The FPA Primary Aim: To elevate the profession that transforms lives through
the power of financial planning.

The Final OneFPA Network Plan is the culmination of a multi-year journey to engage all stakeholders in creating a shared vision for the future of the association that ensures FPA’s viability, strength, impact and relevance. The Final Plan is largely consistent with the Second Iteration of the plan, but with additional clarifications and details. The Final Plan continues
to embrace two original OneFPA Network pillars: participatory governance and
centralized functionality.


To ensure FPA’s viability, strength, impact and relevance for current
and future members
and volunteers.


A transformative reorganization that unites FPA and its communities through greater alignment and integration. 


By dramatically increasing leadership participation in FPA and robustly beta-testing coordination and collaboration of key functions. 

FPA is a vibrant association with more than 2,000 passionate volunteer leaders working to deliver value to members while shaping the financial planning profession in the spirit of our Primary Aim: To elevate the profession that transforms lives through the power of financial planning.


And while FPA offers a robust set of services and programs nationally and through our network of 88 chapters and state councils, there are landscape issues for national voluntary professional membership associations that FPA must proactively address to ensure it is strongly positioned to fulfill its Primary Aim for current and future generations of financial planners. 

The reality is that the landscape has changed so much in recent years that FPA has to change with it.
A technology-driven economy, competition from the non-profit and for-profit sectors, and the rapidly changing demographics of potential members—not to mention the increased business diversity of our membership base—are critical issues that FPA, and all voluntary membership associations, must address. 

The OneFPA Network is a complete reorganization of the entire FPA enterprise that allows all key functional areas to work more closely together while simultaneously institutionalizing a process to include more chapter leader input into the strategic direction-setting of FPA. Given the landscape issues we face, we believe this a worthwhile and necessary endeavor. 

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