Advisory Group Principles
Over recent months, ICAEW has been considering how best to engage member expertise and insight in support of Direction 2030 and organisational decision-making. As part of that work, the Chief Executive and Executive Committee has developed a draft set of principles intended to provide greater clarity and consistency in how advisory groups operate across ICAEW.
We are now seeking feedback from colleagues, active members and stakeholders on what these principles mean in practice. We want to understand how they can be implemented in a way that builds on what works well today, makes best use of volunteer expertise and supports effective engagement in future.
1. Purposeful insight to support ICAEW's direction
Advisory Groups are a valuable source of expertise, insight and informed challenge, helping ICAEW make better decisions and remain connected to the profession it serves.
They bring diverse member, sector and specialist perspectives to issues that matter, supporting ICAEW's understanding of emerging trends, opportunities and risks. Their role is to inform and enrich decision-making, rather than direct or oversee ICAEW activity. Responsibility for organisational decisions and operational delivery rests with the CEO and Executive Team, who determine how insight is considered and applied.
2. Strategically anchored and decision-focused
Groups focus on issues that are material to ICAEW’s Direction 2030 priorities and where external insight adds value.
They bring member, sector and specialist perspectives on emerging risks, opportunities and trends – focusing on areas where this input meaningfully improves ICAEW’s understanding or decision-making. Time and expertise are respected and used purposefully: groups are asked to consider clearly defined, decision-relevant questions.
ICAEW will be deliberate in when and how it seeks advice, ensuring that Advisory Groups are used where they are the most effective mechanism, alongside other, more agile ways of gathering insight where appropriate.
Outputs should be concise, synthesised and decision-useful, rather than anecdotal or purely representational.
3. Distinct but connected system
Advisory Groups operate as part of a coordinated network, not as standalone bodies.
Each group has a clearly defined remit, with differentiation across groups to avoid duplication and ensure comprehensive coverage. Insight is actively brought together across groups to identify common themes, emerging risks and gaps, enabling ICAEW to form a coherent, organisation-wide view and make best use of member input.
The overall model will be kept under review to ensure it remains proportionate, avoids unnecessary complexity, and reflects the most effective way of accessing insight as needs evolve.
4. Representative and outward-looking
Membership reflects the diversity, expertise and future shape of the profession.
Groups draw on a broad range of perspectives, including different sectors, practice types, career stages and backgrounds, ensuring the right expertise is brought to the right discussions. Where appropriate, wider members or external voices may be engaged to ensure input is targeted, relevant and adds value.
5. Disciplined but agile
Groups operate within a consistent framework, while remaining flexible in how insight is gathered and used.
Common structures (such as Terms of Reference, reporting routes and insight capture) ensure clarity, comparability and fairness across groups. Within this, ICAEW will take a flexible and proportionate approach to how insight is obtained – whether through standing groups, time-limited groups, targeted engagement or other mechanisms – depending on the issue and the type of input required.
This approach enables ICAEW to respond effectively to emerging issues, while avoiding over-reliance on fixed structures where more dynamic approaches would deliver better outcomes.
6. Clear accountabilities and feedback loop
ICAEW is responsible for ensuring that insight is captured, considered and used effectively.
Insight from Advisory Groups is recorded in a consistent way and shared across ICAEW to inform thinking and reduce duplication. Where appropriate, ICAEW provides feedback on how input has informed its direction, demonstrating that contributions are valued and reinforcing effective use of member time and expertise.
7. Clarity of remit and ways of working
Each group operates under a clear Terms of Reference, which defines its purpose, scope and expectations.
These set out the group’s remit, membership, ways of working and reporting routes, ensuring consistency across groups while allowing for differences in focus. Arrangements are proportionate and kept under review to ensure they remain aligned with ICAEW’s priorities, make effective use of member contribution, and remain the right mechanism over time.
Frequently asked questions
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What is being proposed?
We are proposing a shared framework for ICAEW Advisory Groups, underpinned by the principles set out above. The aim is to provide greater clarity about the role Advisory Groups play in supporting ICAEW's thinking and decision-making, while ensuring member expertise and insight are used consistently, effectively and purposefully across the organisation.
The principles will help establish a common understanding of what good looks like, with supporting Terms of Reference and ways of working developed over time to reflect their practical application.
This review focuses on Advisory Groups, rather than ICAEW Faculty and Community structures or operational teams.
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Why is this being proposed?
