CAPITAL

TRADE-OFFS

CAPITAL TRADE-OFF'S

Financial Capital, Manufactured Capital

Change in service provider for Ushintsho

KEY CONSIDERATIONS AND FOCUS IN 2022

  • Change in service provider as well as architecture for the Ushintsho project to accelerate delivery of the digitisation strategy
  • This will result in a potential 30% savings. See CEO Report.

TRADE-OFFS

  • The re-scoping of the project will speed up completion but the availability of internal resources may pose a challenge to delivering the solution on time, thereby delaying the return on investment

POSITIVE IMPACT

  • Improving efficiencies and reducing costs
  • Implementation of Ushintsho earlier than initially planned
  • Improved capabilities to execute the IT strategy

NEGATIVE IMPACT

  • The handover of services to a new partner was hindered by delays, leading to the need for some development work to be redone

EFFECT ON BUSINESS MODEL/STRATEGY

  • Decommissioning of legacy systems
  • Leveraging technology to enhance member value and improve internal efficiencies

IMPACT ON STAKEHOLDERS

  • Members
  • Employees

RISKS

  • Delay in delivery
  • Poor management of change
  • Inadequate training and support

Financial Capital, Manufactured Capital

Change in service provider for Ushintsho

KEY CONSIDERATIONS AND FOCUS IN 2022

  • Change in service provider as well as architecture for the Ushintsho project to accelerate delivery of the digitisation strategy
  • This will result in a potential 30% savings. See CEO Report.

TRADE-OFFS

  • The re-scoping of the project will speed up completion but the availability of internal resources may pose a challenge to delivering the solution on time, thereby delaying the return on investment

POSITIVE IMPACT

  • Improving efficiencies and reducing costs
  • Implementation of Ushintsho earlier than initially planned
  • Improved capabilities to execute the IT strategy

NEGATIVE IMPACT

  • The handover of services to a new partner was hindered by delays, leading to the need for some development work to be redone

EFFECT ON BUSINESS MODEL/STRATEGY

  • Decommissioning of legacy systems
  • Leveraging technology to enhance member value and improve internal efficiencies

IMPACT ON STAKEHOLDERS

  • Members
  • Employees

RISKS

  • Delay in delivery
  • Poor management of change
  • Inadequate training and support

Financial Capital, Social and Relationship Capital

Implementation of the CA2025 Competency Framework

KEY CONSIDERATIONS AND FOCUS IN 2022

  • Implementation of the CA2025 Competency Framework in historically disadvantaged institutions to assist prospective entry level CAs(SA) to demonstrate the competencies required at the end of the pre-qualification process

TRADE-OFFS

  • Provision of Technological resources to support all developments

POSITIVE IMPACT

  • Grow the future CA(SA) pipeline and improving the quality of education
  • Provide potential CAs(SA) with skills and competencies for the future
  • Partnerships to develop historically disadvantaged universities

NEGATIVE IMPACT

  • Introduction of additional complexities, costs, sustainable funding and resources

EFFECT ON BUSINESS MODEL/STRATEGY

  • Grow and transform the membership base
  • Increasing the number of accredited training and higher education providers for all SAICA designations is crucial

IMPACT ON STAKEHOLDERS

  • Donors and key partners such as FASSET, and the Department of Education

RISKS

  • Sustainable financial and other resources and results and outcomes of all initiatives

Financial Capital, Social and Relationship Capital

Implementation of the CA2025 Competency Framework

KEY CONSIDERATIONS AND FOCUS IN 2022

  • Implementation of the CA2025 Competency Framework in historically disadvantaged institutions to assist prospective entry level CAs(SA) to demonstrate the competencies required at the end of the pre-qualification process

TRADE-OFFS

  • Provision of Technological resources to support all developments

POSITIVE IMPACT

  • Grow the future CA(SA) pipeline and improving the quality of education
  • Provide potential CAs(SA) with skills and competencies for the future
  • Partnerships to develop historically disadvantaged universities

NEGATIVE IMPACT

  • Introduction of additional complexities, costs, sustainable funding and resources

EFFECT ON BUSINESS MODEL/STRATEGY

  • Grow and transform the membership base
  • Increasing the number of accredited training and higher education providers for all SAICA designations is crucial

IMPACT ON STAKEHOLDERS

  • Donors and key partners such as FASSET, and the Department of Education

RISKS

  • Sustainable financial and other resources and results and outcomes of all initiatives

Need Help? Get in Touch

Need Help? Get in Touch

SAICA Integrated Report 2022.
All Rights Reserved.

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SAICA Integrated Report 2022. All Rights Reserved.

Site Links

Site Links

Head Office