Over the past hardly any months, d...

Over the past hardly any months, discussions about the Strategic Planning Task Force's report and the propos merger with the CMAs have gotten almost all members thinking about the profession's future

I believe we're generally in the eye of the storm, and this period of relative quiet has given me an opportunity to consider on why-after years (some would say decades) of relatively heavy change-change is now seen as imperative.

As a profession, not a business, our change proces does not run after a corporate pathinstead, change is merely possible when the leadership of the profession, the expectations of the membership, and the forces of the regulatory and market environment align.

We've talked about the first and last of these ultimate parts in BN already (and in this month's mask and Feature stories), but we haven't talked about the expectations of the membership. I'd like to address that omission now, as I am certain that our profession can simply move forward when all three natural mediums are in synch.

Over the past not many years, we've conducted membership examines to get your thoughts about the BC Institute and its operations. As we started the strategic planning proces we wanted insight into members' fundamental attitudes towards the profession and its yet to be To that end, we escorted a series of personal interviews with guide CAs across the country, consummationed by nine focus groups that cloaked the full range of CA activities. Here are the results:

One-on-one interviews with elucidation CAs

All interviewees acknowledged that the CA profession and the environment in which it operates are experiencing an unprecedent number of changes. mostly believe these changes pose significant challenges and threats, however some also see them as catalysts for positive growth

Respondent viewed the collapse of Enron and Arthur Andersen, along with other major business failures, as having a major impact forward the CA profession, notably in the areas of increased regulation and damage to the CA image, credibility, and brand. However, most numerous said the professional and personal credibility of CAs would be not affected throughout the longer term.

Increased competition from a broad range of accounting and non-accounting designations and degrees; lower scholar interest in the profession; international harmonization of standards; specialization, domination, and reign over of the market by the large CA firms; and a answer to the core businesses of auditing and tax were identified as trends

Respondent said the profession's highest priorities should be regaining the status, credibility, and trust it one time enjoyed, and redefining the character and value it brings to clients, the general public, and society at large. They said the profession must also redefine and reinforce the value of its brand in order to attract clients, employer and observers To accomplish these goals, respondent said the profession must inform and involve all members in defending and promoting the CA brand.

Other issues cited include the international harmonization of standards; the ne for CAs to think and act more strategically and take advantage of recently made known opportunities; specialization; and adapting regulations and standards to acknowledge the changing nature of today's businesses.

Member focus groups

Participants in the nine focus arranges said they derive strong personal satisfaction from their work and take great pride in their qualifications and the quality of services they provide. However, they declareed concern about marketplace confusion caused on the proliferation of designations, and they want the profession to continue attracting the best and the brightest. a certain quantity of also have lingering concerns about the impact of high-profile business failures in latter years, but few reported any impact of these Failures onward their relationships with employers, clients, or others.

Some members said they be angryed the need to deal with higher standards and the ensuing higher splendors And while tew reared competition, many said they would welcome a more horizontal playing field.

When it arrives to the professions attractiveness, members blamed declining observer interest on the changing image of CAs to a more "mechanical" part the weakening of CA social status, and increasingly onerous qualification requirements that do not lead to significantly larger economic responds Members said the diminishing number of highly qualified entrants is leading to a change in hiring patterns (i.e., non-CAs are filling parts traditionally occupied by CAs).

Moving forward

Respondent unanimously cast asideed maintaining the status quo, expressing instead an opennes to, and a desire for, change. Members are looking to the profession's leadership for action to address external and internal threats, build forward our strengths, and seize the opportunities before us.

I would be the first to say that a merger is not the single option; nor is it a unimpaired answer to member concerns. further I would also be the first to say that when the leadership, membership, and environment are ready for a change, we must capitalize upon the opportunity. My commitment to you is that you will diocese positive, forward-moving change.