In any case, change needs to be guided by reason, logic and consensus. We need to be absolutely certain that whatever we are doing is being done to improve our situation. We must not be rushed into a move away from the status quo unless we are 100 per cent sure it is for the best. And we must be united in this view.

When looking at the current proposals on the table for a merger of Canada’s accounting bodies at the national level and in Quebec, CGA-Canada remains steadfast in its opinion that such a move in its current form would neither be in the best interests of designation members, nor the people and organizations we look to serve. And it appears to be a position shared by others outside of CGA-Canada.

I found it extremely interesting to read the contents of a letter sent by the Chartered Accountants of Canada on September 8. To paraphrase, the letter – which was jointly signed by CA President and CEO Kevin Dancey and Chairman Bill MacKinnon – explained that they understood from feedback that the feeling among members was that there was no need to adopt a Chartered Professional Accountant (CPA) designation a merger would bring. It would seem that the majority of CA members who shared their views on the subject were not behind this merger proposal.

Within the same letter, Mr. Dancey and Mr. MacKinnon had the following message for their members – and here I’m quoting directly: “We respectfully disagree.”

We know from reading our own members’ views on our visioncga.org forum that opinion is greatly divided about the pros and cons of a merger as it is currently proposed. And it appears from this letter that such polarization is common elsewhere.

This is hardly surprising when you consider there remain so many unanswered questions about this merger. Issues pertaining to tagging, training and mobility hang in the air – and these crucial elements need to be agreed upon before any merger is even considered.

As I emphasised in my last post, any fundamental changes on either a national or provincial scale should only take place after a thoughtful and thorough dialogue with members. But we need to be sure we go much further than actually hearing our members, we need to be sure we’re listening too.

Anthony Ariganello is the president and chief executive officer of CGA-Canada

Why is this important to us now? It’s simple – any merged situation must address market need. We can’t lose the century of experience that is embodied in today’s professional organizations. Each is different and those differences are there because there is a need for alternative paths to get to the end result. The suggestion that we move from a multifaceted model (three associations) to one model is fine, but it can’t just be built on the framework of one association. To do so risks reducing the range of skills available in accountancy and, most importantly, will reduce access to our profession.

More than any other association, CGA-Canada provides students with a flexible approach to achieving their career goals. The CGA designation has always enabled students to pursue a customized accounting career by offering flexible study options, work-life balance or career opportunities. Our association recognizes the pressures of the modern work environment and offers real-world solutions to enable students to pursue an accounting career on a timeframe that works for them.

While we remain open to discussing a possible merger with CICA and CMA Canada, I firmly believe that any merger must be based on an understanding of the unique value each designation brings to the marketplace. A new organization that recognizes the complexity of the accounting profession in Canada is essential to ensure we continue to meet the needs of our clients, members, students and the general public.

Anthony Ariganello is the president and chief executive officer of CGA-Canada

The Need for Tax Simplification – A Challenge and an Opportunity highlighted key issues around tax simplification. The aim is to use the study to build awareness and promote discussion among interested stakeholders as a meaningful contribution to an important subject of public policy.

Our study highlighted the fact that there have been very few attempts to simplify the tax system since its creation in 1917. In short, we continue to operate within an archaic system which is costing consumers, businesses and the economy much more than just tax bills.

Our conclusion was that now is the time for a review of both the personal and corporate income tax systems. The complexity of Canada’s system is not to be taken lightly, with trading partners such as the UK, Australia and the US way ahead of us in terms of tax modernisation. We can ill afford to rest on our laurels and watch the gulf widen further.

Advocacy on behalf of our members is a key part of our work as a professional Association. Tax simplification is the number one issue our members tell us they want to see government tackle and we’ll continue to adopt this theme as a key pillar in our advocacy program. When parliament returns in the fall, we will pick up a series of meetings to discuss the importance of tax simplification to Canadian businesses, tax-payers and to the economy as a whole. It’s also the theme of our pre-budget submission.

Simplifying the tax system leads us back to whether a merger between Canada’s accounting bodies would lead to a simpler accounting system. Well, in my view, it’s possible if done correctly but just like tax simplification, it requires robust dialogue.

Once again, let me say that CGA-Canada continues to recognize the potential benefit of a national merger. However, it must be based on principles of equality for all members. We remain open to discussing the merger concept with CICA and CMA Canada, but we cannot agree to conditions that may limit or reduce the rights and opportunities of our members and students, now or in the future.

Anthony Ariganello is the president and chief executive officer of CGA-Canada

In my view, the CGA designation offers the greatest choices and flexibility. Becoming a CGA provides the skills and freedom to find a rewarding job in any organization anywhere in the world and, crucially, offers opportunities for anyone – from the university graduate, to those already in the working world who want to enhance their career. The flexible delivery of the CGA program means students can put their skills to practice right away, getting all the benefits of a competitive full-time salary while learning part-time.

