INFORM EDUCATE TRANSFORM - Strategic Plan 2019 2021 - The Forum for Sustainable and Responsible ...
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INFORM
EDUCATE
TRANSFORM
2019 – 2021
Strategic
Plan
Table of
Contents
4 | INTRODUCTION
6 | WHO WE ARE
8 | SUSTAINABLE INVESTING IN 2018
10 | AMPLIFYING OUR IMPACT
12 | INFLUENCING STRATEGY
13 | GOALS AND OBJECTIVES
16 | INDICATORS OF SUCCESS
19 | IMPLICATIONS FOR BUDGET, STAFF AND BOARD
2019 – 2021 STRATEGIC PLAN
Cover photo is of US SIF members during Capitol Hill Day
2INTRODUCTION
US SIF: The Forum for Sustainable and Responsible Investment is the leading voice in the United States
advancing sustainable, responsible and impact investing across all asset classes. Our mission is to rapidly
shift investment practices toward sustainability, focusing on long-term investment and the generation of
positive social and environmental impacts.
US SIF is supported in its work by the US SIF Foundation, a 501(C)(3) organization that undertakes
educational, research and programmatic activities to advance the mission of US SIF.
Beginning in May 2018, the US SIF board and staff led a process to produce a strategic plan to guide our work
for 2019 - 2021. As part of the process, US SIF engaged our membership through a mixed-method approach
that included a member briefing and discussion at the 2018 annual US SIF conference, an online survey and a
series of individual interviews.
Our influencing strategy builds upon the rapid momentum in our field and the strength of US SIF and our
membership. The strategy is designed to advance how specific audiences are introduced to and educated
about sustainable investing and to change investor behavior in order to deepen sustainable investing practice.
Additionally, through regular engagement, we will endeavor to shift policymakers and media to be more
supportive of sustainable investment.
Three cross-cutting goals will drive the work of US SIF and the US SIF Foundation over the next three years:
● Expand the number of firms and financial professionals practicing sustainable investment and expand the
membership of US SIF;
● Broaden sustainable investment expertise and use of best practices by providing high quality information,
education and other tools; and
● Educate and engage with federal and state policymakers and regulators to advance legislation and
regulation that is supportive of sustainable investment.
2019 – 2021 STRATEGIC PLAN
We thank our members for their continued support of our mission and the US SIF Board of Directors for its
commitment, feedback and assistance throughout this process. We would also like to acknowledge staff and the
members of our Strategic Planning Committee who dedicated their time and effort to drive this process forward.
3US SIF 2019 – 2021
STRATEGIC PLANNING COMMITTEE:
Craig Metrick
US SIF Board Chair
Managing Director, Institutional Consulting and Research
Cornerstone Capital Group
Justin Conway
US SIF Board Vice Chair
Vice President of Investment Partnerships
Calvert Impact Capital
Diederik Timmer
US SIF Board Secretary
Executive Vice President, Institutional Relations
Sustainalytics
Alyssa Greenspan
US SIF Board Treasurer
President and Chief Operating Officer
Community Capital Management
Steve Falci
US SIF Board Director
Chief Investment Officer
Impax Asset Management, LLC
Executive Vice President
Pax World Funds
Michael Lent
Former US SIF Board Chair
Chief Investment Officer
2019 – 2021 STRATEGIC PLAN
Veris Wealth Partners
Lisa Woll
Chief Executive Officer
US SIF
Kim Coble
Chief Operating Officer
US SIF
4WHO WE ARE
US SIF: The Forum for Sustainable and Responsible Investment is the leading voice in the United States
advancing sustainable, responsible and impact investing across all asset classes.
US SIF is fundamentally a field building institution. For several decades, we have focused on creating greater
awareness about sustainable investment, enhancing sustainable investment practices and offering the tools
and services to grow the field.
US SIF has played a critical role in growing the interest of investors and other stakeholders — such as the press,
policymakers, academic institutions and non-governmental organizations — in sustainable investment strategies.
We have also played an important role in bringing together our partner organizations around the globe.
Mission
Rapidly shift investment practices towards sustainability, focusing on long-term investment and the generation
of positive social and environmental impacts.
