as I think of a bit of an old model for college leadership, it's rooted in what I think is not a very useful model of shared governance. I think the CEO is a better model, but you also need a CEO who's sensitive to campus dynamics and the idea that consensus really matters. And a consensus building CEO I think is the best model, but I think that the CEO also needs to be the CUO - the Chief Urgency Officer, because things are changing so fast.  And if the CEO is not leading change with a great sense of urgency, then I think the institution puts itself at some measure of risk. [00:03:21] Tommy Thomas: You've served on other boards, and you've reported to at least two, give me some attributes of a great Board Chair.  [00:03:29] Paul Maurer: I think the central role of a Board Chair is to manage the board. It's not principally to be a person of wealth or to be connected to persons of wealth. I don't think that's the right model for a Board Chair of a college. I think the right model is someone who understands nonprofit governance and manages the board meeting to meeting because the board ultimately is the boss of the President - CEO, only during those board meetings. So the board chair needs to constantly instill clarity in the board to encourage them and steer them away from being involved in operations from directing the presidents, and to maintaining the role of being an overseer that the CEO reports to three times a year or however many times a year that board meets. The best chairs I've worked with really understand governance and really do well in managing the board's expectations of what that governance entails.  [00:04:41] Tommy Thomas: How does a good Board Chair draw out the silent board member?  [00:04:47] Paul Maurer:  In our board meetings, we have blocks of time for plenary sessions for the big picture items. And there's always time in there for dialogue and for feedback. And there are times when we build into our board meetings. When I give my board report, I give a little bit of a board update, a little bit of a report, and then I just open the floor to questions. And so there's just this open dialogue that I have with my board during the president's report at the beginning of the day and then the middle of the day during plenary sessions. If I'm informing or bringing an action item to the board as a whole, we are sure to build in time for dialogue, deliberation, questions, understanding, and in between board meetings, I'm sending information on kind of the latest update on what's happening in my world. So, they're getting articles on a regular, semi-regular basis that if they're able to take time to read them helps keep them abreast of the most pressing issues that I'm facing on a regular basis.  [00:06:04] Tommy Thomas: So how often do you and your Board Chair, do y'all have regularly scheduled times or is it as needed?  How do y'all relate to each other?  [00:06:12] Paul Maurer: I'm aware that friendship is a tricky element in these things. I happen to have a very deep and strong friendship with my board chair, which preceded him coming on the board and he became a board member. And now as chair and I've changed my mind on this, Tommy, because there was a time earlier on when I thought that those were mutually exclusive and now, I don't think they're mutually exclusive. I think it can work very healthfully. And now I actually try to cultivate friendships with my board members in a way that I didn't early on in my first presidency, certainly not early on at Montreat. And so I think that dynamic when healthy is a really powerful part of making it work well. Any model can be abused. Any model can go awry. And I've seen that and I've heard about it an awful lot. I've experienced it. But I've also experienced the flip side of that, where a really meaningful friendship can also be the basis of a really healthy CEO-Board Chair relationship.  [00:07:34] Tommy Thomas: Can you think back as to, you mentioned early on at Montreat you hadn't gotten there yet.  What changed?  [00:07:43] Paul Maurer: In the relationship with my board chair?  [00:07:46] Tommy Thomas: Yeah, how did you make that transition from thinking it wasn't healthy to realizing that it could be healthy?  [00:07:52] Paul Maurer: I guess experiencing it along the way, initially without intending it to be that, and I went, this actually works. And so, when my current chair, when I began discussions with him about, because he had led a major healthcare nonprofit and grown it from a $25 million budget to $125 million budget. He had led a nonprofit.  He had worked in that sector for all of his career in healthcare, not in education. And so, I knew that I wanted him to be my next board chair when that time came. And so it was really then that I began to think in this kind of new model that maybe there's a way for and as I look back, I've actually had these like really healthy relationships with my past two board chairs here at Montreat. And gosh, what a better way to do it, and it really is possible. It eventually dawned on me that I could intentionally pursue that.  [00:09:01] Tommy Thomas: Do you have a term limit for your board chair?  [00:09:04] Paul Maurer: Five years, but it's year to year, up to five years.  [00:09:09] Tommy Thomas: And what about your board members? [00:09:10] Paul Maurer:  Nine years, the terms are three years renewable, two times for a nine year max with a one year minimum required off before renomination. One of the changes we made here was that every three-year term we do the board does self-evaluations for those that term and peer evaluations for those that come to term. There's an honest, self-reflective, peer reviewed process that goes through a committee on trusteeship every year for those at a term to ask the question, is this going well? Is this a time to continue on or a time to step off? And so it's not a nine, it's not a nine year. Every three years we talk about it. [00:10:08] Tommy Thomas:  Is that fairly common in the nonprofit sector from your experience?  [00:10:12] Paul Maurer: The board policy manual that we use was the work of Bob Andringa who was the CEO of the Council for Christian Colleges Universities some years ago. And Bob developed the BPM (Board Policy Manual) that we use. And as I understand it, there are 60 or 70 or 80, I think mostly CCCU schools that have adopted some version of Bob's work. And I just think it's so well-crafted and we of course made it ours with Bob's permission. And it's just a really, it's a really well done, thoughtful way to do governance. ++++++++++++++++++++   [00:10:53] Tommy Thomas: A lot of people that I talk with, there's a move toward lowering the mean age of the board and also increasing diversity. What kind of experience have y'all had at Montreat on those issues? [00:11:03] Paul Maurer:  We're intentionally trying to increase diversity. We've not found that to be an easy pathway, but we are committed to it. And on age I would just gently push back on the median age lowering. I'm very much of the Aristotelian camp that young people have less wisdom. And part of what you want for board members is wisdom. Wisdom comes with experience, and experience comes with age and the hard knocks of life. And just the journey of life with gray hair and getting beat up occasionally. And I want younger people on the board, but that's more, that's less common. They're actually very hard to get on the board because they're less really qualified candidates in my view, and they're uber busy with career and family. So the young members I have, the 30 somethings I have on my board, I have two of them. They're like up to their eyeballs, four or five kids each, they're CEOs or leaders in their own rights and rising in the ranks. And these people have large portfolios and enormous demands on their time. Then my 70- and 80-year-olds, and even I have a 91-year-old board member who I recruited at the age of 87. And he said to me, he said, Paul, what if I die? And I said, Bill what if I die? We're all going to die. You've got a lot of gas left in your tank. You've got an enormous amount of wisdom. And you may have others who think that you're too old to be a board member. I don't think that at all. And if there comes a day when your health has slipped, your metro capacities have slipped, we'll have that conversation and we'll have it openly and honestly. Honestly, the seventies, eighties, and 90-year-old trustees I have are really easily among my best trustees.  They're phenomenal. [00:13:22] Tommy Thomas: Let me get you to respond to this quote. You need a director on the board who will be a pleasant irritant, someone who will force people to think a little differently. That's what a good board does. [00:13:39] Paul Maurer: I think I would probably not gravitate toward the word irritant, and I would say I, I'd probably substitute something a little softer than that, that you want to be objective and you want to be able to deal with the hard issues. And frankly, the CEO ought to be leading the way on that, not a board member. I think it's fine for a board member to raise difficult or uncomfortable matters, and I certainly have board members who do that, and I think that's fine and it's healthy, but I think that can come by from different means, and it can come without it being quote unquote, maybe I'm just hung up on the word irritant. I think you can have really robust, difficult, honest, truthful conversations without it being irritating.  [00:14:40] Tommy Thomas: Okay. Talk about your philosophy or your use of the executive committee?  [00:14:48] Paul Maurer: I think it's vital and extremely valuable in a healthy board situation, and I'm qualifying a lot of my comments with a healthy board because I've worked for both healthy and unhealthy boards. I happen to be working for a very healthy board in my time here at Montreat. And so the executive committee functionally is a decision that needs to be made quickly between board meetings and the CEO either doesn't have the authority or just wisely wants the board to help own that decision and goes to the executive committee in between board meetings for a fast decision. Early in my time here, I used that executive committee with more frequency than I do now. But I don't have the number of fires now that I had back in 14, 15, 16, 17. And so I still use the executive committee, but it's less frequent and the larger board has fully embraced the executive committee in that way. [00:16:01] Tommy Thomas: How often do you use the executive session?  [00:16:04] Paul Maurer: Every board meeting, we have two executive sessions, one with the president and one without the president. Actually in inverse order - the first without the president. And then I'm brought back in for executive session with the president and where I'm told what was discussed in session without the president fully briefed and then engaging in a conversation where it's just me and the board in whatever they want to talk about freely, they don't feel free to talk about necessarily with a cabinet in the room. +++++++++++++++++++++   [00:16:37] Tommy Thomas: We mentioned strategic planning a few minutes ago. Does your board, are they involved in that, or do you and your staff bring that to the board?  [00:16:44] Paul Maurer: The latter in our board policy manual, the board's role is to approve a strategic plan recommended by the president and to receive updates and make sure that the CEO is making progress on the strategic plan. And so I give reports on the strategic plan, but the board is not involved in the creation of the strategic plan.  [00:17:07] Tommy Thomas: How does the CEO evaluation take place at Montreat? [00:17:11] Paul Maurer: So I submit a set of goals to the board on an annual basis that are metrics tied to the strategic plan, and they're evaluated at the end of the year.  And we, in our executive session, have a conversation about my delivery toward those goals.  [00:17:32] Tommy Thomas: Is that on an annual basis?  [00:17:35] Paul Maurer: It is in our policy manual. It is an annual activity.  [00:17:39] Tommy Thomas: How have you and your board addressed board turnover? In terms of maybe involuntary or voluntary?  I guess people decide they don't have time. They don't enjoy it. How are y'all doing with that?  [00:17:53] Paul Maurer: We've grown our board over the years, but we've certainly had people who, I had two resignations in this last run up to my board meeting last week. And they were just personal situations that they felt like they just needed to focus on some personal matters that they didn't feel like they could do justice to their service on the board. And we regretfully accepted their resignations. But in those cases, it had nothing to do with the college or the board or it was purely personal. That's mostly what we've experienced over these years. Most of our trustees go to term and we have them term out after nine years. We celebrate them and thank them. We've grown our board from our bylaws. Say that we can have between 12 and 36. It's a very wide range. When I first got here, we were in that 12 to 15 range for a number of years. Maybe ironically, maybe not. Ironically, during covid we had just a tremendous breakthrough in people saying yes to joining the board. I do a lot of board cultivation with board members who are bringing prospective trustee names to the table. We have a very robust list of prospective trustees at all times. Somewhere between 10 and 15 on our prospect list. And some go fast, some go slow, some never materialize. We're about 20 board members today.  Our target is to get in somewhere between 25 and 28. [00:19:31] Tommy Thomas: What kind of strategy do you use to keep that list at 15 to 20?  [00:19:36] Paul Maurer: Probably closer to 10 to 15. Yeah. And that's really the work of the committee on trusteeship to surface names. We also have, as we recruit new board members in, they bring fresh names to that list. So we're constantly messaging like that. That's a document. That's a living, breathing document. And some people stay on the A-list, some move to the B, some move to, we ask and they said no. We've got six or eight tabs on that spreadsheet, and it's constantly a living, breathing kind of document. [00:20:15] Tommy Thomas: This might be a mundane question, but I hear it asked a lot. Do you have a board meeting evaluation fairly regularly, or how do y'all approach that? [00:20:25] Paul Maurer:   Every board meeting, as soon as the board meeting is over, they get a email in their inbox asking them to fill out an evaluation of the board meeting. They've just finished. We give just a small number of days to do that so it's fresh in their minds. And then the Committee on Trusteeship takes that feedback which is both on a Likert scale as well as open comments available to, for them to make. And then that is discussed at the next committee on trusteeship meeting. And we're always trying to get better and refine and bring some changes to how the board meetings are conducted. And those surveys have served a very valuable role in that way.  [00:21:09] Tommy Thomas: What did you learn through Covid that you'll take forward? That maybe you didn't do before Covid in terms of board relationships and board governance? [00:21:19] Paul Maurer:   One of the observations I made during Covid was man, we're in this together. And my board chair is a public health expert, as I mentioned before and when Covid hit I remember calling him in early April and I said I don't have a clue how we're going to reopen. Can you help us? And he said I'd love to help you. And I said I've developed a friendship with the other four-year residential college presidents here in Western North Carolina. There are four privates and then a couple of major publics. Would you be willing to help them too? And he said, absolutely I would. That group of six presidents plus my board chair met on a zoom call at noon every Wednesday for a year and a half to figure out how to open residential both years of covid. And that was a powerful experience of teamwork and collaboration and friendship and setting aside the inevitable competition that exists between these institutions and saying, there's a bigger picture here, and I think the benefit of that was very great for all of us. The second thing I'd point to is that the level of fear that I observed during covid was something I'd never seen before, how widespread, how deep it was. And so the word courage became a central concept that whatever we did, we needed to really lean into the courage of critical thinking and what's best for the institution, what's best for the students and the staff here. And there was no one size fits all in Covid in vastly different circumstances in different parts of the country. Vastly different realities of the impact of covid with different age groups and so we had to make decisions for 18- to 22-year-olds in our campus and our employees. That's how we had to make decisions. And you can't possibly have state mandates or county mandates or federal recommendations fit every circumstance. And we made decisions that we believed to be in the best interest of our community. And we took some criticism for that. But overall, I would say that those who chose that kind of a pathway were probably more rewarded than not. +++++++++++++++++++= [00:24:20] Tommy Thomas: I'll ask you two final questions and we'll try to land this thing. Go to the board and the CEO's succession plan. What have y'all done there to ensure some sort of untimely succession?  [00:24:35] Paul Maurer: So we're actually just starting that conversation like literally last Friday at the board meeting with kind of keyman questions. And we haven't done a lot there on the longer question of succession. I've started thinking about that. I'd like to stay longer. I don't really have an interest in retirement. Not at this point anyway. And today I'd love to go another decade or so. We'll see what happens. But I'm increasingly of the mind that the best succession plan is to bring one or more people onto your team who may have the potential and groom them.  Talk openly about succession and see what happens with the possibility that the CEO can actually play a central role in the recommendation of his or her successor. The way the church does this, and the way colleges and universities do this, in my experience the pastor and the president really play very little role at all. Either limited or none. And the more I've been thinking about this and talking to peers about this, the less that makes sense to me. And again, in a healthy situation, the board I think could and should rightly lean on and engage at a very deep level, the CEO of the college to say, what do you think? Who do you think we should hire? What are the core competencies? Can we get that person on board? And so, what I'd like to do in the years ahead is get two or three, maybe even four people on my cabinet who have the potential capacity for becoming a college president and see if we can't raise one of them up into the role as my successor. Whether that works or not, I can't predict that, but that to me seems like a wise model if you can do it healthfully.  [00:26:43] Tommy Thomas: What are you going to say if you get a call next week from either a friend or maybe someone you don't know that says Paul, I've been asked to serve on a nonprofit board. What kind of council are you giving somebody who's considering a nonprofit board service?  [00:27:00] Paul Maurer: It ought to be done with a significant measure of time, talent, and treasure. It ought to be a major commitment of yours if you're serving on lots of nonprofit boards. Unless you're willing to put this new one at a higher level of commitment than the others, maybe you shouldn't do it. I think that the best board members of nonprofits are vested. They've got skin in the game. They're giving of their time, their talent, and significantly of their treasure. The treasure's the hardest one, I think. We ask all of our trustees to commit to Montreat being a top three philanthropic priority prior to trusteeship. And that's a stumbling block for some people. But I think in the end, it also fosters the creation of a board that has skin in the game and that really is serious about the future of the institution. It's not a casual kind of volunteering. It's a serious kind of volunteering.  [00:28:13] Tommy Thomas: It has been great. Paul, this has been so much fun. Thank you for carving out an hour and a half of your time for me. I appreciate it. [00:28:20] Paul Maurer: Tommy, I've enjoyed it very much. You ask a lot of very good questions and I'm certain that your podcasts are of great value to those in leadership and those thinking about leadership. So, thank you. ++++++++++++++++++++++++ [00:28:32] Tommy Thomas (2): Next week, we're going to conclude the conversation that we started with Caryn Ryan and Episode 84. In that conversation, Caryn shared her leadership journey from BP/AMOCO to CFO for World Vision International to her current role as Founder and Managing Member of Missionwell.   In next week's episode, Caryn will be sharing lessons on nonprofit board governance that she's learned over the years.  [00:29:04] Caryn Ryan: There's a lot of financial literacy questions there. So how can you ask tough questions if you can't read the financial statements or financial reports and understand them? And sometimes there's issues with what's delivered to boards too, in terms of information, but sometimes it's just a basic lack of understanding. I think too, there's also a fundamental issue that sometimes with boards, they don't get enough board development or board training and they really just don't understand their key role when it comes to accountability. And so, they don't understand that it's their job to ask the tough questions. ++++++++++++++++   Links and Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas Montreat College Website The Miracle at Montreat Montreat College Facebook Montreat College Instagram   Connect Tommy Thomas - tthomas@jobfitmatters.com Tommy's LinkedIn Profile Paul Maurer's LinkedIn Profile  

