Board Of Trustees Quotes

Their whole training has been authoritarian. They are sure that the Emperor, just because he is the Emperor, is all-powerful. And they are sure that the Board of Trustees, simply because it is the Board of Trustees acting in the name of the Emperor, cannot be in a position where it does not give the orders.

The assault on education began more than a century ago by industrialists and capitalists such as Andrew Carnegie. In 1891, Carnegie congratulated the graduates of the Pierce College of Business for being “fully occupied in obtaining a knowledge of shorthand and typewriting” rather than wasting time “upon dead languages.” The industrialist Richard Teller Crane was even more pointed in his 1911 dismissal of what humanists call the “life of the mind.” No one who has “a taste for literature has a right to be happy” because “the only men entitled to happiness… is those who are useful.” The arrival of industrialists on university boards of trustees began as early as the 1870s and the University of Pennsylvania’s Wharton School of Business offered the first academic credential in business administration in 1881. The capitalists, from the start, complained that universities were unprofitable. These early twentieth century capitalists, like heads of investment houses and hedge-fund managers, were, as Donoghue writes “motivated by an ethically based anti-intellectualism that transcended interest in the financial bottom line. Their distrust of the ideal of intellectual inquiry for its own sake, led them to insist that if universities were to be preserved at all, they must operate on a different set of principles from those governing the liberal arts.

Almost all philanthropy is by definition undemocratic, its priorities set by wealthy donors and boards of trustees, who by extension can shape the direction of public policy in faraway communities.

It was Nurse Caroline who introduced Homer to young Dr. Harlow, who was in the throes of growing out his bangs; a cowlick persisted in making his forehead look meager; a floppy shelf of straw-colored hair gave Dr. Harlow’s eyes the constant anxiousness of someone peering from under the brim of a hat. ‘Oh yes, Wells – our ether expert,’ Dr. Harlow said snidely. ‘I grew up in an orphanage,’ said Homer Wells. ‘I did a lot of helping out around the hospital.’ ‘But surely you never administered any ether?’ said Dr. Harlow. ‘Surely not,’ lied Homer Wells. As Dr. Larch had discovered with the board of trustees, it was especially gratifying to lie to unlikable people.

Dr. Gingrich and Mrs. Goodhall had prevailed upon the board of trustees; the board had requested that Larch comply with Dr. Gingrich’s recommendation of a ‘follow-up report’ on the status of each orphan’s success (or failure) in each foster home. If this added paperwork was too tedious for Dr. Larch, the board recommended that Larch take Mrs. Goodhall’s suggestion and accept an administrative assistant. Don’t I have enough history to attend to, as is? Larch wondered. He rested in the dispensary; he sniffed a little ether and composed himself. Gingrich and Goodhall, he said to himself. Ginghall and Goodrich, he muttered. Richhall and Ginggood! Goodring and Hallrich! He woke himself, giggling. ‘What are you so merry about?’ Nurse Angela said sharply to him from the hall outside the dispensary. ‘Goodballs and Ding Dong!’ Wilbur Larch said to her.

Not everyone on campus was fond of my hobbies. After football practice one day, one of my coaches informed me that the dean of men wanted to see me. I wasn’t sure what I had done wrong, but I knew they had me on something. I walked into the office, and he asked me to close the door. “We have a problem,” he said. “Do you know what street you live on? Do you know the name of it?” “Vetville?” I asked him. “Let me refresh your memory,” he said. “You live on Scholar Drive.” Apparently, the president of Louisiana Tech had given members of the board of trustees a tour of campus the day before. “When we went to where you live, it wasn’t very scholarly,” the dean told me. “There were old boats, motors, duck decoys, and fishnets littering your front yard. He was embarrassed. This is an institution of higher learning.” “That’s my equipment,” I told him. “But everybody’s yard is mowed-except yours,” he replied. “At least the frost will get it,” I said. “It will lay down flat as a pancake when the frost gets it.” “It’s July,” the dean said. “Cut your grass.