Vision
Environmental, social and governance impacts are meaningfully assessed in all investment decisions resulting
in a more sustainable and equitable society.
Values
Commitment: We are dedicated to our mission and achieving results.
Knowledge: We provide resources that allow investors and the public to develop sustainable, responsible
and impact investing expertise.
Collaboration: We pursue robust relationships with our members and value other collaborations
that advance our mission.
Inclusion: We actively seek and embrace diversity as a key component of our work.
Accountability: We commit ourselves to broad environmental and social sustainability, including transparent
and high-quality governance practices.
2019 – 2021 STRATEGIC PLAN
Optimism: We pursue our strategic goals with a belief in our ability to advance systemic change.
5SERVING OUR MEMBERS
US SIF is a thriving membership organization, serving a broad mix of members by delivering meaningful
benefits. We provide a place for practitioners to convene, learn and share information.
Our members represent more that $3 trillion in assets under management or advisement and include
investment management and advisory firms, mutual fund companies, asset owners, research firms, financial
planners and advisors, broker-dealers, community investing institutions and non-profit organizations.
US SIF offers opportunities for members to enhance their professional expertise by being part of an active
community of practitioners, participating in programs including webinars and Member Day events at our
conference and engaging in US SIF committees.
We produce cutting edge research and offer multiple opportunities for education including both a live
and online course on the Fundamentals of Sustainable and Impact Investment, fact sheets and “how to”
guidebooks on sustainable investment.
Through outreach to both federal legislators and regulators, we advocate for better corporate reporting on
environmental, social and governance indicators, shareholder rights, measures to address climate change
and financial reform. We provide opportunities for members to communicate with their members of Congress
through letters and through participation in Capitol Hill Advocacy Day.
Through focused media and public engagement, we increase public awareness of and demand for sustainable
investing. Members benefit from increased public exposure to the field through press events, media and
referrals. We also highlight our members’ work, research and sponsorship of US SIF initiatives.
We convene and provide networking opportunities for sustainable investment practitioners through our
national conference and at events nationwide.
2019 – 2021 STRATEGIC PLAN
6ponsible and impact (SRI) investing in the United States continues
healthy pace. The total US-domiciled assets under management
gies grew from $8.7 trillion at the start of 2016 to $12.0 trillion at
8, an increase of 38 percent. This represents 26 percent—or 1 in 4
$46.6 trillion in total US assets under professional management.
SUSTAINABLE INVESTING IN 2018
Since 1995, when US SIF first measured the size of the US sustainable and responsible investment field at
$639 billion, these assets have increased more than 18-fold, a compound annual growth rate of 13.6 percent.
(See Figure A.) At the beginning of our 2016 strategic plan, one-sixth of professionally managed assets used
one or more sustainable investment strategies. As we begin this plan, those assets have increased to one-
F IGURE
fourth A
of all professionally managed assets.
Sustainable and Responsible Investing in the United States
e US SIF
1995–2018
sured the
Sustainable and Responsible Investing in the United States
nable and
1995–2018 | Figure AOverlapping Strategies
ESG Incorporation Shareholder Advocacy
nt universe
assets have
$14,000
18-fold, a
$12,000
Total Assets (in Billions)
owth rate of
gure A.)
SOURCE: US SIF Foundation.
$10,000
$8,000
nd research
the US SIF $6,000
, as shown
19
$4,000
95
$2,000
19
F IGUR E A
97
-domiciled $0
Sustainable and Responsible Investing in the United States
nning of 1995–2018
19
95
97
99
01
03
05
07
10
12
14
16
18
99
gers apply
19
19
19
20
20
20
20
20
20
20
20
20
ntal, social SOURCE: US SIF Foundation.