ICAEW Council determined in 2022/23 that Advisory Groups sit outside our formal governance structure, providing insight and advice to the CEO. This review continues the work to implement that decision and aims to enhance the contribution of Advisory Groups, ensuring we make the best use of volunteer time and expertise.
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What is the timeframe for reflection and stakeholder input?
You can share your insights from midday on Friday 24 July to 17:00 on Friday 18 September.
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Why now?
There are several main drivers:
- Direction 2030: Our updated strategy sets clear goals and direction for our work.
- New structure: Recent organisational changes mean some groups no longer align clearly with our internal structures.
- Member voice: We increasingly need to quickly gather wide-ranging member views in response to cross-cutting policy issues.
- Modern professional body: Our approach remains traditional, while technology is creating new ways to connect, collaborate and gather insight.
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What is the envisioned benefit for Active Members?
The valuable time and expertise of volunteers (sometimes known as Active Members) will be channelled into focused, purposeful activity that delivers mutual benefits and greater recognition of their contribution.
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What does an Advisory Group mean in this context?
ICAEW currently has three volunteer-led departmental boards that advise the Chief Executive and support the delivery of our strategy:
- Members and Commercial
- Education and Training
- Technical Strategy
They are supported by 18 principal, non-governance committees and boards, which provide expertise and insight across a wide range of technical and sector matters, each operating in different ways.
These principal boards and committees are in turn supported by over 100 volunteer-led groups, including our International and Community Advisory Groups.
ICAEW’s wider advisory network also includes groups such as working parties and panels, which do not report directly to the to the principal boards and committees. These groups fall outside the scope of this review, as do Local Networks, District Societies, student groups, societies and committees, and Student Council.
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Why are some Advisory Groups out of scope?
Some groups are out of scope because ICAEW’s advisory network is varied, and a single approach would not be appropriate for every group. In particular, certain groups have legal status or local, student or specialist roles that require different governance or operating arrangements.
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What is the difference between advice and insight?
The difference between advice and insight is that they play complementary but distinct roles in supporting ICAEW’s decision-making. In simple terms, insight helps ICAEW understand an issue; advice helps ICAEW consider what to do about it.
Insight is the evidence, experience and perspective that Advisory Groups bring from their specialist area, sector, market or member community. It helps ICAEW understand what is happening externally, what members are experiencing in practice, where emerging risks or opportunities may be developing, and how proposals may land with different audiences. Insight may include examples from practice, feedback from members, horizon-scanning, professional expertise, or reflections on the likely impact of a policy, service or strategic decision.
Advice goes a step further by using that insight to suggest what ICAEW should consider doing. Advice may include recommendations, options, challenges, or considerations for the Executive Team or relevant staff leads. It should help decision-makers understand the implications of different choices, rather than replace their responsibility for making decisions.
In this context, Advisory Groups are not formal decision-making bodies. Their role is to provide high-quality insight and, where appropriate, advice that supports ICAEW staff and the Executive Team in making informed decisions aligned with Direction 2030.
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Will my current Advisory Group be disbanded?
To be clear, we are not proposing structural changes or seeking to stand down any groups at this time. This review is focused on developing shared principles and updating Terms of Reference where needed. However, the conversation may naturally raise wider questions for some groups as the impact may vary.
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My Advisory Group no longer fits with the structure of ICAEW post-organisation. What happens here?
Recent organisational changes at ICAEW mean some groups no longer align clearly with our internal structures. We are not proposing structural changes or standing down any groups at this stage. However, as we update the Terms of Reference in line with the new principles, we want to consider how ICAEW’s new operating model should be reflected. This will help ensure the groups work as effectively as possible for both staff and volunteers. In the meantime, they will continue to provide valuable advice and insight to the Executive Team in support of our strategy.
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Why are you asking for feedback?
We are asking for feedback to understand how the proposed principles would work in practice across different Advisory Groups. In particular, we want to identify:
- where friction points or unintended consequences may arise;
- which examples of good practice should be retained;
- which groups are operating outside of the principles;
- how volunteer time and expertise can be used most effectively; and
- what guidance, examples or FAQs would help make the changes practical and accessible, rather than simply a Terms of Reference update.
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What happens next and how can I get involved?
ICAEW leads for Advisory Groups in scope will be liaising with Chairs to decide whether an agenda item or group discussion would be helpful. Members are encouraged to complete the online questionnaire before the deadline on 18 September.
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What will you do with the feedback received?
Feedback will be collated and reviewed to identify common themes, practical concerns and examples of good practice, as the final principles, template terms of reference and any further resources to support are drafted. These will be approved by ExCo and shared by the end of the year.