For this session Dr. McIntyre is addressing the Trustee Orientation Program for the Tennessee Baptist Convention. Brother McIntyre shared that a trustee is one who holds assets and acts in the best interest of another. A trustee is charged with establishing, creating and putting policy into cement and determining the direction of the institution. He is one who has the responsibility above all else of prayer for the institution, administration, staff and people.

In this KEEN ON episode, Andrew talks to WORLD CITIZEN author Jane Olson about Eleanor Roosevelt, Nicaragua and Uganda, Greta Thunberg and why she remains optimistic about young people making the world a better place. ABOUT JANE OLSEN: Jane Olson has worked as a volunteer for many decades to promote peace and justice through international human rights and humanitarian organizations. She chaired the International Board of Trustees of Human Rights Watch from 2004 to 2010 and served as co-chair of the Women's Refugee Commission. As founding board chair of Landmine Survivors Network/Survivor Corps, she gave leadership to LSN for 12 years.  Extensive travels with those and other humanitarian organizations took Jane to Nicaragua and El Salvador during the Contra Wars and to the former Soviet Union beginning with trips to Ukraine in 1989 and 1990, a time of revolution. As the former USSR fell apart and wars broke out, she participated in investigative trips to the former Yugoslavia during “ethnic cleansing” of Bosnia, and to the Caucasus countries of Azerbaijan and Armenia. Jane is a member of the American Academy of Arts and Sciences and a board member of both the National World War II Museum in New Orleans and Direct Relief, based in Santa Barbara, CA. She is a board member of The Trusteeship, the Southern California chapter of the International Women's Forum, a member of the Council on Foreign Relations, and the Pacific Council on International Policy.  Jane grew up in rural western Iowa and graduated from the University of Nebraska. She lives with her husband, attorney Ronald L. Olson, in Pasadena, California. They have three children and eight grandsons. Her latest book is "WORLD CITIZEN: Journeys of a Humanitarian" (2023) ABOUT ANDREW KEEN: Name as one of the "100 most connected men" by GQ magazine, Andrew Keen is amongst the world's best known broadcasters and commentators. In addition to presenting KEEN ON, he is the host of the long-running How To Fix Democracy show. He is also the author of four prescient books: CULT OF THE AMATEUR, DIGITAL VERTIGO, THE INTERNET IS NOT THE ANSWER and HOW TO FIX THE FUTURE. Andrew lives in San Francisco, is married to Cassandra Knight, Google's VP of Litigation & Discovery, and has two grown children. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this KEEN ON episode, Andrew talks to WORLD CITIZEN author Jane Olson about Eleanor Roosevelt, Nicaragua and Uganda, Greta Thunberg and why she remains optimistic about young people making the world a better place.ABOUT JANE OLSEN: Jane Olson has worked as a volunteer for many decades to promote peace and justice through international human rights and humanitarian organizations. She chaired the International Board of Trustees of Human Rights Watch from 2004 to 2010 and served as co-chair of the Women's Refugee Commission. As founding board chair of Landmine Survivors Network/Survivor Corps, she gave leadership to LSN for 12 years. Extensive travels with those and other humanitarian organizations took Jane to Nicaragua and El Salvador during the Contra Wars and to the former Soviet Union beginning with trips to Ukraine in 1989 and 1990, a time of revolution. As the former USSR fell apart and wars broke out, she participated in investigative trips to the former Yugoslavia during “ethnic cleansing” of Bosnia, and to the Caucasus countries of Azerbaijan and Armenia.Jane is a member of the American Academy of Arts and Sciences and a board member of both the National World War II Museum in New Orleans and Direct Relief, based in Santa Barbara, CA. She is a board member of The Trusteeship, the Southern California chapter of the International Women's Forum, a member of the Council on Foreign Relations, and the Pacific Council on International Policy. Jane grew up in rural western Iowa and graduated from the University of Nebraska. She lives with her husband, attorney Ronald L. Olson, in Pasadena, California. They have three children and eight grandsons. Her latest book is "WORLD CITIZEN: Journeys of a Humanitarian" (2023)ABOUT ANDREW KEEN: Name as one of the "100 most connected men" by GQ magazine, Andrew Keen is amongst the world's best known broadcasters and commentators. In addition to presenting KEEN ON, he is the host of the long-running How To Fix Democracy show. He is also the author of four prescient books: CULT OF THE AMATEUR, DIGITAL VERTIGO, THE INTERNET IS NOT THE ANSWER and HOW TO FIX THE FUTURE. Andrew lives in San Francisco, is married to Cassandra Knight, Google's VP of Litigation & Discovery, and has two grown children.

