By Keith Johnson, Rick Funston, and Tiffany Reeves

Guidance for US pension fiduciaries on regarding environmental, social, and governance (“ESG”) investing.

By Rick Funston and Jon Lukomnik

The first article in a series of six on improving board effectiveness and good governance.

By Rick Funston and Jon Lukomnik

The second article in a series of six on improving board effectiveness and good governance.

By Rick Funston and Jon Lukomnik

The third article in a series of six on improving board effectiveness and good governance.

By Rick Funston and Jon Lukomnik

The fourth article in a series of six on improving board effectiveness and good governance.

By Rick Funston and Jon Lukomnik

The fifth article in a series of six on improving board effectiveness and good governance.

By Rick Funston and Jon Lukomnik

The sixth article in a series of six on improving board effectiveness and good governance.

Tiffany Reeves is a Board Smart faculty member and wrote a popular Talk, entitled “Governance Policies.” In her “day job,” she is a shareholder with Reinhart Law in the Employee Benefits and Institutional Investor Services practices. Tiffany’s path to working with pension funds, however, wasn’t a straight one.

By Lisa Morris

Successful pension plan boards work together to meet all fiduciary responsibilities by leveraging the balance that comes from the diversity of education, experience, and abilities.

By Randy Miller

One of the key responsibilities of a retirement system Board of Trustees is setting the strategic and policy direction for the organization.

By Jon Lukomnik

To navigate a constantly shifting landscape of potential obstacles, trustees need to remember their one purpose, which is offsetting current and future pension obligations.

By Rick Funston

To understand the critical role of the board, it is important to explore how boards fulfill their fiduciary duties, how they set direction and policy, when and how to delegate, and how to measure the efficacy of the board.

By Keith Bozarth

Selecting, evaluating, and preparing for the succession of key leadership positions, including the Chief Executive Officer and the Chief Investment Officer, are among the most important functions of public pension trustees.