For The Long Term

SEE PART III LINE 1.

PUBLIC TREASURERS ARE GOVERNMENT OFFICIALS WHO PROVIDE PROFESSIONAL FINANCIAL MANAGEMENT AND ACCOUNTABILITY FOR A VARIETY OF PUBLIC FUNDS.THERE ARE A GROWING NUMBER OF 501(C)(3) ORGANIZATIONS WORKING TO HELP TRAIN AND ENCOURAGE PUBLIC TREASURERS TO LEVERAGE THEIR POWER AS OWNERS, ISSUERS, FIDUCIARIES, AND CUSTOMERS TO INVEST IN WAYS THAT IMPROVE ENVIRONMENTAL AND SOCIAL OUTCOMES FOR THE PUBLIC. HOWEVER, EXISTING 501(C)(3) ORGANIZATIONS HAVE FACED CHALLENGES WORKING WITH THE PUBLIC TREASURERS WHO SERVE AS FIDUCIARIES OF PUBLIC SECTOR INSTITUTIONS AND FUNDS. FIRST, PUBLIC TREASURERS OPERATE WITHIN A BUREAUCRACY AND CANNOT REACT AS QUICKLY AND NEED A MORE PROACTIVE FRAME IN WHICH TO ENGAGE. SECOND, PUBLIC (CONTINUED ON SCHEDULE O)TREASURERS ENTER AND LEAVE THEIR ROLES WITH GREATER FREQUENCY DUE TO RESTRICTIONS SUCH AS TERM LIMITS.PUBLIC TREASURERS ALSO OFTEN ENTER GOVERNMENT WITH A LEARNING CURVE ABOUT THEIR RIGHTS AS AN OWNER AND THEIR RESPONSIBILITIES AS A PUBLIC FIDUCIARY, AND STATE AND LOCAL GOVERNMENTS OFTEN LACK ADEQUATE RESOURCES AND TOOLS NECESSARY TO FULL TRAIN AND ONBOARD THESE TREASURERS. NONPROFIT ORGANIZATIONS HAVE A VITAL ROLE TO PLAY IN HELPING TO EDUCATE PUBLIC TREASURERS, WHICH FREES UP CRITICAL STATE AND LOCAL GOVERNMENTAL RESOURCES FOR CORE GOVERNMENTAL FUNCTIONS. TREASURERS ALSO NEED OUTSIDE GUIDANCE TO HELP THEM LEARN ABOUT THE NONPROFIT SUPPORT THAT IS AVAILABLE TO HELP THEM ACCELERATE THEIR DEVELOPMENT AS OWNERS AND FIDUCIARIES SO THAT THEY MAY ULTIMATELY LEVERAGE THEIR POWER AS OWNERS, ISSUERS, AND FIDUCIARIES TO BEST REPRESENT THE PUBLIC INTEREST.FTLT HAS HAS BEEN FORMED TO FILL THE CRITICAL NEED FOR A 501(C)(3) ORGANIZATION THAT SUPPORTS PUBLIC TREASURERS IN MANAGING THE UNIQUE CHALLENGES THEY FACE IN INTERFACING WITH NONPROFIT ORGANIZATIONS, FOR THE BENEFIT OF THE MEMBERS OF THE PUBLIC WHO BENEFIT FROM THE PUBLIC FUNDS THAT TREASURERS ARE CHARGED WITH OVERSEEING.