Strategic Goals

In order to move towards the vision and missions, six Strategic Goals have been set. These goals cover the major areas, provide balance, and realize the need to be practical. As a small institute, we have limited resources. The Strategic Goals compliment each other as they are aimed at the same higher-level goals.

1. IMAGE
   To ensure the market place recognizes the preeminence of Chartered Accountants.
   
   

   Our profession has a tradition of preeminence and a desire to continue this tradition. The environment that we operate in is changing - it is becoming more competitive and we face more challenges than in the past. To retain our preeminence, we need to differentiate ourselves in the market - with our clients, with our employers, with policy makers, and with the public. We need to promote our profession in a more active manner. In order to maintain our credibility, the promotion must be focused on our areas of expertise.

2. PROFESSIONAL EXCELLENCE
   To promote and foster professional excellence of Chartered Accountants through the highest standards of competence and ethical conduct.
   
   

   Professional excellence encompasses competence and ethical conduct. The skills, knowledge, and professional qualities required of Chartered Accountants are continually changing and expanding. Sustaining our competence through participation in professional development activities and other means is essential. Given our distance from other centers, the geographic dispersion of our members, and our small membership, it is a challenge to provide the appropriate opportunities to renew and expand knowledge and skills. We need to be creative and flexible in initiatives undertaken to meet this goal. Ethical conduct is an important component of professional excellence. We must ensure that our members continue their commitment to high standards and that our Rules of Professional Conduct protect the public without unduly restricting the activities of our members.

3. MEMBERSHIP
   To foster a strong relationship between the Institute and its members and among ICAN's members.
   
   

   In order to be a strong Institute and fulfill our mission, we must become more relevant to our members. As an Institute, we need to find out more about our members and their needs. As Chartered Accountants, we have an ongoing membership in our professional organization and each member has a duty to contribute to the development of our profession, adding to its knowledge. Members can participate in Institute activities and share advances in knowledge and skills through direct interaction with fellow members.

4. COMMUNICATION
   To improve communications with stakeholders - members, potential members, policy makers, and the public.
   
   

   Communication with our stakeholders is critical. Implicit in the previous goals, it is also identified as a strategic goal - it is required in order to achieve our mission. We must communicate better with our membership. In terms of communication with potential members, attractiveness of the profession is an issue receiving considerable attention at national level, through the Education Reform Initiative. On a provincial level, we can take the initiative to improve our communication with high school and university students. Communication with policy makers is also important in reaching our goals.

5. ORGANIZATION
   To optimize the Institute's organizational effectiveness.
   
   

   In relation to our profession in Canada, we are a small institute in terms of membership numbers. This has an impact on the availability of both financial and human resources (staff and volunteers) in meeting our goals. We must use both, effectively and efficiently. There are many areas where we will achieve our goals in cooperation with other provincial institutes, the national body, and other professional and educational organizations.

6. ATLANTIC CO-OPERATION
   To achieve optimum Atlantic Co-operation in providing member services, regulatory functions and management of the Institute.
   
   

   In the current year and until appropriate review of the strategic plan, the focus will be on achieving operational efficiencies. Recommendations for changes of a policy nature may come out of cooperation on an operational level. Initiatives may also arise from the Senior Volunteers who have struck a Task Force to optimize Atlantic cooperation. (March 2003)