CPA Canada invited me to review their proposed changes to their student/qualification competency map.  I am happy to contribute because the current map is pretty good and CPA Canada did a pretty darn good job out of the gate.

What I Like About the Old/New Model

I have been using the current/old competency map for a few years to help CPA students design their work streams.  The model is systematic and it encourages students to build on their success while encouraging a broad range of experience. The model then has increasing level of competence expectations and details.  For example, financial reporting is sub-divided one level down into things such as systems, policies, etc.  The next level further sub-divides financial reporting into specific competencies that can be evaluated.

What I Would Change/Add to the New Model

The biggest change is to make the competency model part of a lifelong tool rather than simply something a pre-CPA needs to ‘get-through’.  Below is the former-CMA Competency Map used for the designation’s professional development.  This model reminded CMAs of the core skills they uniquely possessed (Accounting, Management and Strategy) and impact on value these skills generated (Creating, Enabling, Preserving and Reporting).  The CPA designation is the first step toward a life time of being an accountant and professionalism that this entails.

Small Competencies Wanted

The following are adjustments to the current model.  Most can be be incorporated into current modules (and may already be so) rather than being net new content.

• Business Writing: This is a very practical skill that is becoming rarer in the market place.  Writing/communicating is absolutely central to what accountants do.  All the analysis in the world is for nought without a good report.
• Operational and Tactical Planning: The competency map incorporates strategy but good old fashion tactical and operational planning (for my definitions of these Time to Define Planning Times) are not discussed.  Given that newly-minted CPAs will spend a decade or two in the operation or tactical realms, would it not make sense to give them some practical hands on experience in this regards?
• Project Management: Accountants are project managers, what else would you call a year-end or audit plan?  Once again for such a profound skill, where is it in the competency map as a practical skill?
• Internal Reporting: Okay, this last one is a bit nit-picky but more focus could be spent on internal management reporting.  This reporting level is below that of the board (well covered in the model) but instead creating transactional, exception, ad hoc or periodic reporting for a middle to senior management level.
• Industry Specialization: Industry specific certifications should be linked to the competency model similar to how Public Practice is singled out.  Examples may include Corporate Finance,  Oil and Gas Certification and the Public Sector…
• Public Sector Standards: And now to my personal soap box, the public sector.  The competency model completely and absolutely ignores an entire set of accounting standards – PSAB and its international cousin IPSAS.  It is as if a taxation module is offered but GST is not covered.  There should be an elective modules in PSAB and a parallel to the public accounting requirement of having to show competence.

Where Do We Go From Here

Accounting students following the competency map come from a wide variety of educational and personal perspectives.  The CPA program must provide a common and  consistent method to evaluate competency so as to meet the expectation of the society for newly minted accountants.

CPA Canada has the opportunity of creating a life-long experience for its members by extending the competency model beyond getting the ‘letters’ to supporting continuous professional development.  With this extension, CPA members may choose to go back and take some of the core or elective modules of the above program as their career takes different tacks.