Priority Initiatives

For each of the five strategic goals - priority initiatives have been identified. Priority initiatives listed under one goal may contribute to other goals as well.

1. IMAGE
   To ensure the market place recognizes the preeminence of Chartered Accountants.
   1. Identify and promote the uniqueness of the CA designation - "What a CA is and what a CA does".
   2. Promote the profession's role in Standard Setting and its relevance.
   3. Raise our profile by providing Public Commentary on issues within our areas of expertise. This should be done both as an organization and by individual members. It should be done on a consistent basis - frequency is important
   4. Have regular contact with Public Policy Makers, assuming an advocacy role where appropriate.
   5. Have regular contact with the Public Accountants Licensing Board (PALB), maintaining the public interest as the paramount objective.
   6. Foster relationships with other Professional Associations, Business and Educational Organizations.
   7. Promote the profession to students, high school and post secondary, as the career of choice based on the Vision CA.
2. PROFESSIONAL EXCELLENCE
   To promote and foster professional excellence of Chartered Accountants through the highest standards of competence and ethical conduct.
   1. Support the concept of mandatory continuing professional education consistent with the policies of the CICA and other PICAs and relevant to our own membership.
   2. Maximize our members' access to professional development opportunities, including specialization, through provision of Professional Development, input to joint professional development with other provinces, and arrangements with other professional and educational organizations.
   3. Investigate the use of technology for delivery of professional development.
   4. Promote, through the appropriate channels, the adoption on a national basis of training outside public practice. Provide active input into the process and the setting of policy.
   5. In cooperation with other provincial institutes/ordre, through the Ethics Standards Harmonization Committee, improve the process for the review of the Rules of Professional Conduct to make it more proactive.
   6. Implement a periodic review process for our Practice Inspection Program.
   7. Identify and promote new services for our members to offer.
3. MEMBERSHIP
   To foster a strong relationship between the Institute and its members and amongst ICAN's members.
   1. Establish and maintain an ICAN website - including resources for maintaining and enhancing the site on an ongoing basis. (This initiative has already been started.)
   2. Have a cross section of our members involved in committees - in particular encourage the participation of recent graduates. Undertake a review of committee responsibilities and structure and where appropriate include in their terms of reference a requirement for representation by specific attribute, e.g. recent graduate.
   3. Explore the use of improving technology to overcome barriers of distance in communicating with members and participation of members in events.
   4. Identify opportunities for networking amongst members - promote the initiatives and provide support as deemed appropriate.
   5. Support the formation of interest groups similar to CA Western Newfoundland based on geography, industry, or function.
   6. Investigate a mentorship program under which recent graduates would be teamed with more experienced members for sharing of knowledge and experience and provision of guidance.
4. COMMUNICATION
   To improve communications with stakeholders - members, potential members, policy makers, and the public.
   1. Improve communication with our members - keep them informed and to listen to them.
   2. Improve communication with Memorial University students and raise our profile on campus.
   3. Communicate with high school students re CA as a career option.
   4. Improve communications respecting our role as providers of advice/opinions to government on policy issues and our advocacy role with respect to legislative and regulatory issues that affect the public interest.
   5. Work jointly with the CICA as required to achieve mutually beneficial goals.
5. ORGANIZATION
   To optimize the Institute's organizational effectiveness.
   1. Undertake a review of our Institute governance.
   2. Review linkages with national and interprovincial boards and committees to ensure they are appropriate given the changes that have occurred at the national level.
   3. Develop position expectations for the Executive Director's (now Chief Executive Officer) position. Establish a reporting process based on the expectations and an evaluation based on specified competencies.
   4. Undertake an inventory of services provided to our members, operating procedures, committee structures, and governance issues. Analyze the information obtained and make any changes required to align the services, procedures, and organization with our strategic goals.
   5. Investigate linkages with other organizations, including PICAs, ASCA, and CICA, for possible collaboration to improve service effectiveness and/or efficiency.
6. ATLANTIC CO-OPERATION
   To achieve optimum Atlantic Co-operation in providing member services, regulatory functions and management of the Institute.
   1. Education: Promote, through the appropriate channels, the adoption on a national basis of training outside public practice. Provide active input into the process and the setting of policy.
   2. Education: To continue with a cooperative approach to education of new Chartered Accountants.
   3. Practice Inspection and Practice Advice: To take advantage of all opportunities to share resources and improve member services.
   4. Communications: To share resources for maximum effect in image advertising, website design and maintenance, and other forms of communications to members.
   5. Eliminate all areas of inconsistent practice/regulation where doing so would lead ot greater efficiency or improved member services while maintaining or enhancing effectiveness.
   6. Professional Development: Support the concept of mandatory continuing education.
   7. Professional Development: Maximize our members' access to professional development opportunities.
   8. Explore all opportunities for greater cooperation and service enhancement.