Growing political intrusion into higher education, insufficient preparedness to address demographic shifts impacting campus communities, and public skepticism regarding the value of higher education have the potential to weaken our colleges and universities and severely limit their ability to serve our country and its strategic interests if left unaddressed. In his Trusteeship article, “American Democracy Is in Jeopardy,” AGB President and CEO Henry Stoever calls on higher education governing boards to provide strategic leadership to address the threats to American democracy and our country's economy. In this podcast, Trusteeship magazine editor in chief Carol Schuler talks with Stoever and AGB Senior Fellow and Senior Consultant Ellen Chaffee about what board members can do to become more educated, informed, and inspired to discuss and address these issues.

Asia's richest man celebrated his birthday a bit differently this year. To mark his 60th birthday, Adani Group Chairman Gautam Adani and his family, whose net worth is estimated at $98.1 billion by Forbes, have pledged to donate Rs 60,000 crore or $7.7 billion to a series of social causes. The donation will be managed by the Adani Foundation, which is led by his wife Priti Adani.  With this Adani joins the ranks of billionaires like Mark Zuckerberg and Warren Buffett, who have committed large parts of their wealth for philanthropy. Philanthropist Azim Premji said this should set an example that entrepreneurs can try to live Mahatma Gandhi's principle of Trusteeship of Wealth at the peak of their business success. Indeed, the average age of giving in India is dipping every year and stands at 66 now. In FY21, Premji donated $1.3 billion or Rs 9,713 crore to charity. His foundation has an endowment estimated at $21 billion. The family of HCL Technologies founder Shiv Nadar was the second biggest donor according to a 2021 Hurun India report. Adani's pledge is almost half of what Bill Gates and Melinda French Gates donated to their foundation in 2021, while the former couple's total donations are valued at $74.6 billion.  Jamsetji Tata, who set up Tata Trusts, is the most generous individual of the last century, with total donations of over $102 billion at current value. Private giving in India stems from four sources -- foreign, corporate, retail and families. CSR, family philanthropy and retail giving account for approximately 84% of overall private giving, with foreign contributions making up the rest, according to the India Philanthropy Report 2022 by Dasra and Bain & Company. Family philanthropy overall forms about one-third of total private giving and is expected to grow at a robust 13% per year until FY26, driven by increasing wealth and a rise in the number of technology entrepreneurs. Family philanthropy has fewer constraints than other sources, enabling a broader impact on the social sector. These donors have a greater ability to innovate, influence public policy, build institutional capacity, and experiment with new forms of funding. They can also go far beyond grant-making as most funders come with extensive and technical knowledge in their respective fields, and have deep networks across functions and industries. But family philanthropy has its biases. Of the three major sources of private giving, CSR is the most widely distributed across sectors, while family giving is majorly concentrated in education and healthcare even as India lags in several other sectors. India also lags on gender equality indicators than on indicators related to health and education. Similarly, funding is concentrated in Tier-1 cities. Adani's donation will be utilised in the areas of healthcare, education and skill development with a special focus in rural regions.  India's ultra-rich could potentially increase their donations by 8 to 13 times if they can match the giving as a percentage of wealth of their UK, Chinese and US counterparts. Anant Bhagwati, Partner, The Bridgespan Group says, over the next 5 years, family philanthropy could grow to 40% of total private giving. Unlike CSR or retail, family giving can back causes that deliver long-term results, he says.  How the Adani family deploys its large $7.7 billion donation is also key. While a good number of family philanthropists engage with NGOs through grant-making, not all NGOs can absorb scale funding of the sort offered by these families.  Gautam Adani has said that three expert committees will be formed to formalise strategy and decide allocation of funds, with a plan to add one or two more focus areas in the coming months. Adani Foundation will have to build the right talent, enhance its institutional capabilities further, and develop strategies to drive change in the targeted areas.

Lesley was recently honored to welcome businesswomen and uplifter of other women extraordinaire, Linda LoRe, to the podcast. Those who tune into this episode are going to find themselves inspired, motivated, and empowered as Linda shares from her vast well of experience and wisdom. To quote one of Linda's core beliefs, “No one has to loose for us to win” we immediately understand how she approaches all of life.    From becoming the first female Fortune 500 CEO in 1990 to her company Linda shares from her wealth of wisdom. Linda founded InJoy Global as a social enterprise focused on empowering teams to their greatest potential by giving every member a sense of having a true stake in the overall success. Linda speaks to the power of creating teams in which it is commonplace for members to call out their peers, for their excellence and contributions. She recognizes the need for corporations to engage both employees and their customers in today's environment and is focusing her experience to help turn the workplace back into an engaged as well as profitable place of business. Siting her studies into business, the psychology and brain science of running a business Linda reveals the empowering information that within a positive environment such as she helps create people's energy increases by 180% by learning to focus on every win, regardless of the magnitude or simplicity. Further their creativity escalates by a full 300%, they make 40% fewer errors, are 32% more productive and bring in 37% higher sales. Join us as Linda shares the path to these levels of success through creating a Mentor/Coaching relationship that focuses on standing in your power, staying alert to how you Show Up, nurturing your Relationships and practicing the secrets to successful conversion of stress into power.   Linda LoRe is the CEO and Co-Founder of InJoy Global. In her 25+ year career as a CEO, she is recognized as a leading authority in developmental brands strategy of our time. Her extensive experience includes building consumer companies from the ground up, revitalizing storied brands, and breathing new life into consumer favorites. She has been a prominent leader in some of the country's most successful corporations, including Avon Products, Procter and Gamble, May Corporation (Macy's), Giorgio Beverly Hills, Oscar de La Renta and Frederick's of Hollywood. She is a highly sought-after coach and mentor for senior executives and consults with senior management in strategic development and crisis management. She is an expert on corporate culture and master seminar facilitator, specializing in executive leadership especially for female leaders in the C-suite.   Using online and mobile game theory, her company, InJoy Global is a social enterprise focusing on the verticals of corporate culture, leadership, and customer success through customized programs and challenges designed to connect employees and individuals to their goals and objectives. Recognizing the need for corporations to engage both employees and their customers in today's environment, LoRe is now focusing her experience to help turn the workplace back into an engaged as well as profitable place of business. Linda is the Current President Elect for the Trusteeship of the International Women's Forum (IWF), Vice Chair of the Exceptional Women Awardees (EWA), Member of C200, Member of Women's Leadership Board (WLB),and Member of Women's Presidents Organization (WPO) She holds a Presidential Key Executive (PKE) Masters Degree of Business Administration with a focus on Strategy and Leadership, from the George L. Graziadio School of Business at Pepperdine University. LoRe has been the recipient of numerous awards, including The 2018 Woman of Courage Award, the 2012 George Award from Pepperdine University, 2009 Visionary Award for Youth Mentoring, 2003 Woman of Accomplishment for Bnai Zion, the 2002 NAWBO Women's Hall of Fame Award, the 1997 Woman of the Year Award from the Museum of Science and Industry and the 1997 Fashion Institute of Design and Merchandising Award of Excellence. She is also the recipient of the Spirit of Life award and The Beautiful Apple award. Watch video version HERE   Website: www.injoyglobal.com Preferred contact information: linda@injoyglobal.com LinkedIn: https://www.linkedin.com/in/lindalore/ Instagram: @lindamlore Twitter: @LindamLore Facebook: https://www.facebook.com/InjoyGlobal/

We welcome back Roland Renyi who is talking about the pleasures and pains of trusteeship. As Roland was a trustee and then past Chairman of The Lindsay Leg Club Foundation he is in a unique position to discuss this topic. Roland covers the responsibilities of being a trustee and where to find essential information on the role and why you should have a genuine empathy for the organisation including its mission and values.

The creation account in Genesis reminds us that we are intended to cultivate a culture of goodness in our world and to invest in the flourishing of life as trustees with God.

The speech by Mr Modi at the UNGA spoke not only about the demographics of India but also the various sectors in which we are quickly gaining ground over international competitors. This was a meeting to further strengthen bilateral ties between India and the US. PM Modi also spoke about the five T's - Tradition, Talent, Technology, Trade, Trusteeship - to redefine the nature of India-US ties. India, the US and several other world powers have been talking about the need to ensure a free, open and thriving Indo-Pacific in the backdrop of China's rising military maneuvering in the region. The Quad vaccine rollout will definitely strengthen relationships with all members. The Quad leaders also spoke about a "series of measures in the field of healthcare and infrastructure". In this episode, Sreemoy Talukdar spoke about all these topics and more, giving us insights into the current state of geopolitics between the India and the US.