It was normal, then, that he should be missed, even mourned—for it’s a hard thing when someone dies at a school like Hampden, where we were all so isolated, and thrown so much together. But I was surprised at the wanton display of grief which spewed forth once his death became official. It seemed not only gratuitous, but rather shameful given the circumstances. No one had seemed very torn up by his disappearance, even in those grim final days when it seemed that the news when it came must certainly be bad; nor, in the public eye, had the search seemed much besides a massive inconvenience. But now, at news of his death, people were strangely frantic. Everyone, suddenly, had known him; everyone was deranged with grief; everyone was just going to have to try and get on as well as they could without him. “He would have wanted it that way.” That was a phrase I heard many times that week on the lips of people who had absolutely no idea what Bunny wanted; college officials, anonymous weepers, strangers who clutched and sobbed outside the dining halls; from the Board of Trustees, who, in a defensive and carefully worded statement, said that “in harmony with the unique spirit of Bunny Corcoran, as well as the humane and progressive ideals of Hampden College,” a large gift was being made in his name to the American Civil Liberties Union—an organization Bunny would certainly have abhorred, had he been aware of its existence.

Notice that Jesus knows exactly who he is asking to lead his community: a sinner. As all Christian leaders have been, are, and will be, Peter is imperfect. And as all good Christian leaders are, Peter is well aware of his imperfections. The disciples too know who they are getting as their leader. They will not need—or be tempted—to elevate Peter into some semi-divine figure; they have seen him at his worst. Jesus forgives Peter because he loves him, because he knows that his friend needs forgiveness to be free, and because he knows that the leader of his church will need to forgive others many times. And Jesus forgives totally, going beyond what would be expected—going so far as to establish Peter as head of the church.11 It would have made more earthly sense for Jesus to appoint another, non-betraying apostle to head his church. Why give the one who denied him this important leadership role? Why elevate the manifestly sinful one over the rest? One reason may be to show the others what forgiveness is. In this way Jesus embodies the Father in the Parable of the Prodigal Son, who not only forgives the son, but also, to use a fishing metaphor, goes overboard. Jesus goes beyond forgiving and setting things right. A contemporary equivalent would be a tenured professor stealing money from a university, apologizing, being forgiven by the board of trustees, and then being hired as the school’s president. People would find this extraordinary—and it is. In response, Peter will ultimately offer his willingness to lay down his life for Christ. But on the shore of the Sea of Galilee, he can’t know the future. He can’t understand fully what he is agreeing to. Feed your sheep? Which sheep? The Twelve? The disciples? The whole world? This is often the case for us too. Even if we accept the call we can be confused about where God is leading us. When reporters used to ask the former Jesuit superior general Pedro Arrupe where the Jesuit Order was going, he would say, “I don’t know!” Father Arrupe was willing to follow, even if he didn’t know precisely what God had in mind. Peter says yes to the unknowable, because the question comes from Jesus. Both Christ’s forgiveness and Peter’s response show us love. God’s love is limitless, unconditional, radical. And when we have experienced that love, we can share it. The ability to forgive and to accept forgiveness is an absolute requirement of the Christian life. Conversely, the refusal to forgive leads ineluctably to spiritual death. You may know families in which vindictiveness acts like a cancer, slowly eating away at love. You may know people whose marriages have been destroyed by a refusal to forgive. One of my friends described a couple he knew as “two scorpions in a jar,” both eagerly waiting to sting the other with barbs and hateful comments. We see the communal version of this in countries torn by sectarian violence, where a climate of mutual recrimination and mistrust leads only to increasing levels of pain. The Breakfast by the Sea shows that Jesus lived the forgiveness he preached. Jesus knew that forgiveness is a life-giving force that reconciles, unites, and empowers. The Gospel by the Sea is a gospel of forgiveness, one of the central Christian virtues. It is the radical stance of Jesus, who, when faced with the one who denied him, forgave him and appointed him head of the church, and the man who, in agony on the Cross, forgave his executioners. Forgiveness is a gift to the one who forgives, because it frees from resentment; and to the one who needs forgiveness, because it frees from guilt. Forgiveness is the liberating force that allowed Peter to cast himself into the water at the sound of Jesus’s voice, and it is the energy that gave him a voice with which to testify to his belief in Christ.

