Long-term critics u-turn in institute cold war

by Kevin Reed

More from this author

21 Jun 2007

  • Comments

The ICAEW, long the recipient of the harshest criticism from a band of vocal dissenters, appears to have achieved the impossible and earned praise from them for recent initiatives.

While many remain skeptical about the future and warn that a merger plan would ruin all progress made so far, there are signs of détente in the ongoing war.

Ken Frost and Dr Jeff Wooller, who have previously run campaigns against ICAEW plans to consolidate the profession, welcomed recent institute initiatives to focus on the strength of the ACA brand and forays into the Chinese market.

Frost, who runs a blog criticising ICAEW plans to merge with other accounting institutes, said on a post that the institute had ‘accepted the argument’ that mergers would dilute the ICAEW qualification’s brand.

His comments followed the launch of the ICAEW’s campaign to underline the value of the ‘ACA’ qualification.

Wooller welcomed chief executive Michael Izza’s efforts to promote the ACA qualification in China, which Wooller described as a ‘huge market’ despite the institute’s focus on the quality of the ACA.

‘There is also huge potential for our qualification in India and Eastern Europe,’ Wooller wrote in a letter to Accountancy Age.

‘After suffering a succession of presidents intent on selling our pottage for a pittance we now have a leader of whom we can be justly proud.’

Frost told Accountancy Age that he was unhappy about other aspects of the institute such as the size of its council and its ‘pensions black hole’,

Despite this ICAEW officials will view their recent comments as a distinct success.

Both members, along with Bruce Lawson, had widely and publicly criticised the ICAEW’s attempts to merge with other bodies over the past 15 years.

Frost was placed in joint 11th place in the Accountancy Age Financial Power List 2006, along with then ICAEW chief Eric Anstee.

‘Our greatest asset is our members, and it’s important we’re alive to all their views,’ said an ICAEW spokeswoman.

Visitor comments

blog comments powered by Disqus

Add your comment

We won't publish your address

By submitting a comment you agree to abide by our Terms & Conditions

Your comment will be moderated before publication

  • Send



Conservatoire for Dance and Drama, London, Permanent, Part Time, £60,000 pro rata




Get the latest financial news sent directly to your inbox

  • Best Practice
  • Business
  • Daily Newsletter
  • Essentials


Search for jobs
Click to search our database of all the latest accountancy roles

Create a profile
Click to set up your profile and let the best recruiters find you

Jobs by email
Sign up to receive regular updates with the latest roles suitable for you



Why budgeting fails: One management system is not enough

If budgeting is to have any value at all, it needs a radical overhaul. In today's dynamic marketplace, budgeting can no longer serve as a company's only management system; it must integrate with and support dedicated strategy management systems, process improvement systems, and the like. In this paper, Professor Peter Horvath and Dr Ralf Sauter present what's wrong with the current approach to budgeting and how to fix it.


iXBRL: Taking stock. Looking forward

In this white paper CCH provide checklists to help accountants and finance professionals both in practice and in business examine these issues and make plans. Also includes a case study of a large commercial organisation working through the first year of mandatory iXBRL filing.