The speech by Mr Modi at the UNGA spoke not only about the demographics of India but also the various sectors in which we are quickly gaining ground over international competitors. This was a meeting to further strengthen bilateral ties between India and the US. PM Modi also spoke about the five T's - Tradition, Talent, Technology, Trade, Trusteeship - to redefine the nature of India-US ties. India, the US and several other world powers have been talking about the need to ensure a free, open and thriving Indo-Pacific in the backdrop of China's rising military maneuvering in the region. The Quad vaccine rollout will definitely strengthen relationships with all members. The Quad leaders also spoke about a "series of measures in the field of healthcare and infrastructure". In this episode, Sreemoy Talukdar spoke about all these topics and more, giving us insights into the current state of geopolitics between the India and the US.

Deborah Sussman is known as a leader of environmental graphic design, a relatively new field at the time that had a surprising number of women leading the charge. Sussman had a passion for the arts and attended some of the finest art and design institutions in the nation, including the Black Mountain College, the Institute of Design in Chicago, and Bard College in NYC. Sussman interned at the Eames office then later started her own successful design studio with her husband Paul Prejza, Sussman/Prejza & Company. The pair made a dynamic team, earning a considerable amount of recognition in Sussman's lifetime. The colorful modernism seen in much of Sussman's work was most visible in her designs for the 1984 Olympic Games in Los Angeles. Her designs were highly regarded for the bold colors and graphics that were both attractive and functional. The Olympic designs were even included in Time Magazine's “Best of the Decade”. In addition to the designs for the Olympics, Sussman/Prejza & Company did environmental design work for Disney and comprehensive design systems for the cities of Santa Monica & Philadelphia. While her designs for the 1984 Olympic Games in Los Angeles brought the most attention to the burgeoning field of environmental design, it was her dedication to pioneering the field that cements her place in the canon of graphic design.TIMELINE1931 – b New York1948 – Attends summer school at the Black Mountain College, for art & performance1948-50 – Attends Bard College, New York for painting & acting1950-53 – Attends the Institute of Design, Chicago1953-58 – works at Eames office1957-58 – Awarded a Fulbright Scholarship to study in Ulm, Germany1961 – Returns to work for the Eames office1968 – Establishes her own practice1972 – Marries architect Paul Prejza1975 – Awarded a Fulbright Scholarship to study in Calcutta, India1980 – Founds Sussman/Prejza & Company, a partnership with her husband1983 – Fellow and founder of AIGA/LA1987 – Elected member of AGI, Alliance Graphique Internationale1987 – Elected member of The Trusteeship, International Women's Forum1988 – Named an Honorary member of the American Institute of Architects1990 – featured in Time Magazine's “Best of the Decade” for ‘84 Los Angeles Olympic designs1991 – Named Fellow of the Society of Environmental Graphic Design1995 – First woman to exhibit at School of Visual Arts' “Master Series” 2014 – d in Los Angeles at the age of 83REFERENCESBlack Mountain College: A Brief Introduction. (2020, July 9). https://www.blackmountaincollege.org/history/Deborah Sussman. (2020, June 29). Sussman/Prejza & Company. Retrieved December 01, 2020, from https://sussmanprejza.com/bio/deborah-sussman/Discover Los Angeles. (2020, July 20). Historical Timeline of Los Angeles. Retrieved December 01, 2020, from http://www.discoverlosangeles.com/things-to-do/historical-timeline-of-los-angelesEames Office. (2020, March 26). Charles and Ray Eames. https://www.eamesoffice.com/eames-office/charles-and-ray/Giovannini, J. (2006). Turning surface into symbols: the environmental design firm Sussman-Prejza enriches architecture with graphics. Architectural Record, 194(1).History.com Editors. (2009, November 13). Soviets announce boycott of 1984 Olympics. A&E Television Networks. Retrieved December 01, 2020, from http://www.history.com/this-day-in-history/soviets-announce-boycott-of-1984-olympicsLatson, J. (2014, September 05). "Murder in Munich": A Terrorist Threat Ignored. Time. Retrieved December 01, 2020, from https://time.com/3223225/munich-anniversary/Meggs, P. B., & Purvis, A. W. (2016). Meggs' history of graphic design. Hoboken, NJ: John Wiley & Sons.Mertin, E. (2012). The Soviet Union and the Olympic games of 1980 and 1984. East Plays West:Sport and the Cold War, 235.Olsberg, N. (2014). Architecture and Sculpture a Dialogue in Los Angeles. Architectural Review, 235(1405), 88–93.Sussman, D. (2014). L.A. Wo Man. Creative Review, 34(1), 48–53.Poulin, Richard. (2012). Graphic Design and Architecture, A 20th Century History. Osceola: Quarto Publishing Group USA.Twemlow, A. (2004, September 6). Deborah Sussman. AIGA.org Retrieved December 01, 2020, from https://www.aiga.org/medalist-deborahsussmanWaldo, E. (2014). Deborah Sussman Dies at 83. Contract, 55(7), 16.

This past spring, AGB published the Principles of Trusteeship to enhance the effectiveness of all board members. These nine principles empower each and every board member to serve as strategic thought partners in governance and leadership with their boards, presidents, and leadership teams. In this podcast, Merrill Schwartz, AGB's senior vice president of content and program strategy speaks with Marla Bobowick, project director for the Principles of Trusteeship working group, and Jim Lyons, a former university president and member of the working group about the process of developing the principles, how to utilize the principles as a board development tool, and their favorite principles.

*ALL TOPICS DISCUSSED ARE FOR INFORMATIONAL AND EDUCATIONAL PURPOSES ONLY AND NOT TO BE CONSIDERED OR CONSTRUED AS LEGAL OR TRADING ADVICE*   Welcome to the FOUNDATION! [The] FOUNDATION -  Important Requirements of Successful Trusteeship...     This May Be A Very Controversial Show...   "Sot, what happened to the show from last week?l" We Are Living In Crazy Times, May Be Best To Listen Live...       Some Ideas are based in 'reality". Most Ideas are Simply Dynamite With Very Short Fuses. Most Do Not Understand That It Takes Specific knowledge In Order To Do Everything And Anything. ...   Once You Have "Gone Private" It Is All About What You KNOW. Think About That For A Minute.   The System Is Set Up To Allow Us To BARELY Get By? Let's Talk About Banks, Trust, The Monetary System and What YOU Can Do About It!   As Always, Make Sure To Call In With Any Questions!   Join Host Sot El as we Discuss this and other Topics.   As We Lay the FOUNDATION...

พบกับตอนพิเศษของรายการ ว่าด้วยความขัดแย้งระหว่างปาเลสไตน์ - อิสราเอลที่ปะทุขึ้นรอบล่าสุด เหตุการณ์เป็นมาอย่างไร ย้อนไปตั้งแต่อดีตจนถึงปัจจุบัน เราเชิญแขกรับเชิญสุดพิเศษ Dr.Ahmed Tannira ในอดีตเป็นนักเรียนในค่ายผู้อพยพชาวปาเลสไตน์ ในกาลเวลาต่อมาได้รับทุนเรียนต่อจนจบปริญญาเอกด้านรัฐศาสตร์จากมหาวิทยาลัย Coventry สหราชอาณาจักร ปัจจุบันเป็นผู้อยู่อาศัยถาวรในสหราชอาณาจักรพร้อมกับครอบครัว (1 ในทีม #ย้ายประเทศ ผู้มาก่อนกาล) Dr. Tannira เพิ่งจะตีพิมพ์หนังสือเล่มล่าสุดในปี 2020 ชื่อ "Foreign Aid to the Gaza Strip between Trusteeship and De-Development" www.amazon.com/Trusteeship.../dp/1785275704 ไปติดตามฟังกันค่ะ

พบกับตอนพิเศษของรายการ ว่าด้วยความขัดแย้งระหว่างปาเลสไตน์ - อิสราเอลที่ปะทุขึ้นรอบล่าสุด เหตุการณ์เป็นมาอย่างไร ย้อนไปตั้งแต่อดีตจนถึงปัจจุบัน เราเชิญแขกรับเชิญสุดพิเศษ Dr.Ahmed Tannira ในอดีตเป็นนักเรียนในค่ายผู้อพยพชาวปาเลสไตน์ ในกาลเวลาต่อมาได้รับทุนเรียนต่อจนจบปริญญาเอกด้านรัฐศาสตร์จากมหาวิทยาลัย Coventry สหราชอาณาจักร ปัจจุบันเป็นผู้อยู่อาศัยถาวรในสหราชอาณาจักรพร้อมกับครอบครัว (1 ในทีม #ย้ายประเทศ ผู้มาก่อนกาล) Dr. Tannira เพิ่งจะตีพิมพ์หนังสือเล่มล่าสุดในปี 2020 ชื่อ "Foreign Aid to the Gaza Strip between Trusteeship and De-Development" www.amazon.com/Trusteeship.../dp/1785275704 ไปติดตามฟังกันค่ะ

This is the Seventh in a series of episodes dedicated to the fundamentals of community college governance. In this series, Jaci King, co-editor of the recently released Trusteeship in Community Colleges: A Guide for Effective Governance, Second Edition, interviews chapter authors about how to govern. In this episode, the tables turn as ACCT’s David Conner and Colleen Allen interview Jaci and discuss trusteeship and student success. There are a couple of great stories in here that I think you’ll enjoy. To purchase Trusteeship in Community Colleges: A Guide for Effective Governance, Second Edition, visit the ACCT Bookstore online. Additionally, please feel free to get in touch if you have ideas for future episodes. Thanks for listening, we’ll see you next week.

This is the fifth in a series of episodes dedicated to the fundamentals of community college governance. In this series, Jaci King, co-editor of the recently released Trusteeship in Community Colleges: A Guide for Effective Governance, Second Edition, interviews chapter authors about how to govern. In this episode, Ken Burke and Dr. Mary Spilde discuss the relationship between a board and CEO. Ken serves as the Clerk of the Circuit Court and Comptroller for Pinellas County, Florida. Burke has served on the Board of Trustees of St. Petersburg College, and was also elected to the Association of Community College Trustees (ACCT) Board of Directors in 2001. In 2005-07 he served as Chair of the Association. Dr. Mary Spilde served as president of Lane Community College for 16 years. She was named President Emerita upon her retirement from the college in June, 2017. She is a nationally respected authority on community colleges, workforce development, leadership and sustainability. Dr. Spilde has 37 years of experience in higher education. To purchase Trusteeship in Community Colleges: A Guide for Effective Governance, Second Edition, visit the ACCT Bookstore online. Additionally, please feel free to get in touch if you have ideas for future episodes. Thanks for listening, we’ll see you next week.

