KEY CHALLENGES

EXPERIENCED IN 2022

KEY CHALLENGES EXPERIENCED IN 2022

INCREASING ROLE AS REGULATOR

CHALLENGE

As imposed by SARS, SAICA is required to verify at least 20% of its tax practitioner members’ CPD records annually, which may become unduly burdensome

The proposed changes to the Registered Controlling Body (RCB) criteria by SARS to monitor CPD compliance of tax practitioners will strain SAICA resources because of the additional requirements that SAICA will have to fulfil. This could result in SAICA performing a dual role as a member body and a regulator

Similarly, other regulators are also seeking to delegate their regulatory responsibility to professional accounting organisations

RESPONSE

SAICA has been engaging regularly with regulators including SARS and the CIPC to seek common ground as to expectations versus what we can achieve within the tight timeframes and system capabilities

STRATEGIC PILLARS

MATERIAL MATTERS

INCREASING ROLE AS REGULATOR

CHALLENGE

As imposed by SARS, SAICA is required to verify at least 20% of its tax practitioner members’ CPD records annually, which may become unduly burdensome

The proposed changes to the Registered Controlling Body (RCB) criteria by SARS to monitor CPD compliance of tax practitioners will strain SAICA resources because of the additional requirements that SAICA will have to fulfil. This could result in SAICA performing a dual role as a member body and a regulator

Similarly, other regulators are also seeking to delegate their regulatory responsibility to professional accounting organisations

RESPONSE

SAICA has been engaging regularly with regulators including SARS and the CIPC to seek common ground as to expectations versus what we can achieve within the tight timeframes and system capabilities

STRATEGIC PILLARS

MATERIAL MATTERS

SMALL MEDIUM PRACTICES EXPECTATIONS

CHALLENGE

Perceived lack of support in the small medium practices (SMP) environment

The SMP constituency does not feel engaged with SAICA due to resignations of key SAICA staff members, the disbanding of the various regional SMP committees, and the lack of representation from all district discussion groups at the national SMP

RESPONSE

Repurpose the SMP portfolio within the member engagement portfolio to facilitate outreach to members

Focus groups and meetings have been held with members of the SMP constituency to identify needs and revise the value proposition

SAICA is a key sponsor of the Big Small Business Show which targets SMMEs and is a platform for positioning CA SMPs as trusted advisors and difference makers to that market

As a key sponsor, we run TV adverts and also invite SMPs to speak on various topics and provide practical advice to SMME viewers. In 2023, SAICA will launch an advertising campaign that will showcase the difference a CA(SA) can make in someone’s small business

STRATEGIC PILLARS

MATERIAL MATTERS

SMALL MEDIUM PRACTICES EXPECTATIONS

CHALLENGE

Perceived lack of support in the small medium practices (SMP) environment

The SMP constituency does not feel engaged with SAICA due to resignations of key SAICA staff members, the disbanding of the various regional SMP committees, and the lack of representation from all district discussion groups at the national SMP

RESPONSE

Repurpose the SMP portfolio within the member engagement portfolio to facilitate outreach to members

Focus groups and meetings have been held with members of the SMP constituency to identify needs and revise the value proposition

SAICA is a key sponsor of the Big Small Business Show which targets SMMEs and is a platform for positioning CA SMPs as trusted advisors and difference makers to that market

As a key sponsor, we run TV adverts and also invite SMPs to speak on various topics and provide practical advice to SMME viewers. In 2023, SAICA will launch an advertising campaign that will showcase the difference a CA(SA) can make in someone’s small business

STRATEGIC PILLARS

MATERIAL MATTERS

DIMINISHING CA PIPELINE

CHALLENGE

Declining number of students enrolling for the CA programme due to:

  • A decline in the number of students studying mathematics which could also translate into a smaller pool of qualified candidates for the CA profession
  • Declining pass rates at third-year and PGDA level
  • Challenges experienced at distance learning providers

RESPONSE

Ongoing promotion of the CA profession, SAICA’s designations and deeper engagements with academic providers

Partnered with key stakeholders such as the Provincial Departments of Basic Education and contributing to organisations such as the South African Maths Foundation. SAICA also serves on the Board of the South African Maths Foundation

Partnerships with universities in promoting SAICA’s CA2025 Framework to ensure teaching and learning methodologies are updated accordingly

Increased collaboration with distance providers to offer support which has gained the endorsement and support of senior management in universities

STRATEGIC PILLARS

MATERIAL MATTERS

DIMINISHING CA PIPELINE

CHALLENGE

Declining number of students enrolling for the CA programme due to:

  • A decline in the number of students studying mathematics which could also translate into a smaller pool of qualified candidates for the CA profession
  • Declining pass rates at third-year and PGDA level
  • Challenges experienced at distance learning providers

RESPONSE

Ongoing promotion of the CA profession, SAICA’s designations and deeper engagements with academic providers

Partnered with key stakeholders such as the Provincial Departments of Basic Education and contributing to organisations such as the South African Maths Foundation. SAICA also serves on the Board of the South African Maths Foundation

Partnerships with universities in promoting SAICA’s CA2025 Framework to ensure teaching and learning methodologies are updated accordingly

Increased collaboration with distance providers to offer support which has gained the endorsement and support of senior management in universities

STRATEGIC PILLARS

MATERIAL MATTERS

ORGANISATIONAL CULTURE/SILO MENTALITY

CHALLENGE

Working in silos create process inefficiencies and duplication of efforts which could lead to control breakdowns

Furthermore, working in silos can lead to a lack of communication and coordination between teams, which can hinder collaboration and innovation

RESPONSE

SAICA values were reviewed to create a culture ownership at all levels and ensure integrated organisational identity. The values were restated in the ‘first person’ format to signify active ownership. Further, the values were coined into a ‘MIPART’ acronym, instilling the notion that everyone has a part to play in shaping the culture of SAICA

Leadership lekgotla intervention was conceptualised and implemented as part of mitigating the silo mentality. The objectives of the Leadership lekgotla included clarification of the leadership intent for delivery of the SAICA strategy and fostering collaboration and building trust across SAICA

STRATEGIC PILLARS

MATERIAL MATTERS

ORGANISATIONAL CULTURE/SILO MENTALITY

CHALLENGE

Working in silos create process inefficiencies and duplication of efforts which could lead to control breakdowns

Furthermore, working in silos can lead to a lack of communication and coordination between teams, which can hinder collaboration and innovation

RESPONSE

SAICA values were reviewed to create a culture ownership at all levels and ensure integrated organisational identity. The values were restated in the ‘first person’ format to signify active ownership. Further, the values were coined into a ‘MIPART’ acronym, instilling the notion that everyone has a part to play in shaping the culture of SAICA

Leadership lekgotla intervention was conceptualised and implemented as part of mitigating the silo mentality. The objectives of the Leadership lekgotla included clarification of the leadership intent for delivery of the SAICA strategy and fostering collaboration and building trust across SAICA

STRATEGIC PILLARS

MATERIAL MATTERS

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SAICA Integrated Report 2022.
All Rights Reserved.

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SAICA Integrated Report 2022. All Rights Reserved.

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