A revised MACPA Strategic Plan, which was approved by
the MACPA Board of Directors in January, identifies strategies for growth and outlines Association priorities for focus and investment.

To move the plan from paper to implementation, the MACPA staff and Board of Directors got all of the Association’s stakeholders involved in the process. Member focus groups were key to identifying critical issues and strategies. This development process ensured that the Plan clearly defines a relevant strategic direction that will produce results aligned with the core values of the organization. The plan allows for flexibility and will be reviewed and updated annually to address new priorities and initiatives.

From increasing funding and other resources for programs
to setting specific, measurable outcomes, the Strategic
Plan lays a framework that promotes and invites a cross-section of member participation. Members are encouraged
to review the brief outline of the Plan below, and delve
more deeply into the Plan. To find out more, or to talk about how you can become involved, please contact Cynthia D’Amour, MACPA vice president of Communications & Member Services.

The MACPA Strategic Plan features five strategic initiatives that establish clearly-defined goals.

Strategic Initiatives

I. Strategic Initiative: Advocacy
Strengthen MACPA’s advocacy and influence in the public policy-making process.
Goals:

• Enhance advocacy communications to MACPA constituencies through involvement.
• Enhance MACPA’s position as a premiere resource
  for policymakers.

II. Strategic Initiative: Serving a Diverse Membership
Integrate increasingly diverse membership needs throughout the work of MACPA.
Goals:

• Utilize the diversity of members to maximize value in MACPA membership.
• Acquire and maximize the usage of 360-degree member profile data.
• Increase emphasis on outreach to all members.

III. Strategic Initiative: Succession Planning
for the Profession
Secure the future of the profession and the MACPA.
Goals:

• Increase MACPA and CPA profession outreach
  to students.
• Increase the number of CPA exam sections
  completed in Michigan.
• Increase the involvement of CPAs new to
  the profession.
• Identify the needs of the retiring CPAs.

IV. Strategic Initiative: Continuing
Professional Education
Enhance MACPA’s position as a preferred source of continuing professional education and development.
Goals:

• Increase the number of “new CPA” (certified less than five years) members who participate in the development of, presentation of, and/or attend
  CPE events.
• Implement emerging technology into CPE
  delivery systems.
• Grow CPE enrollments through diversification
  of delivery.

V. Strategic Initiative: Communication and Image
Strengthen the messages of both MACPA and
the profession.
Goals:

• Increase the perceived value of communication and information to members not in public accounting.
• Engage and align with strategic partners who offer value to members.
• Increase statewide image building efforts.

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