Viewpoints: Growing the next generation of chartered accountants

If education is one of the keys to solving these problems − and I firmly believe it is − then we must ask ourselves: ‘What are we doing to increase the number of chartered accountants in this country?’

A few years ago, I had the privilege of working with a non-profit organisation that runs a bursary fund for tertiary education. I was part of the interview panel tasked with identifying which students to support − a responsibility that taught me two powerful lessons.

Lesson 1: A bursary helps more than one person

I came to understand that when a bursary helps a student succeed, it doesn’t just change that student’s life: it changes the lives of their family. One bursary can uplift an entire household. On average, at least five or six people experience an improved quality of life − directly tied to one person’s educational success.

This isn’t just about social good. Even viewed through a capitalist lens, there’s a ripple effect: more people with income means more spending power, more economic activity, and ultimately, greater contributions to the country’s financial health. And fewer people dependent on state support means more government resources can be allocated elsewhere. That is real, tangible impact − from just one bursary. Now imagine the potential if this were multiplied to 1 000 or even 10 000 bursaries.

Lesson 2: Leverage creates scale

The second lesson was perhaps even more profound: impact can be amplified through leverage.

The organisation didn’t fully fund each student’s tuition. Their bursaries typically covered 30% to 40% of annual fees. At first, I was sceptical. Were we setting students up to fail by not covering the full amount?

But their strategy was rooted in experience. They had found that once a student had even partial funding secured − even if they didn’t have the remaining balance yet − they became highly motivated and resourceful. They would often find the rest through NSFAS (the National Student Financial Aid Scheme), family loans, part-time work, or other means. That initial support served as a catalyst. By funding one-third of a student’s fees, the organisation was effectively tripling its impact.

This approach showed me that support doesn’t always need to be all-or-nothing. Sometimes, just giving someone a start is enough to change their entire trajectory.

Many of you reading this are already involved in supporting future chartered accountants − whether through funding, mentorship, internships, or other initiatives.

But here’s the challenge I leave you with: Can you take the resources you’re already using − time, money, influence − and structure them in a way that has an even greater impact?
It might be through smaller bursaries spread across more students. Or internships that come with mentorship. Or using your networks to provide exposure to opportunities.

Whatever it is, there are ways to multiply your contribution − without multiplying your costs.

In a country that desperately needs more skilled professionals, especially in finance, small changes in how we give can lead to exponential results.

The need is clear. The opportunity is in how we respond.

The ripple effect of one bursary

One student. One bursary. Many lives changed.

• One bursary ➔ six lives uplifted (on average)
• More spenders in the economy
• Reduced reliance on social grants
• Long-term boost to GDP and tax base

Leverage in action

• Covering just 30–40% of fees can still lead to student success.
• Partial funding encourages:
  • Resourcefulness
  • Co-funding (NSFAS,loans, work)
  • Ownership of the journey

Think bigger with the same resources

• Split full bursaries into partial ones to reach more students.
• Pair funding with:
  • Mentorship
  • Internship opportunities
  • Exposure to networks and career paths

Author
Uwais Asmal
Chief Financial Officer at Sensor Networks