Strategic Planning

• Membership: The Association should attract and retain financial professionals as members who have a base of business in Southern California. Members should be employed by businesses and institutions as practitioners or serve businesses and institutions as product or service providers. Individuals who provide products or services primarily to the consumer sector are not the target for membership in this Association.
• Leadership: Identify and develop members to serve as leaders in various Association capacities.
• Financial Management: The Association s financial resources are for the benefit of its members. The Association shall utilize sound financial practices and controls to ensure its on-going ability to deliver services to its membership.
• Communications: The Association should add value for members through frequent two-way communications between members and the Association s leadership, and by enabling communications among members. The Association provides its members with information regarding educational and networking opportunities, government regulatory and legislative news, technology updates, and other finance-related matters.
• Relationships with External Organizations: The Association should strive to develop relationships with other local, regional, and national organizations, and gain a reputation for knowledge and leadership in the treasury/finance field.