ESG Incorporation Overlapping Strategies Shareholder Advocacy
20
01
SG) criteria
analysis and 20
and
03
According
filed toortheco-filed
US SIF Foundation’s
$14,000 shareholder 2018 Report on After
US Sustainable, Responsible
eliminating and Impact
double Investing
counting
20
Trends, between 2016
resolutions onand the start
ESG of 2018,
issues at US-basedforassets underinvolved
assets managementin using
bothsustainable investing
domiciled
05
$12,000
2019 – 2021 STRATEGIC PLAN
strategies grew an impressive 38 percent from $8.7 trillion to $12.0 trillion.
nning of 2018 publicly traded companies
strategies, the net total of SRI
$10,000
20
Total Assets (in Billions)
al investors from 2016 through 2018.assets at the beginning of 2018
07
As shown below in Figure B, at the beginning of 2018 there was approximately $11.6 trillion in US-domiciled
rs that $8,000 was $12.0 trillion.
assets whose managers incorporate various environmental, social and governance (ESG) criteria in their
20
10
investment analysis$6,000
and portfolio selection. Another $1.8 trillion was held by institutional investors or money
managers that filed$4,000
or co-filed shareholder resolutions on ESG issues at publicly traded companies from
Report on US Sustainable, Responsible and Impact Investing Trends 2018 1
20
2016 through 2018. After eliminating double counting for assets involved in both strategies, the net total of
12
$2,000
sustainable and impact investment assets at the beginning of 2018 was $12.0 trillion.
20
$0
14
7
20
16
20Sustainable and Responsible Investing
Assets 2018 | Figure B
Our research also indicated that asset management firms and institutional investors are addressing a diverse
set of environmental, social and governance concerns across a broader span of asset classes than in 2016.
Many of these money managers and institutions, concerned about racial and gender discrimination, gun
violence and the federal government’s rollbacks of environmental protections, are using portfolio selection and
shareowner engagement to address these important issues.
However, interest in sustainable investing is not limited to institutions. A number of surveys show that
2019 – 2021 STRATEGIC PLAN
individual investors are also interested in investing for positive impact and to better align their financial
decisions with their values and beliefs. As depicted above, $3.0 trillion of the $11.6 trillion in assets that
incorporate ESG are managed on behalf of individual investors.
8AMPLIFYING OUR IMPACT
As we pivot to our 2019-2021 Strategic Plan, US SIF will build upon the achievements of the 2016-2018
Strategic Plan. During that period, we accomplished the following:
● We differentiated US SIF as the most broadly-based organization in the sustainable investment field
through our diverse membership, focus on all asset classes, involvement in many environmental, social
and governance issues and deployment of a wide range of strategies to achieve our mission.
● We expanded the content delivered to our members, other financial services firms, policymakers and the media.
This content included:
- The 2016 and 2018 editions of our biennial Report on US Sustainable, Responsible and Impact
Investing Trends, the field’s definitive research and data report, and one of our most important and
enduring contributions to the field and to the public’s understanding of sustainable investment;
- The Global Sustainable Investment Review 2016, a collaboration with the Global Sustainable Investment
Alliance (GSIA).
- Adding Sustainable and Responsible Investing Options to Defined Contribution Plans: A Resource
Guide for Plan Sponsors, a step-by-step guide released in 2017 for plan sponsors;
- Getting Started in Sustainable and Impact Investing: A Guide for Retail Investors, released in 2017 to
aid retail, non-accredited investors;
- The three Roadmap guides--for financial advisors (2018), asset managers (2018) and asset owners (2019);
- The online and in-person versions of our introductory course Fundamentals of Sustainable and Impact
Investment.
- The launch of the first sustainable investment designation in the United States—the Chartered SRI
Counselor—through our partnership with the College for Financial Planning (CFFP).
● Our national conference, inaugurated in 2011, continued to thrive—increasing from 367 attendees in
2016 to 450 in 2018—with our largest Member Day and our most widely attended Capitol Hill Advocacy
Day in 2018. Highlights from our conferences included 2017 plenary speaker Bryan Stevenson, founder of
2019 – 2021 STRATEGIC PLAN
the Equal Justice Initiative, as well as SEC Commissioner Rob Jackson in 2018.
● We provided meaningful member benefits including receptions and other networking events, opportunities
to participate in substantive committee work, more than 30 webinars, special member pricing for the annual
conference and opportunities to serve as media experts and engage in policy.
