STRATEGIC PLAN - cas.ac.ls€¦ · position CAS as a major player in the Country’s development. This will be done against the backdrop of the implementation of the Lesotho Constitution,

STRATEGIC PLAN2020 - 2025

STATEMENT FROM CHAIRMAN OF COUNCIL

The establishment of Centre for Accounting Studies (CAS) was in recognition of the critical role higher education continues to play in our Country’s development. Indeed, enactment of Higher Education Act 2004, which supports access to quality higher education in the country, is a further testimony to this.

The place of education as a catalyst for development cannot be overemphasised. Education remains a key driver of economic growth in both developing and developed countries. Indeed education is one of the key anchors in the social pillar for the realisation of the Country’s Vision 2020, the blue print for development; and a major catalyst in the attainment of Millennium Development Goals.

It is the Centre for Accounting Studies’ intention to transform into a Business School. As an institution on this path, a determination of strategic direction to steer its development

and the realisation of an expanded mandate is imperative. The development of 2020-2025 Strategic Plan is a step in the right direction.

In line with modern management practices, CAS has developed the strategic road map upon which to build a legacy for success. The Strategic Plan clarifies targets to be achieved and outlines the mechanisms for doing so. It also outlines the framework through which CAS will consolidate its strengths to tackle the challenges and threats in its operating environment and exploit available opportunities for the ultimate realisation of its mandate.

The successful implementation of the Plan will depend not only on availability of resources but also on the skills, commitment and teamwork to our stakeholders. I wish to thank CAS management and staff, led by the Rector, for their assistance in the development of the Strategic Plan. As Council, we are committed to the development of CAS and will provide the necessary support for the realisation of its mandate. Let us continue working together to harness our strength and synergy to consolidate the gains made so far and utilise all available resources efficiently as we strive to meet its mandate, and more importantly as we aim to be fully fledged university of excellence in business studies.

..............................................Samson MphakaChairman, CAS Council

CAS Strategic Plan 2020-2025 CAS Strategic Plan 2020-2025Page 1 Page 1

Samson MphakaChairman, CAS Council

MESSAGE FROM THE RECTOR

The mandate of CAS is to play a leading role in the development and expansion opportunities for higher education and training, research and support for innovative approaches for the development of humanity. In the discharge of this mandate, CAS upholds the following core values; Excellency, Professionalism, Customer Centric, Teamwork, Integrity and Innovation.

In the endeavour towards realisation of this mandate, CAS has developed the Strategic Plan 2020-2025. This will be the principal tool in the institution strategic governance and a guide in its performance and development for the next five years, The Plan outlines CAS strategic direction, providing a clear focus with the defined priorities and specific strategies to achieve them. It focusses on our immediate and long term goals and objectives to steer CAS

destiny in to the future.

The Strategic Plan 2020-2025 will play a critical role in guiding management in its endeavour to position CAS as a major player in the Country’s development. This will be done against the backdrop of the implementation of the Lesotho Constitution, and the provision of the Higher Education Act 2004. The Strategic Plan will serve as a compass to point CAS towards the desired direction in this endeavour.

I must confess that the development of this Strategic Plan was a daunting task. It was a collaborative effort between different players for ownership. The product is good but the result is likely to be even more rewarding. I am aware that the Strategic Plan is not an end in itself, but rather the beginning of a long journey, marked with distinct milestones on the roadmap for direction.

I wish to thank CAS Council, Management, Staff and key stakeholders and partners for their role in the development of this Plan. I specially acknowledge the core team whose hard work and tireless effort led to its timely completion. My appeal is that we walk this road together, as we march towards becoming an epicentre of excellence and the institution of choice.

..................................................Neo Phakoana-FouloRector, CAS

TABLE OF CONTENTS

Methodology and Rational for Strategic Plan Development

Pg. 402

SWOT Analysis Pg. 603

Introduction and Background 01 Pg. 4

Stakeholder Analysis Pg. 1004

Vision, Purpose of existence & core values Pg. 1105

Priority Focus Areas for 2020-2025 Pg. 1306

Implementation, Monitoring and Evaluation Pg. 2507

CAS Balanced Score Card Pg. 2608

CAS Strategic Plan 2020-2025 CAS Strategic Plan 2020-2025Page 2 Page 3

Neo Phakoana-FouloRector, CAS

1. INTRODUCTION AND BACKGROUND

The Centre for Accounting Studies (CAS), also known as ‘CAS’, has been in existence since 1979. It was started as a project under a co-operation agreement between the Governments of Lesotho and Ireland. This arrangement came to an end in 2000 when CAS was handed over to the Government of Lesotho, under the auspices of the Ministry of Finance.

CAS was started with the sole focus of being an Accountancy Training Institution. This focus has been maintained thus far and has been reinforced with the introduction of more courses in the same field.

CAS has keenly followed the human capital development needs of the country and has participated in various studies involving the entire sector of higher education. From these and other interactions, it has become increasingly clear that institutions of higher learning are expected to fulfil double roles; one of responding to the current needs of the labour market and the other of developing skills that will influence the industry structure. The latter of the roles entails the need to pioneer the development of new skills in the country which would then find their niche and complement the industry accordingly. It is against this background that CAS is positioning itself to transform into a business school. The 2020 -2025 Strategic Plan therefore has as its theme: “Moving CAS beyond Accountancy to Business”.

