Podcasts about trusteeship

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

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.