● We launched the Policy Leaders Program, an eight-month program to train US SIF members on how to
effectively engage on public policy issues pertinent to sustainable investing. Policy Leaders participated in one-
on-one coaching and collaborative opportunities including webinars, legislative visits and policy briefings.
9● We worked with US SIF members and our colleague organizations to voice opposition to proposals to
roll back or eliminate climate regulations and to attempts to weaken the shareholder proposal process,
among other critical issues. We also engaged with the Department of Labor after it produced a field
assistance bulletin related to 2015 and 2016 guidance affecting ERISA governed pension plans.
● We hosted ongoing webinars for members on topics including Policy in the New Administration; Trends
in Sustainable Food and Agriculture; The Financial CHOICE Act and What You Can Do About It; The Rise
of ESG Criteria for Investment Managers; Blockchain 101 for Investors; The Role of Stock Exchanges in
an ESG World; The Connection Between CEO Pay and Inequality; Human Rights Assessment Tools for
Investors; and Robo Advisors:The State of the Industry and Impacts for the Future.
● We engaged and educated members of the media to influence how audiences understand the field of
sustainable investment. Our efforts resulted in:
- The growth of our Twitter following by 94%;
- Increased media coverage from a range of outlets, including Bloomberg, The Boston Globe, CNBC, The
Economist, The Financial Times, Forbes, Fortune, The New York Times, The Wall Street Journal
and numerous financial industry trade publications;
- Mention of US SIF in nine Barron’s articles in 2018 alone, including the naming of US SIF CEO Lisa
Woll to their list of “The 20 Most Influential People in ESG Investing;”
- Recognition of the outstanding leadership of US SIF’s CEO Lisa Woll, who was the recipient of the
2018 Impact Award at the 2018 Forbes Women’s Summit, presented by Oppenheimer Funds, and of
the SRI Service Award at the Annual SRI Conference;
- An increased broadcast presence, with US SIF staff appearing on the PBS TV show “Wealthtrack”
and participating in a radio segment on American Public Media’s “Marketplace” and multiple podcast
interviews including Bloomberg Finance and the Wharton Business School “Dollars & Change” podcast.
2019 – 2021 STRATEGIC PLAN
10INFLUENCING STRATEGY
Inform. Educate. Transform.
US SIF is committed to influencing how key audiences are informed and educated about
sustainable investment in order to transform investment practices. We aim to be the premier
resource on issues related to sustainable investment for the audiences that define, shape and
regulate the investment industry.
Our influencing strategy builds upon the rapid momentum in our field and the strength of US SIF and our
membership. The strategy is designed to advance how specific audiences are introduced to and educated
about sustainable investing and to change investor behavior in order to deepen sustainable investing practice.
Additionally, through regular engagement with the media and policymakers, we will endeavor to make the
media and regulatory environment more supportive of sustainable investment.
The strategy will help us to achieve large-scale impact that would be difficult for practitioners to achieve
individually: expanding the field and raising the visibility of sustainable investment with key groups of investors
and stakeholders as well the general public.
Retail Investors
Asset Owners
Asset Managers,
Advisors/Advisor
Platforms and
Data and
Research
2019 – 2021 STRATEGIC PLAN
Providers
Target Audiences for Influence
11To maximize impact, the US SIF Board and staff grouped audiences into three distinct categories. Our first category
includes asset managers, advisors/advisor platforms, data and research providers. This group largely represents the
historic core of US SIF’s membership. Their provision of sustainable investment products, strategies, services and
information are critical to expanding the adoption and implementation of sustainable investment.
The second category includes asset owners. Asset owners drive the investment process and thus significantly
influence whether asset managers, advisors and institutional consultants are focused on sustainable
investment. The faster asset owners move to sustainable investment, the faster it will be “mainstreamed.”
Asset owners are a diverse audience encompassing, among others, pension funds, foundations, university
endowments and family offices. While US SIF does not intend to try to influence every type of asset owner
within the next three years, we will annually evaluate and prioritize our focus based on opportunities to inform
and educate.
Lastly, US SIF will engage with the third category of audiences—retail investors—as opportunities arise.
GOALS AND OBJECTIVES
Our three strategic goals support our influencing strategy by creating a framework that will provide benefits to
our members while also advancing the field generally.
