Subscription fees

In 2025, SAICA introduced a new Target Operating Model underpinned by the strategic imperative to become an Insights Driven Organisation (IDO). The aim of this shift is to ensure that SAICA is future-fit, member-centric, and to enhance the implementation of the organisation’s enhanced strategy which was co-created with diverse members, associates and stakeholders.
In 2023, SAICA and the CA(SA) designation were recognised as the most trusted chartered accountancy institute and designation globally, according to the Edelman.dxl study conducted in collaboration with Chartered Accountants Worldwide. We are proud to share that in 2025, this status has been maintained - a clear testament to the success and impact of our newly implemented strategy.

As we transition into 2026, SAICA will continue to invest in enhancing trust in the institute, designation brands and the profession, underpinned by our four strategic pillars;

• Accelerated Member Value,
• Attractiveness and Transformation,
• Economic and Social Relevance, and
• Winning Organisation

Accelerated member value

Insights gathered from members, associates and stakeholders through various platforms such as the Brand Health Tracker, Professional Health Index and other surveys highlight the following as key aspects of the member value proposition;

• Meeting member expectations
• Feeling known and valued/Belonging to a tribe/ Sense of belonging
• Visibility
• Continuous Professional Development
• Social Impact/ Influence

Meeting member expectations:
SAICA will continue its digital transformation journey by focussing on integrating our digital ecosystem to streamline communications and most importantly, to continuously enhance our digital experience, including enhancements to the SAICA website, member portal, part-digitisation of the contact centre, and potentially, the introduction of new communication touchpoints. Given the ever-evolving nature of the digital landscape, it’s important to note that digital transformation is a continuous initiative and we will keep you updated on developments.

Sense of belonging:
Providing members and associates with a sense of community is central to the membership value proposition and experience, which is being comprehensively optimised.
SAICA aims to accelerate member engagement and support through comprehensive programmes and services that support members’ networking needs and well-being, and will be delivered through various structures at district, regional, national and international levels.

Visibility:
The visibility of the profession, institute and designation brands is an integral part of the value proposition, and it is important that these brands remain distinctive and admired. Key focus areas going into 2026 include:

• An enhanced Integrated Brand Strategy, including brand architecture, positioning, etc., to ensure future relevance.
• Ongoing brand valuation to ensure that the brands retain the premium differential that SAICA has maintained over the years.
• A fit-for-purpose segmentation framework designed to enhance member and associates experience, go-to-market and route-to-market execution.
• Brand building initiatives, tailored to build both the institute and designation brands.
• Continuously evolving the integrated go-to-market strategy and plans to drive awareness and uptake of our diverse offering.

Continuous Professional Development:
Based on member survey results, SAICA plans to adopt an input-based CPD framework and CPD offerings will be guided by well-researched learning interventions to efficiently meet members’ and associates’ professional development needs.

In addition, SAICA is excited to roll out a diverse suite of forward-looking development programs, including a dedicated focus on sustainability and artificial intelligence under the soon-to-be-launched SAICA Academy. Furthermore, SAICA will continue to provide complimentary products and services that are relevant to members and responsive to the continuously evolving environment.

For 2026, members and associates can look forward to:

• SAICA Evolve – Flexible, self-paced courses across ethics, business, sustainability, taxation, and more.
• SAICA Edge – Monthly webcast series to keep you updated on assurance, compliance, tax, ethics, and tech trends.
• New SAICA Academy Programs – Cutting-edge learning experiences focused on sustainability, AI, and emerging technologies.

Social impact and influence:
It is important that SAICA and its members and associates continue to visibly act in the public interest. To drive this mandate, SAICA will continue to:

• Profile the institute, members and associates publicly through organic, earned and paid media.
• Collaborate with various international organisations and institutes to best serve members and associates interests. SAICA advocates, through its representation on IFAC, that best practices are upheld through participation in PAFA, GAA and CAW forums.
• Recognise members and associates through the prestigious and robust SAICA Awards programme, which caters to SAICA members, associates and stakeholders at different career levels to ensure diversity, equity, access and inclusivity

Attractiveness and transformation
Underpinned by its framework of “cradle-to-career,” which essentially acknowledges that SAICA needs to cater for members, associates and prospective members according to their different life stages, SAICA fosters leadership and decision-making skills through innovative and future-focused continuous development.

It promotes profession-wide growth, relevance and sustainability by expanding the talent pipeline and membership base while championing diversity, inclusion, and transformation to benefit disenfranchised South Africans.

Furthermore, SAICA aims to continue to grow its pipeline, and these are the key pipeline interventions for 2026:

• In 2026, further enhancements to the qualifying exams will be implemented that will improve the relevance of entrants into the profession.
• Interventions to support the IAC (previously ITC) and APC repeat candidates are planned.
• Increased engagements with training offices are planned to identify possible refinements and efficiencies to the training office administration process.

Economic and social relevance
The objectives of ensuring economic and social relevance include developing ethical members and associates as well as monitoring member compliance and discipline, enabling audit reforms, advocating for a professionalised public sector, implementing an Integrated Sustainability Plan, and advocating for the profession’s role in sustainable economic development together with members.

Winning organisation
SAICA is transforming into a fit-for-future organisation that is adaptable, purpose-driven and value-focused.

This is being achieved through a broader initiative to digitally transform SAICA and which has provided a foundation to enable SAICA to be an IDO. The proposed operating model had been approved by the Board in 2024 and design changes have been implemented from the first quarter of 2025 to ensure that the institute is structured optimally to enable the intended outcomes determined in the strategy.

These and other initiatives ensure that the foundation on which the current strategy is built will enable SAICA, its members and associates, as well as the profession to continue to set the benchmark for the next years.

2026 MEMBERSHIP SUBSCRIPTIONS

To support the optimal implementation of the value proposition detailed above, as well as to maintain the institute and designation brands and global trust position, the SAICA Board approved a minimum subscription fee increase for 2026 of 3% for members and associates and a 3% for members and associates over 60 years of age.

Please see the subscription fees for 2026 below: