HOW WE CREATE VALUE

Our strategy and key strategic focus areas

SAICA 2021–2023 STRATEGY

SAICA’s strategic intent is supported by four strategic pillars. The identified strategic pillars are supported by eight strategic objectives and each objective is underpinned by strategic initiatives to ensure execution and to close the gap between a measure’s performance and its target. 24 strategic initiatives were identified to drive the execution of SAICA’s strategy.

MEMBER VALUE

STRATEGIC PILLAR
  • Improving member value is central to SAICA’s success, and offerings should cater to all members. We need to understand what members want and clarify membership benefits/value propositions to address those needs effectively
  • SAICA ensures that members are agile and resilient by considering how to achieve SAICA goals through its membership base
STRATEGIC OBJECTIVE
  • Deliver member value by promoting the premiership status of the CA(SA) designation and enhancing the member value proposition
STRATEGIC OUTCOME
  • Strong brand − To ensure that the profession has business value, it is admired and that SAICA is a reputable organisation that drives well-respected brands (CA(SA), AGA(SA), AT(SA)). All members understand and buy into the need and relevance of belonging to a professional body
  • Competency − Developing a shared set of professional competencies
2023 STRATEGIC INITIATIVES and Status
  • 1: Implement the Learning and Development platform – Launch of LMS: eVolve
  • 2: Revamp the SAICA website – The website has increased search engine optimisation and the old site has been shut down
  • 3: Member reach and member profiling initiatives – Increased networking events locally and abroad, engagements and focus groups to understand member experience, strengthening the practices portfolio and profiling members through the Audit Reform initiative
STRATEGIC OBJECTIVE
  • Promote the common interest and professional competence of members and associates, nationally and internationally
STRATEGIC OUTCOME
  • Professional competence is knowledge, skills, attitudes and values. These competencies include:
    • Professional skills and values (ethics, lifelong learning, citizenship)
    • Enabling competencies (decision-making, business acumen, digital acumen, relational acumen)
    • Technical competencies
2023 STRATEGIC INITIATIVES and Status
  • 4: Implement the Pathways to Relevance Framework – Stakeholders appreciate the strong competencies and objectives of this initiative. However, the need for updated training post-implementation is required to address emerging issues and their resolutions. The time being spent on the EAT is still excessive and the process needs to be streamlined
  • 5: Stakeholders’ engagement initiatives – Stakeholder engagement and collaboration continue to increase. Stakeholder engagement score increased from 67,40% in 2022 to 72,15% in 2023
  • 6: Member engagement activities and support – Member engagement activities and support continue through digital publications, webinars, CEO roadshows, and new member induction
IMPACT
Capitals
Material Matters
OUTLOOK FOR THE FUTURE MEDIUM TO LONG TERM
  • Continue to actively promote SAICA, its designations (CA(SA), AGA(SA) and AT(SA)), as well as partnerships with Thuthuka, The Hope Factory and SAICA ED through the integrated brand and marketing strategy
  • Continue with the Audit Reform initiative aimed at restoring trust in the auditing profession through member profiling, media engagement highlighting its importance in financial reporting, and hosting webinars on future professional trends
  • Expand SAICA offerings to provide support for members in the Small and Medium Practices (SMP) and Members in Business (MiB) constituencies
  • Commence rebranding exercise from CA2025 to CA of the Future
RELEVANCE AND REPUTATION

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