CGAs have a bachelor degree as well as CGA training and also have full public practice rights across all of Canada. This again speaks to the breadth and depth of the program. And with 14 specialities to choose from, the CGA program of professional studies covers every sector. This offers real choice for students who want to practise in a field they are passionate about. We have CGAs working in professional sports, the arts and other categories few people naturally associate with the need for the kind of financial leadership and guidance our members can offer.

The attractiveness of our program means CGAs come from a range of backgrounds, which is a huge plus for our designation. They bring value to any size organization – be it a large global company or an independent accounting firm. And as I’ve said before, CGAs see beyond the balance sheet, and that’s a significant advantage in today’s complex business environment.

As well, many CGAs hold senior financial executive positions and rank in the top five per cent of income earners in Canada. Of course, it’s great to get paid for doing something you love, but even better when you are paid well!

For more information on how and why CGAs do more, please check out our website. Also, don’t forget to keep sharing your views and thoughts on our VisionCGA.Org forum. We continue to listen with interest.

Anthony Ariganello is the president and chief executive officer of CGA-Canada

For those of you unfamiliar with the tagging issue, this was one of the pre-conditions outlined in the preliminary merger discussions CGA-Canada had with CICA and CMA Canada. To summarize, tagging would mean that within any new merged organization members would identify themselves as Chartered Professional Accountants (or CPAs) as well as use their original designation. For a minimum of 10 years, members would be identified as CA-CPA, CGA-CPA or CMA-CPA. Only students graduating after any merger would use the new CPA designation on its own.

Having thoroughly explored this issue, we remain convinced that a lengthy period of tagging would divide the new membership into distinctive groups. This would create public confusion about whether there are different classes of CPAs and complicate efforts to market the newly merged organization.

While we support the concept of a new designation, we maintain  that members should not be required to carry their legacy designation for any significant length of time. Tagging has the potential to lead to a decade of confusion in the marketplace. This would be damaging for all concerned and go against the spirit of any merger.

In addition, tagging flies in the face of what any merger should be aiming to achieve – a single organization. Based on our historically competitive relationships with CICA and CMA Canada, CGA-Canada’s negotiation team had serious concerns about whether tagging would impact the future rights of our members.   

Though we remain open to discussing the concept of a merger with CICA and CMA Canada, CGA-Canada cannot agree to terms that reduce the rights of our membership now or in the future. We strongly believe that any merger should be based on mutual understanding and equal rights.

I have enjoyed reading your feedback on our forum page and I encourage you to continue to share your questions and opinions with us.   

Anthony Ariganello is the president and chief executive officer of CGA-Canada

While debate on this subject has covered a wide range of sub-topics, I have recently noted a significant volume of discussion surrounding the issue of Mutual Recognition Agreements (MRAs).  CGA-Canada has forged close relationships and strategic alliances with four international accounting associations. These include associations in France, Ireland and Australia – and only this month we renewed our global recognition agreement with the UK-based Association of Chartered Certified Accountants (ACCA).

The agreement was originally signed in December 2006, but will now run for a further five years until 2016 with the aim of bringing additional benefits to members of both organizations. This partnership has already allowed us to work closely on a number of initiatives, including research which has resulted in recommendations to governments, lenders and businesses to help break down those barriers which restrict business growth.

Pictured (left to right): Peter Large and Dean Westcott, ACCA; Joyce Evans and myself, CGA-Canada

And breaking down barriers is very much what MRAs are about. The accounting profession is experiencing growth worldwide, reflecting the demand for accredited professional accountants who have expertise in international accounting standards. And MRAs enable qualified members of each association to become a member of the other body and enjoy the benefits of greater international recognition as well as improved professional mobility.

For these reasons, CGA-Canada remains proud to have developed these relationships with our colleagues around the world. They are of significant benefit to our members, giving them a broader market for their services and offering them opportunities to work in places which would otherwise not be possible.

You can find out more about our MRAs on our website. I would also encourage you to take a look at and participate in the continued discussions taking place at visioncga.org. You input is extremely valued by us.

Anthony Ariganello is the president and chief executive officer of CGA-Canada

Productivity is valued by all. Of course, it can mean different things to different people – whether it’s growth, competitive advantage or simply a matter of survival. But productivity is an integral part of corporate culture – and it’s a key element to which a CGA can provide tremendous support.

Creating an efficient and sophisticated production process involves producing the greatest number of outputs with the least number of inputs possible. That’s a very basic definition of productivity but a CGA has the skills and expertise required to evaluate business performance, oversee operations and – in cases where it’s required – create efficiencies which ultimately may safeguard jobs as well as the future of the company.

These are abilities that should not be underestimated in the current economic environment, with Canada still lagging when it comes to being competitive on a global scale. Over the last few weeks I have written about a number of different topics – but each of them draws me back to the same core theme: CGAs providing value beyond the balance sheet.

