OneFPA Network Process

The OneFPA Network vision and draft plan was formally introduced in November 2018. Since that time, through a nationwide Listening Tour, countless stakeholders provided input that has been instrumental in shaping the Second Iteration of the OneFPA Network Draft Plan. 

We listened to our stakeholders’ feedback


of FPA chapters received outreach and information — and invitations to participate in a Listening Tour conversation 


total Listening Tour meetings with chapters/groups of chapters


of FPA chapters participated in a Listening Tour conversation 

  • All chapters were contacted to arrange a Listening Tour meeting.

  • 90% of chapters participated. 

  • Many additional meetings were held with chapter executives, members, corporate partners, past FPA presidents, NexGen leaders and other stakeholder groups.

We learned what changes our stakeholders wanted to see reflected in the plan

  • Stakeholders are seeking a greater voice in the association. 

  • Chapter autonomy is paramount. 

  • Better technology is required. 

  • Change needs to be properly paced.

We adapted the plan to incorporate feedback while maintaining the intent behind the OneFPA Network vision. 

  • The OneFPA Transition Task Force carefully reviewed all input and recommended substantive adjustments to the plan. 

  • The Board of Directors approved the Second Iteration of the OneFPA Network Draft Plan after it was fully vetted by five focus groups consisting of chapter leaders and members.​

A historical look at how we got here

The OneFPA Journey

In an effort to explore ideas that have emerged, ongoing beta tests are in place to directly experience draft elements of the OneFPA Initiative efforts.
The Board approves the draft OneFPA Initiative plan for distribution and feedback called the ‘OneFPA Network.’


The two primary organizations serving financial planners—IAFP and ICFP—merge into a new voluntary professional membership organization called FPA. The national boards are fully integrated, but local communities are left wondering how they fit within the new organization—FPA.


Recognizing an insufficient level of integration and alignment, an organization-wide “Co-creating Our Future” is undertaken. Greater awareness resulted, but substantial changes to the system were
not implemented.


An outside consultant assesses the chapter systems through a series of exhaustive interviews and develops a report with recommendations. The report uncovers operational and cultural issues impeding FPA's growth and success.


Chapter leaders spark discussion about better collaboration and integration, marking the beginning of the OneFPA Network. Chapter leaders express increasing concerns that the chapter system is not providing sufficient support to local communities, which leads FPA to begin a more in-depth examination.


The Board of Directors approves advancing ‘OneFPA’ and asks for a plan at the February 2017 Board meeting. The board determines a formal endeavor titled the “OneFPA Initiative” is required and that a plan to address challenges should be developed by 2017.


After continued dialogue with the Board of Directors and staff about chapter system assessment, the Board determines ‘OneFPA’ efforts need to continue to address the important issues being raised. As a result, seven task forces composed of 50 national and chapter leaders are created as the OneFPA Advisory Group.


Given the magnitude of the challenges and opportunities identified, the Board embraces the OneFPA Initiative as a top organizational priority and the transformational three-year goal of the association.

FPA completes a nationwide Listening Tour, gathering feedback from stakeholders that is instrumental in shaping the Second Iteration of the OneFPA Network Draft Plan.

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