On this episode of the RAISE podcast, Brent sits down with an Advancement Great. Jim Langley is the President of Langley Innovations, a title he earned after 30 years in the higher ed advancement space. Jim has so much to share with our podcast listeners, including the difference between a crying need and offering help, schmoozing prospects versus developing partnerships, and soliciting round numbers versus providing carefully-crafted budgets. Jim reminds us that thanking is not the same as stewarding, and that we should never “put the ego cart before the content horse” and cast a prospect as ego-driven when they may be (and likely are) purpose-driven. He reflects on regional differences in giving behaviors, and on the importance of posture when asking for a gift. And, in true Jim fashion, he shares a genuine story of his most embarrassing solicitation (followed by his most rewarding one). Jim is one of the most helpful and authentic thought leaders in this space, and we are so excited that he joined us as a guest on the podcast.About JamesJames M. Langley, President of Langley Innovations, has pioneered a number of practices that have been emulated by hundreds of institutions of higher learning. The knowledge he acquired from conceiving and conducting three path-breaking campaigns at three major institutions and the insight he gleaned from decades of research on donor behavior has been shared in five books, dozens of articles, hundreds of blog posts and scores of seminars, workshops and speeches. As a result, his expertise and insight, particularly on how institutions can adapt best to changing and unchanging philanthropic realities, is highly sought after by Canadian and U.S. institutions and professional advancement organizations. His most recent book, The Future of Fundraising: Adapting to New Philanthropic Realities, was published by Academic Impressions in 2020. It builds on the vast experience and extensive research imparted in his four previous books, Comprehensive Campaigns: A Guide for Presidents and Boards, Fundraising for Boards: A Guide, Fundraising for Deans: A Guide, and Fundraising for Presidents: A Guide and Fundraising for Presidents: A Guide. He has also written chapters in Advancing Higher Education: New Strategies for Fundraising, Philanthropy and Engagement and How to Recruit and Retain Good Staff and published numerous articles including his most recent, “Cultivating a Culture of Philanthropy” in Trusteeship, the magazine produced by the Association of Governing Boards. After 30 years in higher education, he founded Langley Innovations. In its first eleven years, Langley Innovations has served over 130 clients, providing a wide variety of strategic services.As Vice President for Advancement at Georgetown University (2005 to 2010), Langley imagined and led a massive “Discovery Initiative,” employing current students to conduct face-to-face interviews of alumni around the world. The purpose of the interviews was to discover what Langley calls the “animating passions” of the alumni, then link those passions with the University's programmatic initiatives to establish Georgetown as the place that alumni “not only give to but through to realize their larger societal ideals.” Over 6,000 alumni in 42 states and 17 countries were interviewed. Giving by those interviewed rose 43 percent in the year after the visit with 20 percent giving their largest gift ever. In addition, the interviews yielded 1,000 new career mentors, 500 new alumni admission interviewers, 200 regional club and class committee volunteers, and 570 new major gift prospects, 63 percent of whom had a capacity of over $100,000. Langley also launched the quiet phase of a campaign that secured over $558 million, including a record $189 million in 2009 despite the worst economy since the Great Depression.At the University of California, San Diego (1997-2005), Langley served at Vice Chancellor for External Relations and President of the UCSD Foundation. He forged a public-private coalition and secured support from both sides of the political aisle to establish a model school for economically disadvantaged youngsters. After only four years, the graduates of this model school were being admitted to the nation's most competitive colleges and universities. Langley also led efforts to secure $100 million from the State to create an advanced information technology center then matched that grant with $140 million in support from business and industry, which he secured within five months. Though advised by fund raising experts that the University did not have sufficient alumni support, Langley led the school into a $1 billion campaign, the largest campaign ever attempted at the time by a school established in the post World War II period. That campaign put forward a series of bold concepts, which attracted one nine-figure gift, and 7 eight-figure gifts, all of which were greater the largest gifts previously raised --- and all from non-alumni donors. When he left that University, Langley was cited by the Chancellor as “a pivotal force behind the campus' ascension as a world class institution.” The citation, in part, reads, “He engineered a meteoric rise in the philanthropic giving …and his vigorous launch of the landmark “Imagine What's Next” campaign ensured its extraordinary early success. Jim's unique vision …energized such key constituent groups as alumni, federal, and state officials, and community leaders. His blueprint for successful strategic communications had dramatically raised UCSD's public profile, and his dynamic participation in higher education advancement circles won UCSD national renown for innovative stewardship.” At Georgia Tech, where Langley served as Vice President of External Affairs (1989-1997), he led an initiative to increase that university's market share of the most qualified students in the face of demographic decline. Using innovative market research and targeted communications, Langley increased the University's average SAT score from 1187 to 1234 in two years. He also was instrumental in the Georgia Tech being selected as the Olympic Village for the 1996 Summer Games and converting that platform into an international news bonanza for the University. Under Langley's direction, fund raising receipts tripled and his operations won numerous awards in virtually every area of advancement. Renowned for his public speaking, Langley's professional seminars are consistently described as the “best I have ever attended” by his peers and he has been awarded the Crystal Apple by the Council for the Advancement and Support of Education for having received the highest possible evaluations from attendees at ten different conferences.Langley graduated magna cum laude from the University of Cincinnati where he was also selected to Phi Beta Kappa. He also received a master's degree in history from the University of Cincinnati where he was awarded the prestigious Taft Fellowship. He is a Vietnam era veteran of the U.S. Army.

This is the fourth in a series of episodes dedicated to the fundamentals of community college governance. In this series, Jaci King, co-editor of the recently released Trusteeship in Community Colleges: A Guide for Effective Governance, Second Edition, interviews chapter authors about how to govern. In this episode, Dr. Charlene Dukes discusses student success and diversity, equity and inclusion. Dr. Dukes is president emerita of Prince George’s Community College in Largo, MD where she spent 25 years of her service in higher education – the first twelve as vice president for Student Services. This conversation was recorded on ZOOM, so please excuse a few brief dips in audio quality. To purchase Trusteeship in Community Colleges: A Guide for Effective Governance, Second Edition, visit the ACCT Bookstore online. 

Tacitus; Pilate's existence; Considering the evidence; The one true Church; Archbishop story; Spiritual realms; Principalities; Kingdoms of the world; Adam and Eve's dominion; "Soul"; "Spirit"; Eph 1:21; Greek "Arche"; Despising dominion; Rulers of Darkness; Legal twistiness; Prior rights; Religious obligations; Eph 6:12; What are the "high places"?; Abundant life on this planet; UFOs?; The war we're in; Trusteeship of dominion; Supplying support; Letting in the light; Spirits of wickedness; Sanhedrin; Baptizing into the system; Restoring the republic; Spiritual DNA; Hell?; Robbery through inflation; Devaluation; Bringing light to high places; Inability to own gold; Awakening others; Repent and seek the kingdom of God and His righteousness.

This is the second in a series of episodes dedicated to the fundamentals of community college governance. In this series, Jaci King, co-editor of the recently released Trusteeship in Community Colleges: A Guide for Effective Governance, Second Edition, interviews chapter authors about how to govern. In this episode, Dr. Karen Rafinski discusses board accountability and advocacy. Dr.Rafinski is President Emeriti of Clark State Community College (CSCC) . Over her 16 years at the helm of the college, enrollment more than doubled, CSCC expanded to more locations and developed closer ties with local businesses. She has also served as Interim President for the Ohio Association of Community Colleges. Between her CSCC presidency and her previous presidencies at higher education institutions in Minnesota, Rafinski has spent 26 years as CEO at three institutions and 41 years in higher education. To purchase Trusteeship in Community Colleges: A Guide for Effective Governance, Second Edition, visit the ACCT Bookstore online. 

This is the second in a series of episodes dedicated to the fundamentals of community college governance. In this series, Jaci King, co-editor of the recently released Trusteeship in Community Colleges: A Guide for Effective Governance, Second Edition, interviews chapter authors about how to govern. In this episode, ACCT consultant, Dr. Pamila Fisher, discusses best practices for governing boards, including building a cohesive team, and making time for professional development. She provides advice on how to avoid areas that can derail the board’s effectiveness.   To purchase Trusteeship in Community Colleges: A Guide for Effective Governance, Second Edition, visit the ACCT Bookstore online. 

This is the first in a series of episodes dedicated to the fundamentals of community college governance. In this series, Jaci King, co-editor of the recently released Trusteeship in Community Colleges: A Guide for Effective Governance, Second Edition, interviews chapter authors about how to govern. In this episode, King interviews former longtime Washtenaw Community College Trustee and former ACCT Board of Directors Member David Rutledge about the board and its governing functions. Among the topics discussed: ·        Fiduciary responsibilities: What are they, what do they mean, and how are they carried out on a community college board? ·        What elements of the board role do trustees find most challenging? Are there common pitfalls that trustees can avoid? How can a president or board chair best help board members manage these roles and what should they do if a board member is off-track and creating challenges for the board or the CEO? ·        What qualities make a trustee effective? How these characteristics play out when a board is dealing with an issue or challenge? ·        The size and complexity of community college boards—and the fact that most operate under some type of open meetings requirement—is likely quite different from what trustees may have experienced in the private sector. What advice do you have for new trustees as they become familiar with the way their board functions? To purchase Trusteeship in Community Colleges: A Guide for Effective Governance, Second Edition, visit the ACCT Bookstore at https://www.acct.org/publications.