To help guide the implementation of our plan, each of the three goals has specific objectives. These goals
and objectives will drive our annual operating plan, with amendments along the way that respond to new
challenges and opportunities.
Goal 1: Expand the number of firms and financial professionals practicing sustainable
investment and expand the membership of US SIF.
Objectives:
● Enhance US SIF’s positioning as the leading resource for sustainable investment information for investors,
social, print and broadcast media and other key stakeholders.
● Continue community building among US SIF members and offer benefits that allow members to gain
expertise, connect with other investors and stakeholders and be highlighted as experts for policymakers
and the media.
2019 – 2021 STRATEGIC PLAN
● Deploy US SIF staff, board and other key US SIF members to engage with prospective US SIF members
around the country.
● Ensure that the US SIF website, external talking points and written materials provide a concise definition
of sustainable investment to address the confusion about terminology.
● Speak at a broad range of conferences to motivate and educate attendees about the benefits of
incorporating sustainable investment strategies and the value of membership in US SIF.
12Goal 2: Broaden sustainable investment expertise and use of best
practices by providing high-quality information, education and other tools.
Objectives:
● Generate and deliver content that influences the investment practices of priority audiences.
● Identify and adopt effective strategies to distribute content to the targeted audiences, including through
infographics and sharing key messaging points through social media.
● Use social, print and broadcast media to amplify the impact of US SIF’s content.
● Disseminate best practices including using US SIF member case studies.
● Discuss critical sustainable investment issues at US SIF events.
● Deliver training and educational resources to enable financial professionals to incorporate sustainable
investment into investment portfolios and client conversations.
● Market and increase familiarity with the new CFFP/US SIF professional designation—the Chartered SRI
Counselor—through social, print and broadcast media.
● Identify opportunities to incorporate data from the 2018 Report on US Sustainable, Responsible and
Impact Investing Trends into presentations, media publications and other reports and articles.
● Write and place opinion pieces in on-line and print media and work with high profile individuals to deliver
key US SIF message points in the media.
● Provide opportunities for US SIF members to feature their research on the US SIF website.
2019 – 2021 STRATEGIC PLAN
13Goal 3: Educate and engage with federal and state policy makers and regulators to
advance legislation and regulation that is supportive of sustainable investment.
Objectives:
● Provide US SIF members with in-depth analyses of the impact of relevant federal policies.
● Strengthen US SIF’s positioning as the premier resource for sustainable investment information for
policymakers. Through active staff, board and member engagement, increase policymakers’ familiarity
with sustainable investment.
● Use social, print and broadcast media to amplify US SIF’s policy goals.
● Expand US SIF member participation in advocacy that supports sustainable investment priorities, including
Capitol Hill Day.
● Expand US SIF’s Policy Leaders Program to provide more US SIF members with the skills necessary
to inform, monitor and engage directly on public policy issues of strategic importance to sustainable
investors.
● Develop initiatives to educate state legislators and regulators about sustainable investment and to
advance sustainable investing among state and local funds.
● Explore partnerships with other organizations in order to jointly influence policymakers and regulators.
2019 – 2021 STRATEGIC PLAN
14INDICATORS OF SUCCESS
GOAL OBJECTIVES INDICATORS OF SUCCESS
1. Expand the Enhance US SIF’s positioning as the Track numbers and significance of US SIF’s
number of firms leading resource for sustainable impressions for a range of digital and print
and financial investment information for investors, media outlets such as Forbes, Bloomberg,
professionals social, print and broadcast media and The Wall Street Journal, The New York Times
practicing other key stakeholders. and financial industry trade publications
sustainable including the number of times:
investment Continue community building among
and expand the US SIF members and offer benefits • US SIF staff is quoted or mentioned.
membership of that allow members to gain expertise, • US SIF connects reporters with its
US SIF. connect with other investors and members as issue area experts.
stakeholders and be highlighted as • US SIF serves as a resource for media.
experts for policymakers and the
media. The number of firms engaged in sustainable
investment increases based on data in the
Deploy US SIF staff, board and other 2018 Trends Report.
key US SIF members to engage with
prospective US SIF members around US SIF membership increases.
the country.
