- Introduction
- Background
- Vision and Missions
- Strategic Goals
- Priority Initiatives
Introduction
Our profession has been undergoing a period of change. On a national level, there have been significant
changes in our governance and organizational structures. On the provincial level, there have been changes to
the Public Accounting Licensing Board and related legislation that affect the regulation of Public Accounting
Practices and our members' rights and responsibilities. There have also been considerable changes in
professional standards and in the range of services our members provide.
In order to continue to fulfil our mandate as an Institute - to serve our members and the public - we must
adopt a strategic plan that will help us be proactive. The strategic planning process and the plan itself are
designed to focus our activities to achieve the desired results. Our operational framework has therefore been
developed over a five (5) year period, with a review process to be undertaken every three(3) years. The
planning process focuses attention on the areas where we should expend our efforts. By setting specific goals
and priorities, we can evaluate initiatives in light of their contribution to the goals.
Our strategic plan is directed to meeting the vision and mission as set out by the Canadian Institute of
Chartered Accountants. It identifies five strategic goals and for each goal sets out priority initiatives to
be undertaken. The Executive Director, working with various committees and Council, developed an operational
plan for each initiative. The operational plan includes action items, dates, responsibilities and budget
requirements. Performance measurement is also included.
Communication of the plan to members is an integral part of the process. The plan itself will be
communicated as well as annual reports on progress for each of the goals. The complete strategic plan will be
available on the ICAN Website under the section - Member Services
Background
In 1999, the Board (then Council) revised the terms of reference of the Long Range Planning Committee,
renaming it the Strategic Planning Committee and including the responsibility to facilitate the review and
update of the Strategic Plan for the Institute. In June of 1999, the committee was formed and a work plan was
developed that was presented to the Board and approved in its September meeting. The work plan included a
review of information available from our Institute, other PICAs and the CICA and consultation with members
through email and focus groups. A strategic planning workshop was conducted in October, with the assistance
of a professional facilitator. The workshop was attended by Board members and members of the Strategic
Planning Committee. Following this session the committee reviewed the written reports of the session and a
draft report was produced. This draft was reviewed, revised and presented to the Board at its February
meeting. Further revisions were made, and the plan was approved at the March Board meeting.
Vision and Missions
Our Institute has adopted the vision and mission of our profession as approved on the national level.
Vision Statement of Canada's Chartered Accountants
We will be the leaders in creating, validating, and interpreting information that measures and
enhances organizational performance, and be the obvious choice for financial management, assurance, and other
specialized services.
Mission Statement of Canada's Chartered Accountants
Our mission is to enhance decision-making and improve organizational performance through financial
management, assurance, and other specialized expertise. We act with integrity, objectivity, and a commitment
to excellence and the public interest.
Mission Statement of Newfoundland's Chartered Accountants
The mission of The Institute of Chartered Account-ants of Newfound-land is to serve the interests of
society and the membership by providing leader-ship to uphold the professional integrity, standards and
preeminence of Newfoundland and Labrador's Chartered Accountants.
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