The 75th "Wealth Actually" Podcast . . . Wow . . . it seems like I just started this project a few months ago. It has been 4 and a half years since the first one . . . it's alarming how fast time flies. Hopefully, I have improved over time! This 75th recording is an industry specific interview, but it has wide ramifications. In getting up to speed on a different project, I stumbled across the book "Ethics for Trustees 2.0" by MARGUERITE LORENZ. Based in California, Marguerite is a Master Trustee and the Managing Partner of LORENZ PRIVATE TRUSTEES. https://www.amazon.com/Ethics-Trustees-2-0-Guide-Trustee/dp/172837278X/ Ethic for Trustees 2.0 is a quick and extremely informative read on the roles and responsibilities of a trustee and the establishment of good practices around decision-making that involves judgment and discretion. It also went into some detail about the California licensing component of individual trustees- something I knew little about. So in typical "me" fashion, I called up Marguerite to find out more about the book and her firm's unique practice. That led to her gracious appearance on the latest "Wealth, Actually" podcast. We covered: -Her unique background and the formation of her private trustee business. (It has its own unique succession story too!) -Marguerite's rationale and experience in writing the book -The Definitions of a Trust, their uses and some of the nomenclature -The Duties of a Trustee/Fiduciary- (many of which trustees aren't aware of)! -What makes a good trustee?  How does one deal with arguing beneficiaries? Tricky assets? -The Origin of CALIFORNIA LICENSING FOR PROFESSIONAL TRUSTEES (and why it may be important for normally exempted attorneys and CPAs to get licensed. -When does advice graduate from being to transactional to ongoing and how does it relate to administration of structures and discretionary decision-making? -Traps for the unwary trustee  -What functions or areas of trustee responsibility are good to ask for help? When do you bring in outside experts? -Useful Resources and Groups: INDEPENDENT TRUSTEE ALLIANCE ESTATE PLANNING GROUP NETWORK -How do we stay in touch? MARGUERITE LORENZ LINKEDIN LORENZ PRIVATE TRUSTEES (WEBSITE) MARGUERITE LORENZ TWITTER https://www.amazon.com/Wealth-Actually-Intelligent-Decision-Making-1-ebook/dp/B07FPQJJQT/

Kevin Slaney President IBEW Local 2330 - Demonstration In Holyrood Over Trusteeship by VOCM

Season 4, Episode 2: ACCT Chair David Mathis has been a member of the Mohawk Valley Community College board of trustees since 1977. In this episode, Mathis reflects on how community college and how public higher education governance have evolved over the past four decades, including challenges, opportunities, and changes that have taken place. As he takes the helm of the association during one of the most tumultuous years of American history, and when ACCT is undergoing its own major changes, Mathis discusses his many goals, including pandemic recovery; making meaningful progress in diversity, equity and inclusion at community colleges; finding the best person to lead ACCT into the future, and more.

Season 4, Episode 1: ACCT Chair David Mathis has been a member of the Mohawk Valley Community College board of trustees since 1977. In this episode, Mathis reflects on how community college and how public higher education governance have evolved over the past four decades, including challenges, opportunities, and changes that have taken place. As he takes the helm of the association during one of the most tumultuous years of American history, and when ACCT is undergoing its own major changes, Mathis discusses his many goals, including pandemic recovery; making meaningful progress in diversity, equity and inclusion at community colleges; finding the best person to lead ACCT into the future, and more.

The State Government based offices of Public Trustee and Guardian can take over various levels of decision making for people who have diminished capacity - but this may not be the best outcome. The best outcome is to repair the family dysfunction.

Trusteeship

The challenges posed by Covid-19 will accelerate the move towards professional trusteeship, according to Mercer’s chief actuary Charles Cowling, who argues that the responsibilities in this area post-coronavirus will be too much for lay trustees to handle alone. He and Catherine McFadyen, head of public sector actuarial, benefits and governance at Hymans Robertson, discuss LGPS funding, the impact of mortality rates, and give their predictions about the post-crisis world. See acast.com/privacy for privacy and opt-out information.

Is it possible to find a “natural-born” salesperson? Of course, says Karen Caplan, President, and CEO of Frieda’s Specialty Produce in Los Alamitos, California.  It’s often been said that the hardest thing for business leaders and owners to do is hire good salespeople.    ----more---- Dream sales candidates can turn into nightmares and they are expensive and complicated to separate once they’re in the system. What’s most important in hiring salespeople? Experience? Aptitude? Culture? What does an experienced CEO of a highly successful business value most?  She values the natural born salesperson and has learned how to find them. This could be the most rewarding 6 minutes you’ll spend all year. This program is an extract from an interview with Karen Caplan on January 14th with host John Asher of Asher Sales Sense: Two Things CEOs Should Look for in Hiring Top-Performing Salespeople About Karen Caplan Karen Caplan knows jack…fruit, among many other exotic fruits and vegetables. After all, produce is in her blood.  The eldest daughter of produce trailblazer Dr. Frieda Rapoport Caplan, founder of Frieda’s Specialty Produce and the first woman to own a produce company in the U.S., Karen graduated from UC Davis with a Bachelor of Science in Agricultural Economics and Business Management and entered into the family business.  Now the co-owner, president, and CEO of Frieda’s, Karen is a produce industry leader. She was the first female chairperson of the United Fresh Produce Association and the first female president of the Southern California-based Fresh Produce & Floral Council. She has served on numerous boards and leadership positions, including as chairman and vice-chairman of the USDA Fruit & Vegetable Industry Advisory Committee and board member of the Federal Reserve Bank, Los Angeles branch, and the Second Harvest Food Bank of Orange County. Karen currently serves on the boards of the California Agricultural Leadership Foundation, CSU-Cal Poly Pomona Dean’s Advisory Board, and UC Davis Agricultural Issues Center. She is also the current president of The Trusteeship, the Southern California chapter of the International Women’s Forum.  Karen is a frequent keynote speaker and panelist on leadership, innovation, and produce trends. She also writes a weekly blog, “What’s on Karen’s Plate?”. Connect with Karen on Twitter @Karen_Kiwi and on LinkedIn.  ___________________________________________ Asher Sales Sense is hosted by John Asher and Kyla O’Connell of ASHER Strategies which is a program on the Funnel Radio Channel.  ASHER Strategies is the sponsor of ASHER Sales Sense.     

Five years ago, in 2015, the governments of the United Nations agreed on a set of 17 Sustainable Development Goals (SDGs) that we would need to attain by 2030 to make life better and more sustainable for future generations. Our governments had come to accept that we were rapidly overpopulating the planet, depleting our natural resources and destroying our environment. These goals cover the full range of socio-economic and environmental factors that our governments agreed were essential for our peace, wellbeing and prosperity. They called these goals our 2030 Agenda. Since then, a wave of populist nationalism has swept much of the globe. Support for the multilateral approach, which has kept most of the world at peace since World War II, is in decline. Foreign aid, which governments agreed in 2015 would need to be boosted in order to help developing countries attain their SDGs, is down. And global hunger, exacerbated increasingly by climate shocks, is up, causing mounting numbers of desperate people to leave their homes where eking out a living is no longer sustainable. Migration is not one of the Sustainable Development Goals. It is largely an outcome of inadequate progress towards attaining these goals. Orderly migration is essential to maintaining our economic wellbeing. Disorderly migration is not. Uncontrolled migration continues to end tragically for many refugees and those seeking a better life. In destination countries in Europe and the United States, it has become an emotive election issue. The UN's Global Compact on Refugees and Migration that was designed to bring order to the chaos does not have universal support. Speaker: Trevor Page Trevor Page worked for the United Nations for 31 years. Most of his work was with the World Food Programme in Africa and Asia, but he was also seconded to the UN refugee agency, UNHCR, the Food and Agriculture Organization, FAO, and the UN‘s Department of Special Political Questions, Regional Cooperation, Decolonization and Trusteeship. He has served as Head of Mission in major countries, including China and India, and at the headquarters of the World Food Programme in Rome, Italy, as the Director of emergency humanitarian relief, worldwide. Some of Mr. Page's most challenging assignments were as the chief troubleshooter for the UN's relief operations during the Great Sahelian Drought; in the Sudan, at the height of the civil war in the south; as the first head of the UN in Eritrea at the end of its 30-year civil war with Ethiopia; in Uganda and Congo for the Rwanda crisis; and opening and managing the WFP office in North Korea when devastating floods on top of a collapsed economy caused the DPRK to appeal to the outside world for help. Moderator: TBA Date: Thursday, January 16, 2020 Time: Doors open 11:30 am, presentation 12 noon, buffet lunch 12:30 pm, Q&A 1 – 1:30 pm Location: Royal Canadian Legion (please enter at north door) 324 Mayor Magrath Dr. S. Lethbridge Cost: $14 buffet lunch with dessert/coffee/tea/juice or $2 coffee/tea/juice. RSVP not required

Five years ago, in 2015, the governments of the United Nations agreed on a set of 17 Sustainable Development Goals (SDGs) that we would need to attain by 2030 to make life better and more sustainable for future generations. Our governments had come to accept that we were rapidly overpopulating the planet, depleting our natural resources and destroying our environment. These goals cover the full range of socio-economic and environmental factors that our governments agreed were essential for our peace, wellbeing and prosperity. They called these goals our 2030 Agenda. Since then, a wave of populist nationalism has swept much of the globe. Support for the multilateral approach, which has kept most of the world at peace since World War II, is in decline. Foreign aid, which governments agreed in 2015 would need to be boosted in order to help developing countries attain their SDGs, is down. And global hunger, exacerbated increasingly by climate shocks, is up, causing mounting numbers of desperate people to leave their homes where eking out a living is no longer sustainable. Migration is not one of the Sustainable Development Goals. It is largely an outcome of inadequate progress towards attaining these goals. Orderly migration is essential to maintaining our economic wellbeing. Disorderly migration is not. Uncontrolled migration continues to end tragically for many refugees and those seeking a better life. In destination countries in Europe and the United States, it has become an emotive election issue. The UN's Global Compact on Refugees and Migration that was designed to bring order to the chaos does not have universal support. Speaker: Trevor Page Trevor Page worked for the United Nations for 31 years. Most of his work was with the World Food Programme in Africa and Asia, but he was also seconded to the UN refugee agency, UNHCR, the Food and Agriculture Organization, FAO, and the UN‘s Department of Special Political Questions, Regional Cooperation, Decolonization and Trusteeship. He has served as Head of Mission in major countries, including China and India, and at the headquarters of the World Food Programme in Rome, Italy, as the Director of emergency humanitarian relief, worldwide. Some of Mr. Page's most challenging assignments were as the chief troubleshooter for the UN's relief operations during the Great Sahelian Drought; in the Sudan, at the height of the civil war in the south; as the first head of the UN in Eritrea at the end of its 30-year civil war with Ethiopia; in Uganda and Congo for the Rwanda crisis; and opening and managing the WFP office in North Korea when devastating floods on top of a collapsed economy caused the DPRK to appeal to the outside world for help. Moderator: TBA Date: Thursday, January 16, 2020 Time: Doors open 11:30 am, presentation 12 noon, buffet lunch 12:30 pm, Q&A 1 – 1:30 pm Location: Royal Canadian Legion (please enter at north door) 324 Mayor Magrath Dr. S. Lethbridge Cost: $14 buffet lunch with dessert/coffee/tea/juice or $2 coffee/tea/juice. RSVP not required