US SIF’s annual conference attendance
Ensure that US SIF website, external increases by 5% each year.
talking points and written materials
provide a concise definition of US SIF events open to non-members have
sustainable investment to address the at least 15% attendance by non-members.
confusion about terminology.
US SIF staff speak at at least two non ESG
Speak at a broad range of conferences focused conferences/events a year.
to motivate and educate attendees
about the benefits of incorporating The newsletter is leveraged to reach current
2019 – 2021 STRATEGIC PLAN
sustainable investment strategies and and prospective members and other industry
the value of membership in US SIF. stakeholders and its distribution and open
rates increase by at least 5% each year.
15INDICATORS OF SUCCESS
GOAL OBJECTIVES INDICATORS OF SUCCESS
Generate and deliver content that The 2020 US SIF Trends Report is released
2. Broaden sustainable
influences the investment practices of to the field and covered by several top-tier
investment priority audiences. outlets. It is referenced widely in print and
expertise and use social media as a significant contribution to
of best practices Identifyand adopt effective the public’s understanding of sustainable
by providing high- strategies to distribute content to and responsible investment. Specific metrics
quality information, the targeted audiences, including
through infographics and sharing to measure include the number of:
education and key messaging points through social
other tools. media. • Print and broadcast media outlets that
report on the Trends Report.
Use social, print and broadcast media • US SIF staff, board members and other
to amplify the impact of US SIF’s US SIF members that are quoted in
content. articles covering the report.
• Use of Trends hashtag and Trends
Disseminatebest practices including website visits.
US SIF member case studies.
Grow participation in training programs by
Discuss critical sustainable investment
issues at US SIF events. at least 5% a year including:
Deliver training and educational • In-person attendees taking the
resources to enable financial Fundamentals of Sustainable and Impact
professionals to incorporate Investment.
sustainable investment into investment • Online participants of the course.
portfolios and client conversations. • Working with CFFP to help drive
uptake of the Chartered SRI
Market and increase familiarity with Counselor designation.
the new CFFP/US SIF professional
designation - the Chartered SRI Create and distribute discussion paper that
Counselor - through social, print and
broadcast media. speaks to the definitions used throughout
the industry.
Identifyopportunities to incorporate
data from the 2018 Report on US US SIF members’ best practices case
2019 – 2021 STRATEGIC PLAN
Sustainable, Responsible and Impact studies are showcased on US SIF’s website,
Investing Trends into presentations, newsletter and in social media.
media publications and other reports
and articles. US SIF members increasingly share
research for inclusion on US SIF website and
Write and place opinion pieces in newsletter.
on-line and print media and work with
high profile individuals to deliver key
US SIF message points in the media.
Provide opportunities for US SIF
members to feature their research on
the US SIF website.
16INDICATORS OF SUCCESS
GOAL OBJECTIVES INDICATORS OF SUCCESS
Provide US SIF members with Use social, print, and broadcast media to
3. Educate and engage
in-depth analyses of the impact of highlight policy initiatives, positions and
with federal and
relevant federal policies. legislative proposals. Report policy specific
state policy makers
and regulators to media outreach and stories as part of
Strengthen US SIF’s positioning as
advance legislation success indicators in Goal 1.
the premier resource for sustainable
and regulation investment information for
By2021, the number of meetings with policy
that is supportive policymakers. Through active staff,
of sustainable board and member engagement makers that US SIF members participate in
investment. increase policymakers’ familiarity with increases 20% over base year 2018.
sustainable investment.
USSIF has an opportunity at least once a
Use social, print and broadcast media year to:
to amplify US SIF’s policy goals.
• Testify at a hearing.
Expand US SIF member participation • Provide written testimony.
in advocacy that supports sustainable • Help to draft and or submit testimony
investment priorities, including Capitol on behalf of US SIF members.
Hill Day. • Serve as a resource to congressional
staff as they frame the hearings.
Expand US SIF’s Policy Leaders
Program to provide more US SIF
The number of members involved in US
members with the skills necessary to
inform, monitor and engage directly SIF’s Capitol Hill Day increases by at least
on public policy issues of strategic 15% over the duration of the strategic plan.
importance to sustainable investors.
