Letter from the Executive Director

Moderator: Vickie Bajtelsmit Speakers: Anna M. Rapport, M. Cindy Hounsell, Madeliene d'Ambrosio, Glenn W. Merrick, and Katie Kaufmanis This article features a panel discussion on Women and Pensions organized by Vickie Bajtelsmit for the American Risk and Insurance 2003 Annual Meeting. The moderator, Vickie Bajtelsmit, is Professor of Finance at the College of Business, Colorado State University. The first panelist is Anna Rappaport, an actuary and consultant for Mercer Human Resources Consulting. She has authored numerous articles relating to women's issues over many years. The second panelist is Cindy Hounsell, the Executive Director of WISER, the Women's Institute for a secure Retirement. Madeleine d'Ambrosio, Vice President and Executive Director of the TIAA-CREF Institute, is the next panelist. These panelists represent consulting, public policy, and private sector pension perspectives. The other panelists are Glenn Merrick, a divorce attorney, who will give his views about the financial impact of divorce, an important issue affecting women. Katie Kaufman is the final panelist; she is the Director of Communications for the Colorado Public Employee Retirement System. Anna Rappaport begins the discussion by providing an overview of some factual information as background for the interactive panel discussion. Anna Rappaport: When we think about financial security, we think about individuals and families, men and women. But whenever we start thinking about retirement, we immediately think of the older population. Figure 1 depicts the marital status, by race and sex, of the U.S. population in 2000. The four columns show the number of males and females aged 65-74 and the number of males and females aged 75 or older. The first observation is that there are more women in both age groups, because women live longer than men. Note that the difference is bigger in the 75 plus age group. However, when we look at marital status, we see that more men than women are married in both age groups. This occurs because men marry younger wives, and when they lose their wives, they tend to remarry. Women, on the other hand, tend to stay widowed. As a result, the majority of women in the age 75 and over category is widowed; and they have special, difficult issues. This is an important point because if a couple is planning, it is likely that the woman will survive her spouse and live alone during her last years. It is not unusual to see periods of widowhood of ten to fifteen years or more. There are also mature divorced women. So planning should consider a range of possible future circumstances and not just the current situation. In the remainder of this talk, I will discuss women and financial services, women and Social security, and some other policy issues. But first, let us review some special issues affecting women. Specifically, women are still paid less than men. They spend fewer years in the paid labor force, and on average live longer and tend to marry older men. They receive lower benefits from Social security and private pensions, on average, not because the systems work differently, but because they have different labor force histories. Disability coverage (whether public or private) is not available to homemakers. Married couples have more financial security than unmarried people. Married women, as already mentioned, are likely to end life in widowhood, and older women are much less likely to have a family caregiver when they need it. As a result, they're much more likely to end up in an institution requiring payment for care. The Social security Administration reports that for 1998, median earnings of full time, full-year workers was $35,000 for men and $26,000 for women.1 Years of covered employment for retired worker beneficiaries, aged 62 in 1998, were 38 for men versus 29 for women. This indicates that women are not spending as much time in the workforce. Women at age 65 in 2000 had a life expectancy of 19 years versus 16 for men; and this trend is likely to continue although the gap might lessen. …

"Owen, Peter Francis, (born 4 Sept. 1940), Secretary General, Institute of Chartered Accountants in England and Wales, 2002–03 (Executive Director, 1998–2002); Executive Director, Better Government Initiative, since 2013" published on by Oxford University Press.