The scheme began to unravel following the Panic of 1873 when railroad investments failed. The bank experienced several runs at the height of the panic. The panic would not have affected the bank if it had been a savings bank, but by 1866, the business of the bank had become…reckless speculation, over-capitalization, stock manipulation, intrigue and bribery, and downright plundering…. In a last ditch effort to save the bank, the Trustees appointed Frederick Douglas as Bank President in March of 1874. Douglass did not ask to be nominated and the Bank Board knew that Douglass had no experience in banking, but they felt that his reputation and popularity would restore confidence to fleeing depositors….Douglas lent the bank $10,000 of his own money to cover the bank’s illiquid assets….Douglass quickly discovered that the bank was full of dead men’s bones, rottenness and corruption. As soon as Douglass realized that the bank was headed towards certain failure, he imposed drastic spending cuts to limit depositors’ losses. He then relayed this information to Congress, underscoring the bank’s insolvency, and declaring that he could no longer ask his people to deposit their money in it. Despite the other Trustees’ attempts to convince Congress otherwise, Congress sided with Douglass, and on June 20, 1874, Congress amended the Charter to authorize the Trustees to end operations. Within a few weeks’ time, the bank’s doors were shut for good on June 29, 1874, leaving 61,131 depositors without access to nearly $3 million dollars in deposits. More than half of accumulated black wealth disappeared through the mismanagement of the Freedman’s Savings Bank. And what is most lamentable…is the fact that only a few of those who embezzled and defrauded the one-time liquid assets of this bank were ever prosecuted….Congress did appoint a commission led by John AJ Cresswell to look into the failure and to recover as much of the deposits as possible. In 1880, Henry Cook testified about the bank failure and said that bank’s depositors were victims of a widespread universal sweeping financial disaster. In other words, it was the Market’s fault, not his. The misdeeds of the bank’s management never came to light.

Success today is too often measured by statistics. Large circulation figures are very impressive to people outside of the profession and to library directors who are not familiar with the aims of the public library children’s room. However, in spite of the emphasis on tangible proof, the children’s library which accomplishes its true aims will make itself felt so positively that even the most pragmatic board of trustees should be convinced of its worth.

wish to express my sincerest and most heartfelt thanks to the Jayne Memorial Foundation and its board of trustees, which selected me as the annual lecturer for 1942 to speak on the subject of Sumerian mythology. I also acknowledge my gratitude to the board of managers of the University Museum; to Dr. George C. Vaillant, its director; to Mr. Horace H . F. Jayne, his predecessor; and to Professor Leon Legrain, the curator of its Babylonian section, for their scientific

Elly Kleinman Siyum Hashas Elly Kleinman (born 1952) is an American business executive and philanthropist best known as the founder and CEO of The Americare Companies.[1] He is the Co-Chairman of OHEL Board of Directors, Chairman of Camp Kylie Board of Trustees and Former Trustee of the Maimonides Medical Center. In 2012 he was the Chairman of 12th Elly Kleinman Siyum HaShas

The problem arises when these businesslike elements become part of a comprehensive business model for the congregation that ignores biblical teaching. It might look something like this: Pastor = president/CEO Staff = vice presidents Members = shareholders/loyal customers Visitors = potential customers And the elders’ role? Elders = board of trustees

Mutual Fund Investments are not transparent: In India, SEBI regulates MFs. The money market MFs are regulated by RBI. There are restrictions as to the sponsor, board of trustees, asset management company, custodian, registrar, dealing with brokers, etc. The investment objective, fund manager, entry and exit loads, AUM, expense ratio and other terms and conditions are already known and provided in the SAI. Also, every MF scheme is required to publish a fact sheet on a quarterly/monthly basis that includes all the important facts that an investor would need to know about the scheme including portfolio holdings, past returns, performance ratios and dividends. Also, information relating to what’s in (bought) and what’s out (sold) by mutual funds is also available.

One of the chief ways to lure farmers from the hills to the banks of the Mississippi River, Walter Sillers Jr. and other Delta planters decided, was to build modern consolidated schools throughout the region. The beautiful brick buildings would impress poor yeoman farmers, whose children likely studied in one-room shacks, if they studied at all. After several county meetings, it was decided that Rosedale Consolidated High School would be constructed and serve as the district’s recruiting grounds for a new white workforce. Immediately following the school’s opening in 1923, Rosedale’s principal and board of trustees made an application to the state accreditation commission. If Rosedale received accreditation from the commission, its graduates would be accepted to state colleges without examinations, further increasing the district’s appeal for white farmers.

author of this book is a student of governance, a consultant to boards, and a nonprofit trustee who has also served as a full-time administrator in nonprofit institutions.

The president of the board said I looked as though I had vinegar enough to do it. And afterwards he told me the trustee said he knew from the shade of my eyes that I wouldn’t put up with no foolishness.

Trustees, voting members, organizational leaders, educational boards, and so on must not tolerate the spread of wokeness any longer.

Fortunately, I had someone I could call: Shirley Temple Black, the child superstar who had grown up to serve as an ambassador and chief of protocol for the United States. I had gotten to know Shirley because her husband, Charlie Black, was on Woods Hole’s board of trustees.

