Business model

1. Build members’ interdisciplinary and contemporary skills to accelerate their career success.
2. Lead, support and advocate for members as the profession evolves.
3. Connect with our ecosystem of members and strategic partners to promote the designation.
4. Attract new members through unrivalled offerings.

Supporting platform for achieving the strategic goals

Our members
Our people
Our performance

Financial capital

• Membership fees = $107.4 million
• CPA Program fees = $60.7 million
• Members’ funds = $78.7 million

Human capital

• 174,908 members
• 565 employees

Intellectual capital

• CPA Program and Public Practice Program
• CPD content
• Member input and expertise
• Policy, advocacy and thought leadership

Manufactured capital

• 20 offices
• Enhanced digital systems

Natural capital

• Paper for publications
• Carbon through airline and other travel

Social and relationship capital

• Relationships with:
  • members
  • employees
  • suppliers
  • regulators
  • governments
  • universities
• Other professional bodies

• Engaging with members, employers, academia and the community, so their future needs are understood
• Developing strategies and plans that are based on the needs of current and future members
• Developing content, products and services based on understanding the current and future needs of the profession
• Maintaining the high standards and relevance of the CPA Program
• Delivering a member experience that meets members needs and goals throughout each stage of their journey
• Attracting high-calibre Associates through a compelling content offer and experience for prospective members

• Personalised and engaging member experience
• CPD and publications that deliver valued knowledge
• Policy and advocacy work
• Waste from our offices and through overprints of program materials and other publications
• GHG emissions through our use of electricity, flights and other travel
• Recognised brand in the accounting profession and the broader community
• Professional standards program
• CPA Australia Best Practice Program
• Public Practice Program
• High-calibre accounting professionals
• Quality CPA Program
• Strong financial reserves

Financial capital (Strategic goals 1, 2, 3, 4)

• Productive financial systems supported by the work of those who hold the CPA designation (external impact over the long-term)
• Sustainable organisation (internal impact over the long-term)

Manufactured capital (Strategic goals 1, 4)

• Spaces for our members and people to work and connect (external and internal impact from short to medium-term)
• Sustainable technology and systems to deliver member service needs into the future (external and internal impact from short to long-term)

Intellectual capital (Strategic goals 1, 2, 3, 4)

• Increasing the knowledge and skills of our members and employees (external and internal impact over the short to medium-term)

Human capital (Strategic goals 1, 2, 3, 4)

• Reorganised workforce to support strategy execution (internal impact from short to medium-term)

Natural capital (Strategic goals 2, 4)

• Reduction in natural capital through our publications and emissions (external impact in the short-term)
• Enhancement in natural capital through thought leadership, policy and advocacy work (external impact from short to long-term)

Social and relationship capital (Strategic goals 2, 3, 4)

• Demand and opportunities for those who hold the CPA designation (external impact in the long-term)
• Trust in the business community (external impact across the long-term)
• Protection of the public interest (external impact from short to long-term)

Societal impacts

• UN SDG 4 Quality education
• UN SDG 5 Gender equality
• UN SDG 8 Decent work and economic growth
• UN SDG 12 Responsible consumption and production
• UN SDG 13 Climate action
• UN SDG 15 Life on land
• UN SDG 16 Peace, justice and strong institutions
• UN SDG 17 Partnerships for the goals

* Information below shows the strategic goals that impact each capital.