The issue of productivity is no different. CGAs can help companies of all sizes deliver tangible results on this front, guiding the big decisions with valuable insight. Whether it’s a large multinational organization or an individual entrepreneur, maximizing productivity remains vitally important to its growth and prosperity.

As we contemplate the future, CGAs’ contribution to productivity is yet another reason why this designation is so important in helping reverse the fortunes of Canada’s global competitiveness.

Anthony Ariganello is the president and chief executive officer of CGA-Canada

As CGAs, we pride ourselves on our ability to offer more than just financial advice to our clients. We have the skills and expertise to manage not only a company’s balance sheet, but also its social and environmental impact. The fact that CGAs are thinking about how to measure a company’s triple bottom line is just another reason I’m so proud of this great designation.

In a 2009 survey of investors, 77 per cent of respondents factored climate-change information into investment decisions, citing “carbon risk” and “potential regulation” as motivation. This is why it’s so important companies have the services of a CGA to help them measure this impact, guiding key business decisions and strategies which go above and beyond the profit and loss columns.

Corporations are recognizing the value of sustainability reporting as a means of improving their reputation, while demonstrating to stakeholders a commitment to social responsibility. The growth of sustainability reporting is likely to continue as stakeholder demands for corporate transparency and responsibility intensify, in response to increasing pressures on global environmental and social systems.

As companies continue to seek new ways to demonstrate and communicate how they are managing corporate risks – including those prompted by social and environmental concerns – our members are well positioned.  CGAs have the knowledge and skills needed to help organizations navigate potential pitfalls while helping to safeguard a sustainable future for all of us.

Anthony Ariganello is the president and chief executive officer of CGA-Canada

As individuals, CGAs are broadly trained professionals skilled in leadership. Indeed, being an adept leader is one of three overarching requirements for certification. The leadership areas include strategic and organizational leadership, individual and team leadership development, and organizational effectiveness. So, whatever their role – be it CFO, COO, controller, analyst or public accountant – CGAs are sought for their leadership acumen.

Similarly, CGA-Canada is known as an organization worth bookmarking. We are widely recognized for our research that influences social policy as well as our work advocating for responsible and effective business and accounting practices.

In June, you may have seen or heard CGA’s latest research report which highlighted how many Canadians continue to struggle under high levels of household debt. The report, entitled A Driving Force No More: Have Canadian Consumers Reached Their Limits? drew a huge amount of interest from media across the country. This is the fourth time CGA has produced a report on household debt and our 15th major research paper since we began this type of work in 2004. All of our reports are online.

The key findings demonstrated that Canadians continue to struggle with record levels of household debt and revealed several alarming trends for those already feeling the strain of lower or stagnant incomes, or personal circumstances.

Aside from the media attention this attracted – helping to reaffirm CGA’s position as a thought leader on a national scale – it also drew the interest of our country’s decision makers. Report author, CGA’s Vice President of Research and Standards Rock Lefebvre, was invited to present his findings to the Senate Committee on Banking, Trade and Commerce. This is not the first time CGA has been invited to address a parliamentary committee, and I’m sure it won’t be the last.

As a national professional accounting body, CGA-Canada plays a leading and influential role in public policy issues affecting CGAs, students, the profession and the broad public interest.

CGA-Canada’s research and advocacy includes providing critical feedback on exposure drafts, participating in consultations on policy, legislation and regulation, and making recommendations to government and regulatory bodies through presentations. It’s yet more proof that CGA sees more than numbers. We see the implications and opportunities they reveal.

Anthony Ariganello is the president and chief executive officer of CGA-Canada.

CGAs offer a level of depth and wisdom which is a testament to our program. Our tagline, “we see more than numbers”, is supported by the actions of our many members and students.

CGAs are found across the world, working in numerous industries and specializing in commerce, finance, government, public practice and beyond. In public practice, our client base is equally diverse, ranging from multi-national corporations to individual entrepreneurs. In short, CGAs continually prove we are more than number crunchers.

So how are CGAs different? It’s simple – we have the breadth to meet the myriad of opportunities and challenges that exist in today’s complex business environment. We have the training to work in areas beyond tax and audit. Our students choose where they get their professional experience and the area of business they will specialize in. That gives CGAs the opportunity to work in many diverse and interesting areas of business.

CGAs add value beyond the balance sheet. We provide businesses with financial leadership and insights beyond the numbers to promote growth and sustainability for organizations. We are leaders in our organizations, there to add true value, and guide businesses in making important strategic decisions.

Too often, accountants are painted as strictly finance types. CGAs are characterized by our dedication to our profession, and also by our ability to deliver our knowledge and insight in a straight-talking manner.

I am extremely proud to be part of such a strong group of dedicated experts and at CGA-Canada we continue to protect and promote the interests of our members and students to ensure you continue to carry out amazing work each and every day.

Anthony Ariganello is the president and chief executive officer of CGA-Canada.