Strategic Plan 2017 - 2021

• To develop certification programs that evaluate and deliver the competencies necessary to succeed in a complex and changing environment.
• To target all finance-related positions and advisory roles, in both industry and public practice, which require candidates to develop a broader set of competencies and skills in a rapidly changing environment.
• To ensure accreditation of universities.
• To attain mutual recognition of FICA members with international bodies.

• There has been little growth in the number of CPPs over the years.
• There has been a loss of membership through migration, competition and rigid conditions for maintaining membership.
• FICA members are not given mutual recognition from other prominent international professional bodies.
• FICA needs to review the process for becoming CA and CPP members.

• Create a body of core values and competencies in which all candidates must demonstrate a defined level of proficiency, prior to certification as a member.
• Promote cross border recognition of FICA membership. In particular, negotiate reciprocal recognition with other recognised accounting bodies in the region.
• Continue to review the Graduate Professional Programme (GPP) for high quality international recognition.
• Review membership categories and the current process for membership in each category.

• To undertake regulatory reform of the FICA with a view to aligning its governance structure and practices to international best practices and developments within the local regulatory environment.  
• To recommend consequential changes to the Act and Rules.
• To continue to adopt internationally recognised standards in accounting, auditing, assurance and quality control, ethics, public sector accounting and accounting education.

• In order for the financial system to be truly global, there must be universal adoption of high quality standards that provide clear, consistent, and relevant measures of financial performance.
• FICA needs to adopt internationally recognised standards to ensure consistency in measurement of financial performance. 
• More international assistance and resources to be made available to strengthen public sector financial reporting.
• FICA needs to adopt international standards that enforce quality control and protect public interest.

• Discuss all major changes to IFRS, IFRS for SMEs, Code of Ethics, and International Standards on Auditing at least 12 months prior to implementation, to identify any issues with implementation in Fiji.
• Provide or facilitate training on IFRS, IFRS for SMEs,  Code of Ethics, and International Standards on Auditing as requested by the Professional Development Committee.
• Provide support to the FICA when requested to answer queries from members or the public, in general, on IFRS, IFRS for SMEs, Code of Ethics, and International Standards on Auditing.
• Continue to build a professional accounting body which is capable of meeting the IFAC’s Statements of Membership Obligations.
• Continue to comply with the established accounting, auditing and ethical requirements.
• Continue to promote and comply with international good practices on professional ethics (e.g. IFAC Code of Ethics for Professional Accountants).
• Seek stakeholders and regulators engagement in the consultative process of the review of the Act and Rules.

• To build FICA brand awareness in Fiji and in the region and continue with ongoing marketing initiatives to make the brand more appealing to current and future members.
• To continue promoting the stature and image of the FICA and the accounting, assurance, finance and business advisory professions.

• Strong competition from other prominent professional overseas bodies as seen with an increase in the number of CPAs in Fiji.
• Major revamp of the FICA brand is needed.
• FICA members want global recognition.
• Inadequate use of technology to market FICA.
• Membership (full and voting) with IFAC and association with other professional bodies is not fully used to promote the FICA.
• Lack of communication and coordination of branding opportunities.

• Promote FICA as the first-choice designation for a professional to current and future members for their career path in becoming CA or CPP in Fiji and the region.
• Maintain the value perception of the CA and CPP designation with business decision makers as business leaders.
• Revamp FICA branding and image and continue with aggressive marketing initiatives to promote the brand in Fiji and in the region.
• Utilise various media platforms to promote the Institute.
• Continue improving the profile of the FICA Awards.
• Use strong presence of major global accounting firms in Fiji to promote the accounting, assurance, finance and business advisory professions.
• Reposition CA (Fiji) in small and medium businesses as first choice advisors.
• Effectively communicate and coordinate branding FICA opportunities.
• Provide attractive and value adding services to members and encourage members to maintain membership.
• Undertake initiatives and actions to attract and increase membership.

• To carry out proactive engagement with key stakeholders, both in the public and private sectors.
• To become a partner of choice with the Fiji Government on key issues of national interest.
• To provide and advocate meaningful advice for enhancing private sector growth.
• To build confidence with wider FICA members by communicating to them outcomes of ongoing engagements with key stakeholders.

• Rapid and non-consultative changes in the regulatory landscape, including tax laws, is an impediment to growth and confidence in the private sector.
• New avenues of increasing the tax base to address Government’s escalating level of debt as a percentage of GDP is causing an on-going burden on ordinary citizens including tax payers.
• Open and transparent dialogue with key stakeholders to ensure the views of FICA members are heard and acted upon to facilitate tangible outcomes.
• Prudent management of government resources towards   infrastructure development, eradication of poverty, containment of inflation to its minimum and increasing opportunities for employment, should be encouraged.
• Lack of technical capacity of FICA Secretariat to ensure continued focus and provision of assistance to Committee Chairs and members.

• Attend and participate in key stakeholder forums to highlight concerns and share views on fiscal and monetary policies with the wider audience.
• Seek views of FICA members in formulating submissions to the National Budget. Key focus areas include: promoting investment, sound and sustainable economic growth with a view to develop the SME sector; tax regime - implications, interpretation and practice; fiscal policy development to address the Sustainable Development Goals agenda.
• To advocate for good governance and transparency and speak on key issues of national interest that affect the economy.
• Attend to enquiries and put together submissions on new or amended legislation and policy matters.
• Coordinate and work closely with private sector stakeholders (banks, insurers, credit institutions, the legal fraternity and others) to build cordial relationships, trust and become a combined voice that advocates on issues of national interest.

• To properly and effectively communicate the affairs of the FICA and the various professions, in a timely manner, with various stakeholders of the FICA using the most appropriate technology or medium.

