Foreword

I am personally very pleased to have this opportunity to introduce the CIPFA Development Strategy Mark III.

First published in 2001, the strategy is an ambitious rolling five-year plan. As well as describing our longer-term goals - expressed through the seven CIPFA hallmarks - the strategy includes detailed action plans which outline the projects and initiatives designed to get us there. Each year we update the plan to reflect the progress made over the previous twelve months and we open the strategy up to further consultation - this year via a full membership survey which inspired more than a thousand responses. From the ideas and feedback from members, we incorporate new projects and initiatives into the plan, to be undertaken in the year ahead and beyond.

So this is a very carefully managed process which is constantly challenging and stretching the organisation to improve its performance in existing areas and, where appropriate, to break new ground.

The hallmarks ensure that our progress as an Institute is rounded and balanced. They address what kind of organisation we want to be (accessible and responsive, growing strongly, making best us of our resources); where we most want to have impact (across the public services and in the accountancy profession); and what we most want to achieve (highest professional standards and real improvements at the front-line of public services delivery).

The results achieved since the strategy's launch have been very impressive. Most recently they have included the development of our new, significantly revised Professional Accountancy Qualification, as well as the new improved CIPFA Continuous Professional Development Scheme. We have also introduced a number of important new technical support services for members including a new magazine, Spectrum, and a new Members' Handbook produced on CD Rom. And we are making great strides in raising CIPFA's profile and influence internationally, particularly via our strategic partnership with the UK Government's Department for International Development.

Helped by this very positive backcloth the underlying health of the Institute - particularly our financial strength and constantly growing student registrations - is excellent. Much of our progress is due to the efforts of a very committed team of volunteers and staff whom I would like publicly to thank. I am conscious, however, that we also owe a very significant debt of gratitude to the many CIPFA members whose work - often in very senior public roles - helps to maintain the Institute's enviable reputation for high standards, and who support the Institute in so many ways. For that we are eternally grateful. Long may it continue.

I do hope that you will take some time to browse through the development strategy. Any views or comments about the agenda we have set and progress we are achieving will, as ever, be very gratefully received.

Hilary Daniels
President, 2003-2004