Our strategic performance in 2018-19
Sustain: demonstrate the value of a lasting relationship with ACCA
What this means in practice
we deliver and communicate the tangible value of a relationship with us to our members and students so that they remain committed to, and advocate for, ACCA.
Strategic measure applied
overall member, student and affiliate satisfaction.
Why we use this measure
it shows overall happiness with our brand and services.
|Five-year performance||Prior year actuals||Current year actuals||Targets|
† Survey measures for students, members and affiliates are judged achieved if within +/- 1.5% of the target to allow for accepted survey variations. Based on response rate of 31,601 members, students and affiliates responding globally.
With the exception of Russia and Singapore, satisfaction decreased in all key member markets. Despite recent drops, satisfaction continues to track around the 80% mark in all sectors, with the exception of public practice, which saw a 3.4% decline to 73%. In 2019-20, we are planning a greater focus on supporting the sector, particularly the SMP segment.
Key driver analysis shows that ‘relationship with ACCA’ is the top driver of overall member satisfaction. We therefore know that our priorities for driving improvement need to be showing that we understand members’ needs and demonstrating commitment to helping members succeed.
Despite recent drops, satisfaction continues to track around the 80% mark in all sectors, with the exception of public practice, which saw a 3.4% decline to 73%.
Positively, we have seen satisfaction with our communications to members increase 9ppts over the past year to 73% so there is a strengthening channel through which we can share key developments.
Again, excepting Russia and Singapore, we have also seen declines in active recommendation (see results against the Lead outcome). Conversely, we have seen improvements in net promoter scores, which ended the year up 1.2 ppts at +36.9 – a strong score when compared with global benchmarks. This demonstrates that we have some work still to do on turning positive sentiment about the ACCA brand into active recommendation and will be looking at this in 2019-20.
In general, there is a split between newer affiliates and those who have been affiliates for more than one year, driven by employability, with newer affiliates tending to be more positive.
While the results vary significantly across markets, depending on the local environment, the need to focus on employability and career progression came out very clearly globally.
We therefore need to build on the work already undertaken around processes and outreach to help affiliates get the right practical experience and enhance their careers, which will continue in 2019-20, alongside market-specific interventions.
We saw small declines in satisfaction across major markets, with the exception of Pakistan and Russia which recorded year-on-year increases. Value for money and affordability were identified as the top driver of satisfaction and perceptions around affordability have decreased year-on-year, arguably linked to more students taking up structured provision which increases the overall cost of ACCA.
Because tuition provision has such a strong positive impact on progression, we need to more clearly articulate and explain the value of this to students and also more clearly demonstrate overall value for money.