Five years ago, in 2015, the governments of the United Nations agreed on a set of 17 Sustainable Development Goals (SDGs) that we would need to attain by 2030 to make life better and more sustainable for future generations. Our governments had come to accept that we were rapidly overpopulating the planet, depleting our natural resources and destroying our environment. These goals cover the full range of socio-economic and environmental factors that our governments agreed were essential for our peace, wellbeing and prosperity. They called these goals our 2030 Agenda. Since then, a wave of populist nationalism has swept much of the globe. Support for the multilateral approach, which has kept most of the world at peace since World War II, is in decline. Foreign aid, which governments agreed in 2015 would need to be boosted in order to help developing countries attain their SDGs, is down. And global hunger, exacerbated increasingly by climate shocks, is up, causing mounting numbers of desperate people to leave their homes where eking out a living is no longer sustainable. Migration is not one of the Sustainable Development Goals. It is largely an outcome of inadequate progress towards attaining these goals. Orderly migration is essential to maintaining our economic wellbeing. Disorderly migration is not. Uncontrolled migration continues to end tragically for many refugees and those seeking a better life. In destination countries in Europe and the United States, it has become an emotive election issue. The UN's Global Compact on Refugees and Migration that was designed to bring order to the chaos does not have universal support. Speaker: Trevor Page Trevor Page worked for the United Nations for 31 years. Most of his work was with the World Food Programme in Africa and Asia, but he was also seconded to the UN refugee agency, UNHCR, the Food and Agriculture Organization, FAO, and the UN‘s Department of Special Political Questions, Regional Cooperation, Decolonization and Trusteeship. He has served as Head of Mission in major countries, including China and India, and at the headquarters of the World Food Programme in Rome, Italy, as the Director of emergency humanitarian relief, worldwide. Some of Mr. Page's most challenging assignments were as the chief troubleshooter for the UN's relief operations during the Great Sahelian Drought; in the Sudan, at the height of the civil war in the south; as the first head of the UN in Eritrea at the end of its 30-year civil war with Ethiopia; in Uganda and Congo for the Rwanda crisis; and opening and managing the WFP office in North Korea when devastating floods on top of a collapsed economy caused the DPRK to appeal to the outside world for help. Moderator: TBA Date: Thursday, January 16, 2020 Time: Doors open 11:30 am, presentation 12 noon, buffet lunch 12:30 pm, Q&A 1 – 1:30 pm Location: Royal Canadian Legion (please enter at north door) 324 Mayor Magrath Dr. S. Lethbridge Cost: $14 buffet lunch with dessert/coffee/tea/juice or $2 coffee/tea/juice. RSVP not required

Add the ASHER Sales Sense skill to your Alexa capable device to play the most recent or choose from a list. It’s often been said that the hardest thing for business leaders and owners to do is get good help. Hiring goes on all the time, but too often it goes south. Dream candidates can turn into nightmares and they are expensive and complicated to separate once they’re in the system. What’s most important in hiring salespeople? Experience? Aptitude? Culture? What does one experienced CEO of a highly successful business value most? ----more---- The January 2nd Asher Sales Sense Podcast, “Two Things CEOs Should Look for in Hiring Top-Performing Salespeople” with host John Asher features Karen Caplan, President, and CEO of Frieda’s Specialty Produce in Los Alamitos, California.  She’s the eldest daughter of produce trailblazer Dr. Frieda Rapoport Caplan, founder of Frieda’s Specialty Produce and the first woman to own a produce company in the U.S. Karen is now herself a produce industry leader. She was the first female chairperson of the United Fresh Produce Association and the first female president of the Southern California-based Fresh Produce & Floral Council. She has served on numerous boards and leadership positions, including as chairman of the USDA Fruit & Vegetable Industry Advisory Committee and board member of the Federal Reserve Bank, Los Angeles branch, and the Second Harvest Food Bank of Orange County. Make 2020 a banner year for your company by taking the advice of a CEO dedicated to life-long learning and applying her proven methods to achieve business success.  Tune in on January 2nd to hear CEO band business leader Karen Caplan reveal how she built a dominating salesforce in a commodity marketplace. This could be the most rewarding half-hour you’ll spend all year. About John's guest: Karen Caplan knows jack…fruit, among many other exotic fruits and vegetables. After all, produce is in her blood.  The eldest daughter of produce trailblazer Dr. Frieda Rapoport Caplan, founder of Frieda’s Specialty Produce and the first woman to own a produce company in the U.S., Karen graduated from UC Davis with a Bachelor of Science in Agricultural Economics and Business Management and entered into the family business.  Now the co-owner, president, and CEO of Frieda’s, Karen is a produce industry leader. She was the first female chairperson of the United Fresh Produce Association and the first female president of the Southern California-based Fresh Produce & Floral Council. She has served on numerous boards and leadership positions, including as chairman and vice-chairman of the USDA Fruit & Vegetable Industry Advisory Committee and board member of the Federal Reserve Bank, Los Angeles branch, and the Second Harvest Food Bank of Orange County. Karen currently serves on the boards of the California Agricultural Leadership Foundation, CSU-Cal Poly Pomona Dean’s Advisory Board, and UC Davis Agricultural Issues Center. She is also the current president of The Trusteeship, the Southern California chapter of the International Women’s Forum.  Karen is a frequent keynote speaker and panelist on leadership, innovation, and produce trends. She also writes a weekly blog, “What’s on Karen’s Plate?”. Connect with Karen on Twitter @Karen_Kiwi and on LinkedIn. ___________________________________________ Asher Sales Sense is hosted by John Asher and Kyla O’Connell of ASHER Strategies which is a program on the Funnel Radio Channel.  ASHER Strategies is the sponsor of ASHER Sales Sense.     

Meet Linda LoRe A couple quick highlights: • Over 25 years experience as CEO of major brands including: Frederick's of Hollywood, Giorgio Beverly Hills,  and Avon • Youngest female CEO of a Fortune 500 Company when she was just 36 • ​Her current coaching/mentoring clients manage over $2 Billion in revenue for their companies. Linda LoRe is recognized as a top industry expert on corporate culture and a master leadership seminar facilitator, specializing in behavior modification. Her extensive experience includes building consumer companies from the ground up, revitalizing storied brands and breathing new life into consumer favorites. She is presently the CEO and Co-Founder for InJoy Global, a company devoted to turning the workplace into an engaged and profitable place of business.  She has served on public, private and non-profit boards during her tenure in the business world. LoRe serves on the Boards of Directors of the Trusteeship of the International Women’s Forum, The Women’s Leadership Board for the Kennedy School of Government at Harvard University, and the Board of Advisors for the Fashion Institute of Design Merchandising (FIDM), the United States Air Force as their Entertainment and Industry Liaison emeritus, and the Executive Women's Alliance (EWA). She is also the founding Board Member of the Youth Mentoring Connection, which serves at-risk youth in Southern California. She holds a Presidential Key Executive (PKE) Masters Degree of Business Administration with a focus on Strategy and Leadership, from the George L. Graziadio School of Business at Pepperdine University. Ms. LoRe gave the honored Student Commencement Address at Graduation. ... Want more wisdom and happiness in your own life? Join our tribe of people getting all that and more for free at InJoyDaily.com

Meet Linda LoRe A couple quick highlights: • Over 25 years experience as CEO of major brands including: Frederick's of Hollywood, Giorgio Beverly Hills,  and Avon • Youngest female CEO of a Fortune 500 Company when she was just 36 • ​Her current coaching/mentoring clients manage over $2 Billion in revenue for their companies. Linda LoRe is recognized as a top industry expert on corporate culture and a master leadership seminar facilitator, specializing in behavior modification. Her extensive experience includes building consumer companies from the ground up, revitalizing storied brands and breathing new life into consumer favorites. She is presently the CEO and Co-Founder for InJoy Global, a company devoted to turning the workplace into an engaged and profitable place of business.  She has served on public, private and non-profit boards during her tenure in the business world. LoRe serves on the Boards of Directors of the Trusteeship of the International Women’s Forum, The Women’s Leadership Board for the Kennedy School of Government at Harvard University, and the Board of Advisors for the Fashion Institute of Design Merchandising (FIDM), the United States Air Force as their Entertainment and Industry Liaison emeritus, and the Executive Women's Alliance (EWA). She is also the founding Board Member of the Youth Mentoring Connection, which serves at-risk youth in Southern California. She holds a Presidential Key Executive (PKE) Masters Degree of Business Administration with a focus on Strategy and Leadership, from the George L. Graziadio School of Business at Pepperdine University. Ms. LoRe gave the honored Student Commencement Address at Graduation.  

In this episode, we speak with Tor Evans, the senior external relations manager for the Roundhouse who also sits on the Young Trustees Movement advisory board. The Roundhouse has been a leading voice in the push to recruit young trustees. They are trailblazers who have had young trustees for over a decade and even created a guide to youth governance in collaboration with the Arts Council.Tor shares some practical tips for how organisations can recruit young trustees in a meaningful way.Download a copy of the Roundhouse Youth Governance Guide here: https://www.roundhouse.org.uk/about-us/our-work-with-young-people/youth-governance/Visit us at www.thesocialchangeagency.orgFollow us on Twitter at @SocialChangeAgHost: Mita DesaiGuest: Tor EvansProducer: Maria MancusoTheme music by Loyalty Freak Music

Is there a big difference in governance standards between boards with a professional trustee and boards without? Should lay trustees have to demonstrate how they have acquired a minimum level of knowledge and understanding? And what can be done to increase diversity on boards? In this episode, Laura Andrikopoulos, head of governance consulting at Hymans Robertson, discusses some of the Pensions Regulator's 'Future of trusteeship and governance' consultation proposals, and what impact they might have on the industry. See acast.com/privacy for privacy and opt-out information.