TheUS SIF flagship Policy Leaders Program
Develop initiatives to educate state continues for all 3 years of this strategic
legislators and regulators about plan and increases participation by 100% by
sustainable investment and to advance 2021.
sustainable investing among state and
local funds.
Over the duration of the strategic plan,
2019 – 2021 STRATEGIC PLAN
Explore partnerships with other meet with at least 8 national associations
organizations in order to jointly representing state elected leaders to explore
influence policymakers and regulators. their interest in educating their members
about sustainable investment.
17IMPLICATIONS FOR BUDGET,
STAFF AND BOARD
BUDGET AND STAFF
GOAL BOARD IMPLICATIONS
IMPLICATIONS
Expand travel budget to allow US SIF Recruit board members who have
1. Expand the number
staff to travel to more conferences capacity and leadership profile
of firms and financial
and meetings, to hold additional to influence our target audiences
professionals practicing Fundamentals trainings and to engage
sustainable investment and create engagement strategies,
more regularly with current and particularly with asset owners.
and expand the prospective members.
membership of
Recruitboard members who
US SIF. Use external consultant to enhance
membership messaging and presentation are prepared to support the
of “What is US SIF” and “Membership organization’s membership
Benefits” in different formats. campaigns and to use their platforms
to speak and write about US SIF.
Hire
consultant to assist staff in revising
membership dues.
HirePR firm in California on a short-term
basis to introduce US SIF to relevant
west coast journalists.
Hire part-time consultant in California to
assist with membership outreach and
events on the west coast.
2019 – 2021 STRATEGIC PLAN
18IMPLICATIONS FOR BUDGET,
STAFF AND BOARD
GOAL BUDGET AND STAFF IMPLICATIONS BOARD IMPLICATIONS
Hireconsultant or expand staff capacity to Recruit board members with
2. Broaden sustainable
investment expertise create marketing/digital strategies that staff experience in sustainable investment
and use of best and members can use to promote US SIF’s research and education in order
practices by conference, course and publications. to contribute to the Research
providing high- Committee and board discussions.
Hire Research Manager to allow production of
quality information,
education and more research and media content and to work Engage board members in writing
other tools. with Education Manager to create education opinion pieces on key message
content. points and in target markets.
Expand travel budget to allow US SIF staff to
travel to relevant events and conferences to
present research and educational programs.
With assistance of a consultant, overhaul
website to create a better user experience and
better highlight the offerings of US SIF and of
US SIF members.
2019 – 2021 STRATEGIC PLAN
19IMPLICATIONS FOR BUDGET,
STAFF AND BOARD
BUDGET AND STAFF
GOAL BOARD IMPLICATIONS
IMPLICATIONS
Ensure that all event Recruit board members with expertise
3. Educate and engage with
federal and state policy planning includes inviting, in and commitment to public policy
makers and regulators and when relevant, including and who have relationships either
to advance legislation representatives from key with policymakers or associations of
and regulation that policymakers and regulators policymakers.
is supportive of in US SIF national and local
sustainable investment. events. Activate board members’ networks to
engage potential partners in our efforts
to influence policymakers.
Hire associate to support US Ensure that board member recruitment
4. General Support for US
SIF Activities. SIF managers and directors is focused on diversity including gender,
in carrying out the activities race, sexual orientation, professional
related to this Strategic Plan. area of expertise as well as diversity in
geographic location.
Create new recruiting
strategies in order to be able Members of the Nominating Committee
to hire staff who already should be able to clearly communicate
have expertise in sustainable the role of board members in the
investment. organizational and financial success
of US SIF during the board member
Ensure that membership recruitment process.
dues form the majority
2019 – 2021 STRATEGIC PLAN
of a diversified funding
base (which also includes
conference sponsorships
and registrations, course
registrations, other
sponsorship income,
Chartered SRI Counselor fees
and foundation funding).
20THE C
SUSTA
2019 – 2021 STRATEGIC PLAN
/followUSSIF @us_sif company/us-sif
1660 L St NW Suite 306 | Washington, DC 20036
21
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