While briefly serving on the Spelman board of trustees, he preferred to remain slightly detached and subtly enigmatic, never telegraphing his plans too far in advance.

deaf president now Most of you have probably seen the phrase, but what do you know about the “Deaf President Now” movement? Despite being the first Deaf university in the world, Gallaudet had never had a Deaf president before, and in March 1988 that was finally about to change. The Board of Trustees was slated to choose the next president from a list of three finalist candidates, two Deaf, one hearing. In the lead-up to the board meeting, students and faculty had been campaigning and rallying in support of a Deaf president. THE CANDIDATES DR. ELIZABETH ZINSER, hearing, Vice-Chancellor of Academic Affairs at University of North Carolina DR. HARVEY CORSON, Deaf, Superintendent of the Louisiana School for the Deaf DR. I. KING JORDAN, Deaf, Dean of College of Arts and Sciences at Gallaudet On March 6th, the board selected Zinser. No announcement was made. Students found out only after visiting the school’s PR office to extract the information. Students marched to the Mayflower hotel to confront the Board. Chair Jane Spilman defended the selection to the crowd, reportedly saying, “deaf people can’t function in the hearing world.” WHAT HAPPENED NEXT? MARCH 7TH: Students hot-wire buses to barricade campus gates, only allowing certain people on campus. Students meet with Board, no concessions made. Protesters march to the Capitol. MARCH 8TH: Students burn effigies, form a 16-member council of students, faculty, and staff to organize the movement. THE FOUR DEMANDS: Zinser’s resignation and the selection of a Deaf president Resignation of Jane Spilman A 51% Deaf majority on the Board of Trustees No reprisals against protesters WHAT HAPPENED NEXT? MARCH 9TH: Movement grows, gains widespread national support. Protest is featured on ABC’s Nightline. MARCH 10TH: Jordan, who’d previously conceded to Zinser’s appointment, joins the protests, saying “the four demands are justified.” Protests receive endorsements from national unions and politicians. DEAF PRESIDENT NOW! MARCH 10TH: Zinser resigns. MARCH 11TH: 2,500 march on Capitol Hill, bearing a banner that says “We still have a dream.” MARCH 13: Spilman resigns, Jordan is announced president. Protesters receive no punishments, DPN is hailed as a success and one of the precursors to the passing of the Americans with Disabilities Act (ADA).

I knew that Bill Campbell would be the critical person I’d need to persuade one way or another. Bill was the only one of our board members who had been a public company CEO. He knew the pros and cons better than anyone else. More important, everybody always seemed to defer to Bill in these kinds of sticky situations, because Bill had a special quality about him. At the time, Bill was in his sixties, with gray hair and a gruff voice, yet he had the energy of a twenty-year-old. He began his career as a college football coach and did not enter the business world until he was forty. Despite the late start, Bill eventually became the chairman and CEO of Intuit. Following that, he became a legend in high tech, mentoring great CEOs such as Steve Jobs of Apple, Jeff Bezos of Amazon, and Eric Schmidt of Google. Bill is extremely smart, super-charismatic, and elite operationally, but the key to his success goes beyond those attributes. In any situation—whether it’s the board of Apple, where he’s served for over a decade; the Columbia University Board of Trustees, where he is chairman; or the girls’ football team that he coaches—Bill is inevitably everybody’s favorite person. People offer many complex reasons for why Bill rates so highly. In my experience it’s pretty simple. No matter who you are, you need two kinds of friends in your life. The first kind is one you can call when something good happens, and you need someone who will be excited for you. Not a fake excitement veiling envy, but a real excitement. You need someone who will actually be more excited for you than he would be if it had happened to him. The second kind of friend is somebody you can call when things go horribly wrong—when your life is on the line and you only have one phone call. Who is it going to be? Bill Campbell is both of those friends.

Think of yourself as a multibillion-dollar corporation. You, of course, are the CEO. Sure, you might have some family and friends on your board of trustees but ultimately this is your company.

Deepak told Aditya he was on the board of trustees of the famed Bombay Scottish School in Mumbai, and getting admission for Amrita would be a cakewalk. Deepak even promised to escort Amrita to the school at Mahim. 'I want complete freedom to run the bank,' Aditya told Deepak. 'No interference.' 'You will get it,' Deepak told him.

Throughout, the Museum reflects the personal taste of Mrs. Whitney. In each case final choice of a work of art depended on her, since there is no board of trustees. This is a Museum founded, maintained and managed by artists, since Mrs. Whitney, the curator, and his assistants are sculptors or painters.

A Michigan school board trustee has resigned after a flippant comment about “shooting” children with food allergies.