THE SIX STRATEGIC GOALS
Following are the six strategic goals that will guide CGA-Canada as it develops its programs and action plans over the next three to five years.
- Ensure full professional equity for CGAs
- Be the fastest growing designation
- Be a value provider to the profession and the public
- Protect and enhance our leadership position in the delivery of education, certification and continuing professional development
- Increase our visibility and achieve high brand recognition and value
- Ensure the health of the association
IMPLEMENTATION
Goal 1
Ensure full professional equity for CGAs
Ensuring full professional equity is an important stepping stone towards becoming the most important accounting designation in Canada. By working with our provincial affiliates to create an integrated strategy, CGA-Canada can ensure that all legal and practical barriers between designations are ultimately dissolved. Moreover, CGA-Canada will play an important role in influencing standard setting across Canada and abroad, and is determined to retain its acquired practice rights.
How will it benefit CGAs?
Achieving professional equity will open up professional areas of practice which have been previously closed to the CGA designation. Members will enjoy a significant increase in professional opportunities through an elevated number of jobs and industries they will have access to. Professional equity adds value to the designation in professional circles and with the public. As a result, CGAs will enjoy significantly more visibility.
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Goal 2
Be the fastest growing accounting designation
CGA-Canada will continue to lead in designation growth. To that end, CGA-Canada will support the affiliates to continuously grow the CGA population in both absolute numbers and market share. Through this integration of effort and resources, CGA-Canada and its affiliate partners can ensure that quality remains a top priority throughout the execution of the strategic process. CGA-Canada can support affiliate initiatives by setting entry level and certification targets. CGA-Canada will enforce appropriate quality standards.
There are key elements that must be in place for the federation to meet this goal. The right recruitment strategy is vital to attracting new members and students. Ensuring that current programs are up-to-date in addressing current professional issues will further
promote the growth of students entering our program.
How will it benefit CGAs?
Retaining our position as the fastest growing accounting designation will be of huge promotional value to CGA-Canada and its members. The more potential candidates that choose the CGA designation, the more exposure the designation will enjoy, both among the business community and the general public. As a result, individuals and businesses will recognize the benefits of hiring a CGA over other designations.
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Goal 3
Be a value provider to the profession and the public
CGA-Canada must ensure that it is providing the best value to three target groups: CGAs, the accounting profession and the general public. For members, this implies the provision of products and services which address their needs. For the profession, CGA-Canada will be committed to delivering the best standards and related research. Finally, for the public, the federation will be committed to providing the best possible public policy input,
government committee participation and advocacy on behalf of the broad public interest.
How will it benefit CGAs?
By being committed to providing members with programs and services most beneficial to them, CGA-Canada provides them with the most important benefit of all — meeting their needs and promoting their best interests. Providing high value services to the public will regain public confidence in the profession and in financial reporting.
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Goal 4
Protect and enhance our leadership position in the delivery of education, certification and continuing professional development
At the heart of this strategy is CGA-Canada’s goal to further develop itself as a leader in education, certification, and continuing professional development. We must be leaders in addressing market needs while always being mindful of the changing needs and values of our members. Being adaptable to change is a key element to the success of this strategy. Even more important is that CGA-Canada will take an active role in shaping the changes that occur. By being proactive, we can ensure that CGA-Canada is a key player in determining the direction the profession takes in the future.
How will it benefit CGAs?
Being a profession leader in education, certification and continuing professional development allows CGA-Canada to influence standard setting in a highly proactive way. By influencing standard setting we can exert control to ensure standards and expectations are geared to members’ best interests while protecting the public interest. Being a leader in these areas will assist CGA-Canada to be recognized as an authoritative voice in the profession.
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Goal 5
Increase our visibility and achieve high brand recognition and value
Increasing CGA-Canada’s profile by making it more visible to business leaders and the general public is vital to the successful promotion of the CGA designation.
CGA-Canada is committed to being proactive and aggressive in promoting the designation’s brand recognition. The key to achieving this strategic goal will be to actively seek out, establish and develop strong relationships with key stakeholders who can provide CGA-Canada with the opportunities necessary to achieve greater exposure.
How will it benefit CGAs?
Increased visibility and higher brand recognition will actively promote the benefits of the CGA designation over other accounting designations and expose CGAs to more potential employers and key industry leaders. The increased promotion of CGA-Canada and its members will contribute to the perceived value of the designation and to its reputation as a recognized voice and respected professional and business leader.
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Goal 6
Ensure the health of the association
In order to achieve all other strategic goals, it is essential that CGA-Canada remain a healthy, sound and vibrant organization. Establishing the financial and human resources required to achieve its mandate, while ensuring that governance, management tools and working relationships are in place will be essential to making CGA-Canada’s mandate a reality. CGA-Canada seeks to be a model organization that others will emulate. It will pursue the highest standards in all respects from its programs and services to the organizational elements required to operative efficiently and effectively.
How will it benefit CGAs?
Sound organizational health is the key to the success of all of the strategies set out here by CGA-Canada. These strategies will only be achievable with adequate resources. This final step will be the key to turning this strategy into reality.
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