In episode 53, we look at structure and philanthropy. Exploring how philanthropy and civil society has become structured over time, what the drivers for this are, and what new possibilities the future may hold. Including:  The reformation and the dismantling of medieval catholic infrastructure for giving Urbanisation, poverty and associated philanthropy The charitable/philanthropic tradition vs the mutual/cooperative tradition in the UK Concerns about 'faction' and voluntary association in the US Benefits of structure: coordination, economies of scale, setting and maintaining strategy, separating the individual from their role, making rules explicit Structure and power: formalisation as a form of social control? Endowed structures: foundations, trusts and waqfs Nonprofit and charity structures in the UK and US Donor Advised Funds and Charitable Remainder Trusts Non-traditional structures: LLCs, B Corps etc. Disintermediating giving: direct cash transfers and crowdfunding Network social movements and the "Tyranny of Structurelessness     Related Links: -My book, Public Good by Private Means: How philanthropy shapes Britain -Dobkin Hall, P. (1999) “Resolving the Dilemmas of Democratic Governance: The Historical Development of Trusteeship in America, 1636-1996” in Condliffe Lagemann (ed) Philanthropic Foundations: New Scholarship, New Possibilities -Morris, R.J. (1990) “Clubs, Societies & Associations” in Thompson (ed) The Cambridge Social History of Britain vol 3. -Morris, R.J. (1983) “Voluntary Societies and British Urban Elites, 1780-1850: An Analysis”, The Historical Journal, vol 26, No. 1 -Davies (2014)“Give Me a Break: Why the UK should not aspire to a ‘US-style’ culture of charitable giving”, Giving Thought discussion paper -My piece for HistPhil on “Networked Social Movements and the “Tyranny of Structurelessness””    

Welcome To The Foundation! On This Episode of The Foundation, Host Sot El Is Back And Discusses The Way To Start Off The New Year Right With Your 98 Trust.. As We Enter The New Fiscal Year, Let's Discuss: Strategies, Some Implications of The New Tax Law Regarding Trusts, Proper Administration and Substantiation, Some of The Common Pitfalls of Trusteeship, As Well As Some Key Distinctions In Relation To Administration That Trustees, Particularly of Private Trusts Miss. Let's Avoid Pitfalls And Discuss Proper New Year Administration... Join Host Sot El as we Discuss this and other Topics. As We Lay the FOUNDATION... LIVE CALL # (424)222-5250 or (563)999-3625 - Press 1 to interact with Sot EL. Thanks for listening and sharing! www.highfrequencyradionetwork.com www.welcometothefoundation.com

In the News: Qatar announces it will withdraw from OPEC. UN Deep Dive: Exploring the UN Trusteeship Council, a principal organ of the United Nations and defunct since 1994. MUN Strategy: Understand why it's important to set expectation for your Model UN team to avoid future conflicts. Model UN Coach's Corner: Learn how to properly structure a draft resolution.Support the show (https://teespring.com/stores/allamericanmun)

This is a short talk given to about 50 people who were all involved as board members and so was sharing a list of top 10 tips for good governance.  Thought some of you would be interested in these as well.  My voice barely made it through!   Here is the actual more detailed content and list that is discussed (with thanks to Grant Adams for his input also): 1. Govern don’t manage: Avoid getting into too much of the detail of how the trust operates. You shouldn’t be talking about minor issues at the Board level. Yes! What is our strategic plan for the next 5 years? No! Can we save $7 per month by purchasing paper in bulk? Your rating out of 10?______ 2. Have clear agendas: Don’t let meetings turn into a conversation that starts “what are we talking about again”? Have a clear defined standing agenda that then has key points added. Yes! Circulate agenda in advance along with relevant pre-reading. Read it. No! Show up late and try to remember what was discussed last time, with no agenda to guide the meeting (and ensure it finishes on time). Your rating out of 10?______ 3. Board Charters: This is a document that can provide overall guidance – set out role, relationships, how decisions made, procedures, inductions, committees. Yes! Consider having a Board Charter and clearly set guidance out. No! Continue without clear thinking and strategy behind what you are doing. Your rating out of 10?______ 4. Know your Trust purpose: It is surprising how many Trustees are unclear on the actual purpose and maybe have never even read the Trust Deed to see the original purposes. Yes! Be clear on what the purpose is and let it guide decisions. No! Put the Trust Deed in a drawer and not look at it for 10 years. Your rating out of 10?______ 5. Know the purpose behind the purpose: Think about and understand how the day to day and month to month work is of value – know your “why”. In many cases there are deep needs which are being met by each trust Yes! Know your why (if you have not seen the Simon Sinek video, google it) No! Don’t forget the real reason behind the activity and work being done. Your rating out of 10?______ 6. Plan ahead: Think long term not short term – discuss finances, properties, succession for your board, strategy, growth, is this Trust relevant … Yes! In 5 years I think our landscape will have changed so here is what we need to do to prepare… No! Where shall we hold our next meeting? Your rating out of 10?______ 7. Trust board size: I think optimum size is 4 to 6 Trustees. Many Trust Boards are more, but once you get above 8 the opportunity for participation drops. This results in a drop of enjoyment (less sense of contribution) and also reduces the quality of decision making because discussion is more limited. Yes! Keep boards efficient by not growing them too large. No! Don’t get too big - boards that have crept up above 10 are like a parliament and are also far more difficult to chair. Your rating out of 10?______ 8. Increasing need for professionalism as a Trustee: There is a growing need to create a culture of continuous improvement or learning within the Trusteeship itself. Have a view that you can never stop learning. Governance is a high calling. Yes! Trustees ought to be encouraged to read material that takes them a bit further in their journey of understanding what it is to a Trustee and how to contribute. No! Just wing it. Your rating out of 10?______ 9. Who should be on a Trust Board? In a small charity this may be a luxury but the ideal answer is someone who has both a strong belief in the vision and purpose of the Trust as well as a particular skill set that the Trust most needs. Yes! Consider skill sets around tangible matters e.g. finances, property matters, operational issues but also the soft issues – the ability to think strategically, a high EQ and focus on building a great team. No! Don’t focus on one set of skills instead aim for a diversity of thought. Your rating out of 10?______ 10. The right Chair? Good outcomes are largely the result of effective meetings and effective meetings are not possible if the Chair is not suited to the task. A good Chair creates an environment of respect, fair opportunity to speak, but without restricting candor and ensuring discussions do not go on any longer than necessary and a clear conclusion is reached. Also, if the organisation is large enough to have employed staff then the relationship between the Chair and the Chief Executive is a critical one. Yes! Have those awkward conversations to ensure that the person most suitable to facilitate good meetings is the Chair. No! Like all of these points, don’t continue on if change is needed. Your rating out of 10?______ https://changeforgood.parryfield.com/2018/09/16/good-governance/  

Prof. Satish Y. Deodhar, Economics area of IIM Ahmedabad discusses on CSR as Mandatory Trusteeship is an Oxymoron! A detailed paper on this subject by Prof. Deodhar is available in the latest issue of, Vikapa: The Journal of Decision Makers. Visit:https://www.iima.ac.in/web/faculty/faculty-profiles/satish-deodhar for more details.

As we look at the characteristics of the Kingdom, we consider the difference between the concepts of ownership and trusteeship, and how Jesus taught trusteeship to his followers.

As we look at the characteristics of the Kingdom, we consider the difference between the concepts of ownership and trusteeship, and how Jesus taught trusteeship to his followers.

Jono McGrath presents Peter McGrath's amazing testimony of scally to Seaman's Mission pastor to Christian Ministry including Trusteeship of Flame Radio.

Recorded straight off stage from the 2015 AGB National Conference on Trusteeship, Howard Teibel shares his reflections on trusteeship, and lessons he learned working with trustees navigating their most challenging issues. From the coming closure of Sweet Briar, to the challenges of institutionalizing change, Howard and Pete dive into the importance of changing our thinking from cooperation to collaboration, and shifting adversarial relationships toward finding alignment across the entire institution.

This week on Navigating Change, we continue our conversation on governance with trustee Larry Baker. Dr. Baker serves as medical director for the emergency department of UnityPoint health in Des Moines, But for our conversation today, his most important role is as trustee, serving as chair on the board of Des Moines University Osteopathic Medical Center. Our conversation has wound around a central theme: What is it that stakeholders in leadership look for in one another as they guide the collective institution? From the trustee perspective, how do you tell the story of relationship building with the president, senior administration, and beyond, balancing the needs of authority, accountability, and responsibility between parties? What is the role of the trustee in guiding and leading change in the institution? This week, Dr. Baker joins Howard Teibel and Pete Wright to discuss the key principles that guide his work as chair on the board of the Des Moines University Osteopathic Medical Center.

The 2015 National Conference on Trusteeship from the Association of Governing Boards is coming up April 19-21in Phoenix and this year’s event promises a rich line-up of leaders and board members tackling the biggest issues facing higher ed institutions around the world. Howard Teibel is on the docket this year, joining the list of facilitators for the Leadership Institute for Board Leaders and Executives the day before the main session, April 18. We’re thrilled to welcome AGB President Rick Legon to the show this week. Rick has served as AGB President since 2006. This week, he shares his keen insights in the challenges facing board leadership in today’s institutions, and how the Conference on Trusteeship serves to align leaders to face them. How do we maintain an affordable education while ensuring the highest quality? How do we address the glass ceiling of tuition revenue in supporting the institution? How do we adapt to the changing relationship between state and federal regulation and the education experience? This is a wide-ranging conversation that dives into the fundamental question: how do we frame the board’s role as one critical piece of the institutional leadership puzzle?

In this conversation, George Payne introduces the concept of trusteeship, which challenges some basic ideas about property and ownership.

Historian Elizabeth Borgwardt discusses human rights, non-governmental organizations, and the trusteeship debate at the 1945 United Nations Conference on International Organization. For captions, transcript, and more information visit http://www.loc.gov/today/cyberlc/feature_wdesc.php?rec=5988

This talk gives an overview of British policy and the decisions relating to the Volkswagenwerk GmbH, and today's Volkswagen Aktiengesellschaft.