Juvenile and Family Court JournalVolume 37, Issue 5 p. 27-30 Chronic Serious Juvenile Offenders Wolfgang Pindur Ph.D., Corresponding Author Wolfgang Pindur Ph.D. National Field Manager SHO/DI Program Office of the Executive Director Old Dominion University Norfolk, VA 23508–8529 SHO/DI Program Office of the Executive Director Old Dominion University Norfolk, VA 23508–8529Search for more papers by this authorDonna K. Wells, Corresponding Author Donna K. Wells National Field Manager SHO/DI Program Office of the Executive Director Old Dominion University Norfolk, VA 23508–8529 SHO/DI Program Office of the Executive Director Old Dominion University Norfolk, VA 23508–8529Search for more papers by this author Wolfgang Pindur Ph.D., Corresponding Author Wolfgang Pindur Ph.D. National Field Manager SHO/DI Program Office of the Executive Director Old Dominion University Norfolk, VA 23508–8529 SHO/DI Program Office of the Executive Director Old Dominion University Norfolk, VA 23508–8529Search for more papers by this authorDonna K. Wells, Corresponding Author Donna K. Wells National Field Manager SHO/DI Program Office of the Executive Director Old Dominion University Norfolk, VA 23508–8529 SHO/DI Program Office of the Executive Director Old Dominion University Norfolk, VA 23508–8529Search for more papers by this author First published: November 1986 https://doi.org/10.1111/j.1755-6988.1986.tb00852.xCitations: 1AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Citing Literature Volume37, Issue5November 1986Pages 27-30 RelatedInformation

The Executive Committee (ExCom), after an extensive search process that lasted more than half a year, selected Steven H. Davis as SEG's executive director. He officially joined SEG on 1 August 2010 as the successor to Mary Fleming who retired 30 June after serving since 2002. Davis has spent his entire career with professional, science-based associations. Most recently, he was executive director of the American Industrial Hygiene Association in Fairfax, Virginia. He had been on the AIHA staff since 1998, as deputy executive director and executive director. He had previously been executive director of the American Horticultural Therapy Association in Gaithersburg, Maryland, and was the director of horticulture with that organization and with the American Horticultural Society of Mt. Vernon, Virginia. Davis earned bachelor's (1974) and master's (1976) degrees in biology from Old Dominion University in Norfolk, Virginia.

Notes from the Executive Director RMMLA As noted in the program issue of the Review, the RMMLA Board has made some changes in the convention arrangements. As usual in such instances, they have done so hoping that the changes reflect the wishes of the membership . It would be helpful to the Board and to me, perhaps even comforting, to know how members respond to the altered scheduling as well as to the idea of a plenary session arranged by the Board. Since we have attempted to meet with some other groups, we would like a sense of how members react to that also. Other comments or observations would be welcome. Remarks can be sent to any member of the Board, or to Charles G. Davis, Executive Director, RMMLA, Boise State University, 1910 University Drive, Boise, Idaho 83725. RMMLA-Huntington Award In June, O. M. Brack, Jr. from Arizona State University left for the summer to work at the Huntington Library as recipient of the $1,000 RMMLA-Huntington award for 1986. Professor Brack will be completing research on his book, The Making ofSamuel Johnson's Earlier Biographies. His proposal was selected from among the applicants by a committee chaired by Gene Cunnar, New Mexico State University, and including David M. Bergeron, University of Kansas, and Jeffrey Smitten, Texas Tech University. The award, funded jointly by the RMMLA and the Huntington Library, supports research appropriate to the Huntington collection. Applicants must intend to be at the library for at least one month. Applications (six copies) are due at the RMMLA office no later than January 1 each year. Notification will be made about the middle of March. All RMMLA members are eligible to apply, and we encourage you to do so. Award will be made based on the appropriateness of the research to the Huntington collection, significance of the project and the likelihood of completion. In accordance with the wishes of the Huntington, we will give preference to encouraging younger scholars. If you wish to apply, application information may be found in the Review, Vol. 38, No. 3 (Fall 1984) or by requesting information from the Executive Director, Department of English, Boise State University, Boise, Idaho 83725. Board members think this is a marvelous opportunity for the RMMLA membership and would appreciate it if you would mention it to your colleagues to be certain they are aware of it. Charles G. Davis 183 ...

In a historic transition event, AGU staff and volunteer leadership welcomed incoming executive director Christine W. McEntee and said farewell to outgoing interim executive director Robert Van Hook. The event, with the theme “A Bridge to the Future: From Strength to Strength,” took place at AGU headquarters in Washington, D.C., on 30 August.McEntee comes to AGU from the American Institute of Architects, where she served as executive vice president and chief executive officer since 2006. She is the Union's third executive director.

