OUR STRATEGY & KEY STRATEGIC

FOCUS AREAS 2021-2023 AND BEYOND

OUR STRATEGY & KEY STRATEGIC FOCUS AREASE 2021-2023 AND BEYOND

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. Twenty-four strategic initiatives were identified to drive the execution of SAICA’s strategy.

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. Twenty-four strategic initiatives were identified to drive the execution of SAICA’s strategy.

MEMBER VALUE 2022

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

STRATEGIC INITIATIVES
AND STATUS

  • (1) Implement the Learning and Development platform – Development complete
  • (2) Revamp the SAICA website – Website launched
  • (3) Member reach and member profiling initiatives – Increased networking events, face-to-face engagements and focus groups to understand member experience

STRATEGIC OBJECTIVE

  • Promote the common interest and professional competence of members and associates, nationally and internationally

STRATEGIC
OUTCOME

  • Competency – Developing a shared set of professional competencies
    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

STRATEGIC INITIATIVES
AND STATUS

  • (4) Implement the Pathways to Relevance framework – All Member Engagement seminars have been linked to the CA2025 competencies and Pathways to Relevance framework
  • (5) Stakeholders’ engagement initiatives – Significantly increased stakeholder engagement and collaboration nationally and internationally
  • (6) Member engagement activities and support – Digital publications, webinars, CEO roadshows, new member induction

OUTLOOK FOR THE FUTURE MEDIUM TO LONG TERM

  • Integrate the Learning and Development platform with existing SAICA systems before making the platform available to members
  • Transferring the transactional capabilities of the old website to the new website to enable a single point of entry for members
  • Structure interventions to meet the needs of members in their mid-career stage of their professional lives
  • Expand SAICA offerings to provide support for members in the Small and Medium Practices (SMP) and Members in Business (MiB) constituencies

CAPITALS

MATERIAL MATTERS

MEMBER VALUE 2022

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

STRATEGIC INITIATIVES
AND STATUS

  • (1) Implement the Learning and Development platform – Development complete
  • (2) Revamp the SAICA website – Website launched
  • (3) Member reach and member profiling initiatives – Increased networking events, face-to-face engagements and focus groups to understand member experience

STRATEGIC OBJECTIVE

  • Promote the common interest and professional competence of members and associates, nationally and internationally

STRATEGIC
OUTCOME

  • Competency – Developing a shared set of professional competencies
    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

STRATEGIC INITIATIVES
AND STATUS

  • (4) Implement the Pathways to Relevance framework – All Member Engagement seminars have been linked to the CA2025 competencies and Pathways to Relevance framework
  • (5) Stakeholders’ engagement initiatives – Significantly increased stakeholder engagement and collaboration nationally and internationally
  • (6) Member engagement activities and support – Digital publications, webinars, CEO roadshows, new member induction

OUTLOOK FOR THE FUTURE MEDIUM TO LONG TERM

  • Integrate the Learning and Development platform with existing SAICA systems before making the platform available to members
  • Transferring the transactional capabilities of the old website to the new website to enable a single point of entry for members
  • Structure interventions to meet the needs of members in their mid-career stage of their professional lives
  • Expand SAICA offerings to provide support for members in the Small and Medium Practices (SMP) and Members in Business (MiB) constituencies

CAPITALS

MATERIAL MATTERS