• Inadequate technology support and facilities.
• Slow communication to members on issues relating to our profession, such as changes in tax laws, IFRS amendments and issues of national interest.
• Quality, content and mode of communication medium needs to be improved and/or enhanced.
• Difficulty in sourcing locally generated original material.

• Review and identify technology gaps with respect to communications with stakeholders to ensure that appropriate steps are taken by the Institute to remain relevant.
• Ensure adequate Secretariat support is available to facilitate a structured and secure information gathering process is in place with regard to the Institute’s intellectual capital.
• Develop a fully interactive website – to include provisions for managing member accounts, payment of subscriptions, online registrations for Congress, workshops & seminars and payment of fees, having an interface with social media sites: Facebook, Twitter, LinkedIn, Global Accounting Alliance, etc.
• Significantly improve content, quality and regular publication of e-journals. Adopt successful formats of other international accountancy journals and other professional institutions.
• Ensure regular publication of the newsletter “Littera”.

• To refocus and significantly improve the profile and value of the Congress that is held annually.

• The Congress should not be only about maximising profit for FIA. It needs to promote FICA’s profile.
• There is a need for quality and world class speakers at the Congress.
• There is a need to get high profile people to attend the Congress including decision makers, movers and shakers and other influential stakeholders.
• We have a competing brand in Fiji (i.e. CPA). The FICA needs to be more aggressive with its Congress in terms of speakers and marketing initiatives.
• The focus of the Congress is shifting from its original spirit and appeal.
• Topics selected should provide business and economic solutions.
• The Congress is not publicised effectively as the Institute’s annual business forum.

• To put more emphasis on FICA branding and marketing initiatives during the Congress and to strike a balance between achieving profitability and getting quality output from it.
• Review identity of the Congress.
• Target quality speakers for the Congress to get the most out of the two day event and get more mileage for FICA.
• Target wider range of audience locally and internationally. Also target business leaders and other important stakeholders to attend.
• Review composition of Congress Committee to ensure that best ideas are considered in organising the event.
• Review structure and content of the Congress. Benchmark to international standards.

• To ensure that quality services are provided by practitioners in accordance with IFAC’s quality assurance standard International Standards Quality Control 1 (ISQC 1).

• Maintain a three-year cycle of quality reviews.
• Manage any direct or perceived conflict of interest by Practice Reviewers.
• Pass on the direct and follow-up review costs to practitioners.  Establish an on-charge mechanism.
• Get small practitioners with limited resources, to comply with quality review requirements.

• The Practice Reviewer to draw up a three-year review cycle that is agreed with the FICA.
• Identify and facilitate specific training, as needed by practitioners, through FICA’s Professional Development Committee.  The FICA, with the Practice Reviewer, will identify and source relevant training material.  Training to be coordinated by the Professional Development Committee, with the Peer Review Committee kept up to date.
• Establish an “on-charge” mechanism where costs for direct and/or follow up reviews are absorbed by practitioners.  Determine a charge-out formula for practitioners depending on size of practice i.e. small, medium, large.
• Arrange grants from possible donor agencies or other suitable organisations to provide assistance towards fee subsidy for the Peer Quality Review Program.

• To provide a life-long learning environment for members that keeps them abreast with the developments within the profession.
• To implement high quality, timely and responsive professional programs that meet members’ and market needs.
• To provide access to a range of educational programs through diverse modes that meet members’ and market needs.
• To ensure that educational and development programs cover traditional accounting, technical accounting, IT, specialist and multidisciplinary competencies and skills.

• Rapid development within the accounting, assurance, finance and business advisory professions require members to commit to a life-long learning process.
• Technological advancements require members to be abreast with the latest technology in order to achieve competitiveness.
• A multi-stream approach is needed that is strong in the core accounting, assurance and finance areas but is broadened to include other knowledge and competencies in management, information technology and general business advice.
• Increasingly complex business transactions, sophisticated and principles-based accounting standards continually demand a wide range of competencies.
• There is a growing need for independent opinions under new circumstances such as governance at both corporate and national levels, as well as other new technical issues.
• There are difficulties in expressing opinions in light of an increase in complex accounting transactions, industry knowledge, valuations and information technology.

• Ensure that the required competencies are acquired or developed through an integrated process of academic study, professional education, evaluation and practical experience.
• Align regulations under IFAC and provide training for members that are globally benchmarked. Ensure that the three Fiji-based universities are accredited such that the quality of requirements and education are not compromised.
• Provide training to members on diversified topics. The redevelopment of the FICA website is necessary to facilitate this.
• Provide training both in Suva and Nadi to cater to members. 

• To build organisational capacity to ensure excellent support and services are provided to members.
• To have a resourceful and talented Secretariat team that fully supports and implements the directions set by the FICA Council.
• To provide the necessary support to the FICA Council, various Committees and FICA members.

• The FICA Secretariat needs to be more pro-active in providing the needed member services and support to the FICA members.
• Lack of necessary resources at the FICA Secretariat to carry out its tasks.
• Capacity and institutional strengthening of the Institute needs to be improved.
• Technological advancements have not been utilised at the FICA to improve organisational efficiency and services to members.
• Lack of succession planning.

• Undertake a review of the organisational structure, and policies and procedures and relook at the current and future resource requirements of the FICA.
• Develop and implement succession planning.
• Review and expand capacity of the Institute’s Secretariat to support needed initiatives.
• Continue to review the FICA’s Committee structure and functions and make changes where needed.
• Where necessary, seek financial support from international donors to embark on reforms and initiatives to strengthen the FICA.
• Promote collaboration and dialogue with other accounting and relevant professional bodies in Fiji and in the region.
• Develop and publish a Calendar of Events for FICA.