Corporate Monitoring by Shareholder Coalitions in the UK

This chapter addresses how corporate governance supports shareholder-director conflicts and company success. Islamic financial institution (IFI) governance and performance have not been studied, yet corporate governance has affected previous financial crises. This examines IFI board size, ownership, CEO duality, and pay committee independent directors. Also studied is how Islamic corporate governance influences executive director pay. Thus, IFIs require an IWBCGF to handle current and future corporate governance issues. Qualitative corporate governance metrics research and qualitative Islamic principle evaluation helped exploratory studies attain these goals. The research shows that corporate governance strongly impacts IFI executive pay. These results show that executive directors require an Islamic-based comprehensive governance framework to navigate corporate governance issues. The study makes literary contributions. It tackles the lack of religious research on Islam and IFI corporate governance. It highlights IFIs' corporate governance and CEO remuneration.

"Volume 2001 (2001): Issue 200 (Nov 2001): Staff Report on the Monetary and Exchange Rate Policies of the Euro Area; Supplement Updating Information on Economic and Financial Developments in the Euro Area; Public Information Notice following Consultation; Statement by the Executive Director on Monetary and Exchange Rate Policies of the Euro Area.: Staff Report on the Monetary and Exchange Rate Policies of the Euro Area; Supplement Updating Information on Economic and Financial Developments in the Euro Area; Public Information Notice Following Consultation; Statement by the Executive Director on Monetary and Exchange Rate Policies of the Euro Area" published on 06 Nov 2001 by International Monetary Fund.

A change in leadership can often be stressful for an organization. Miriam, the Founding Executive Director of a supporting foundation for a rural hospital, was primarily a servant leader, providing volunteers and staff with the tools needed for successful fundraising. As the initial Executive Director for this small nonprofit organization, she established an organizational culture that fit the needs of the community; volunteers became accustomed to that culture and the organization flourished. Upon Miriam’s retirement, her replacement brought a very different type of leadership rooted in hierarchical structures and authoritarianism. Accustomed to a more supportive organizational culture, many volunteers flatly refused to work with the new executive director. He exacerbated the problem by refusing to acknowledge any missteps he might have taken and was not receptive to any ideas not his own. He was not supportive of staff or even the organization’s own board members. The new executive director was accustomed to being in control and misunderstood managing the needs of multiple stakeholders. He moved too quickly to consolidate his own power without consideration of the organization’s needs. He tried to instill a “heroic” leadership style in a culture of shared leadership. The credibility of the organization suffered as a result, not only among volunteers and hospital staff, but, as they talked within the community, publically as well.

If they are lucky, most nonprofits won't ever have to worry about hiring an interim executive director (ED) to fill in while the board finds a new ED. If they do their succession planning right, nonprofits should have a good idea of their plan of action if the ED decides to step down. Good planning should mean plenty of time to locate and onboard a new executive with time to spare and minimal disruption.

"Trescowthick, Sir Donald (Henry), (born 4 Dec. 1930), Chairman, Signet Group Holdings Pty Ltd, 1978–2005; Executive Director, Australian Olympic Committee, 1992–2001" published on by Oxford University Press.

"Hill, Prof. (Anthony) Edward, (born 30 Dec. 1959), Chief Executive, National Oceanography Centre, since 2019 (Director, 2005–10; Executive Director, 2010–19); Professor of Oceanography, University of Southampton, since 2007" published on by Oxford University Press.

Click to increase image sizeClick to decrease image size Additional informationNotes on contributorsAlvin J. ConwayThe AuthorMr. Conway, executive director, Knickerbocker Hospital, New York City, is a graduate of the City College of New York and holds a master's degree in hospital administration from Columbia University. He served as assistant executive director at Knickerbocker Hospital from 1957 until 1960, when he was named executive director. Mr. Moses, administrative assistant at Knickerbocker Hospital, received his master's degree from Columbia in 1962.Howard H. MosesMr. Moses, administrative assistant at Knickerbocker Hospital, received his master's degree from Columbia in 1962.

There is growing recognition in the nonprofit field that the executive director has a key role in determining whether the board of directors will function effectively. To aid executives in this vital role, two recent studies defined a "good board" from the point of view of two samples of executive directors of community agencies, then sought factors related to board performance as measured by this definition. In interviews, executives whose boards scored higher than their peers on this performance measurement related how they work with their boards in such areas as recruitment of new members, financial management, fundraising, and leadership development.