To inspire, empower and impact members to achieve professional excellence.


To be the most valued professional resource for our members.


  • We value our profession
  • We value ethical behavior
  • We value active members
  • We value visionary leaders
  • We value our professional staff
  • We value effective communication

Goals and Strategies for 2014 to 2017+

The board established five goals and within these goals everything we do is strategically aligned. As we review existing programs and look at new opportunities to enhance membership value, we will use these goals as our road map.

MSCPA Strategic Plan — Goals


Your Professional Home — facilitating member success from entry through retirement for all members, including business, industry, nonprofit, government, public practice and educators.

  • Engagement of Members
  • New focus of membership committee


Maintain a dynamic organization and ensure we exist throughout the next 100 years.

  • Align committees with Board goals
  • Business continuity and succession plan
  • Ensure financial viability
  • Leadership Development among staff and leadership
  • Legacy Foundation/Community Foundation
  • Governing documents


Connectivity and communications through chapters, community service and public relations.

  • Chapter relations — working together
  • College relations — advance relationships with Montana schools
  • Student relations — create and communicate value
  • Public Relations — respond to public and media — positioned as a resource to improve awareness
  • Social Media — maximize use of social media to connect and promote
  • Pitch Project — show members how to use their membership to get the greatest value
  • Member visits by MSCPA Board — grassroots effort to listen to member concerns

Professional Excellence:

Delivering education and resources.

  • Professional Development Opportunities
  • Collaborate and provide regional opportunities — create opportunities for our members to share discussions with professional from adjacent states
  • The Future of Learning Task Force — enhance our current professional development program to better address the needs of our members.
  • Study the feasibility of benchmarking and data sharing to enhance professional excellence


Advance and protect the profession and the people we serve while improving member awareness of the Society’s advocacy role.

  • Lobbying — maintain a strong representation of the interests of the profession
  • Political Action Volunteer Opportunity (PAC) — maintain and grow a respected PAC through member awareness and participation
  • State Issues — monitor all the legislation that affects the profession at the state level legislation and recruit bill sponsors
  • Federal Issues — monitor all the issues that affect the profession at the federal level