2. METHODOLOGY AND RATIONALE FOR THE STRATEGIC PLAN DEVELOPMENT

The 2020-2025 Strategic Plan has been developed to enable CAS to achieve its mandate by ensuring long term vitality and excellence of CAS. It enables CAS to focus on clear and long term goals to be achieved. In developing the Strategic Plan, consideration of all possible options were taken while paying attention to the changing environment. Through the Strategic Plan, CAS will be proactive in shaping its destiny. The Strategic Plan will contribute greatly to the mutual goals and a sense of organisational unity. It will guide CAS in its core areas of training and student life. The Strategic Plan will help position CAS to provide quality service and also to meet the challenges facing Lesotho education system, create and grow opportunities for Basotho and the global economy and enhance student learning for success in a changing world.

2.1 Processes Followed in developing this strategy

The strategy development process was informed through involvement and engagement of internal and external stakeholders, in order to ensure that all issues and concerns raised are responded to through this strategy.

Strategy Development Process

Stakeholder Engagement

Mission, purpose of existence and core values

1Problem Analysis

Diagnosis

2Coherent

Action Development

3Outcome, objectives,

Risks and KPI Development

4Strategy Design

Page 4 Page 5CAS Strategic Plan 2020-2025 CAS Strategic Plan 2020-2025

The following are the strengths, weaknesses, opportunities, and threats pertaining to CAS:

3.1 Strengths

Strategic PremisesCAS is located within the Maseru CBD, makes it easily accessible and also makes most essential services accessible to those at CAS.

Reputable BrandCAS is a partner of choice for strategic alliances Able to attract high calibre students as far as serving a wider catchment.

Clear management structureThis will facilitate good management and effective decision making.

Clear governance structureThis will facilitate decision-making and promote good governance.

Government financial supportCAS receives government funding which secures sustainable operations.

Responsive and globally recognised tuitionAbility to produce globally certified finance professionals relevant to market.

SWOTA N A L Y S I S.

3.2 Weaknesses

1. Lack of infrastructure i.e. space and facilitiesDemand for enrolment at CAS has increased significantly such that present physical space and facilities have become inadequate.

2. CAS is short staffedCAS’s staffing has not kept pace with its enrolment growth and this has potential to affect service delivery.

3. Poor research capabilityScholarly research has not been a priority at CAS and this has affected knowledge development.

3.2 Weaknesses

4. Lack of an Integrated Data Base ManagementLack of integration of different systems e.g. students/accounts makes it impossible to have holistic view of student service use.

5. Unreliable facilities Poorly maintained facilities which could hamper daily operations


1. RecognitionCAS is well recognised and this creates opportunities especially for consultancy services, and short courses.

2. High market demandThere is a high demand for tertiary education in the Country. CAS is yet to respond to this demand proactively.

3. Diversification of programmes through Business SchoolExpanding CAS programmes should create opportunities to diversify programmes, thereby reducing the risk of single product specialisation.

4. Strategic AlliancesDevelopmental organisations such as BEDCO and LNDC have embarked on re-engineering processes to enhance their effectiveness. These should provide opportunities for partnerships with tertiary institutions for the delivery of business development services.

5. Low Political InterferenceCAS is generally free from government interference and this offers opportunities for creativity and innovation.

6. CHE RegulationCHE accreditation enhances CAS image and offerings.

7. CAS PedigreeMost of CAS’s alumni occupy key positions in government and business – which provides CAS with a strong image.

Page 8 Page 9

3.4 Threats

Internet-driven distant learning is increasingly

being used in Lesotho

On-line competitors This is a threat for students who prefer

accommodation provided and managed

by the institution.

Absence of hostels

Unlike other national tertiary institutions, CAS does not have a legal institutional

status separate from its parent ministry.

No legal statusOver-reliance on

government goodwillCAS’s budget is heavily funded by government

subvention, the amount of which depends on government priorities.

If CAS fails to meet ACCA and CIMA

Standards there will be a Reputational risk

Failure to meet the franchisor’s standards

3.3 Opportunities

CAS Strategic Plan 2020-2025 CAS Strategic Plan 2020-2025

Page 10 Page 11

4. STAKEHOLDER ANALYSIS

The following is a summary of the stakeholders, what they expect of the CAS and what CAS expects of them.

No. Stakeholder What they expect from CAS What CAS expects from them

1 Students

a. Quality, appropriate and varied academic programmes b. Ambient learning environmentc. Industrial linkagesd. Automation of servicese. Fairness in admission

a. Observation of CAS’s code of conduct and national lawsb. Adherence to deadlinesc. Protection of the environment and CAS facilitiesd. Academic excellencee. Prudent use of available resources

2 Parents

a. Students safety and securityb. Quality education for studentsc. Provision of mentorship for students

a. Timely payment of feesb. Guidance and cooperationc. Mentorship

3 GOL

a. Compliance with statutory requirementsb. Develop competent human capital in line with Vision 2020c. Community outreach programmes

a. Expand funding opportunitiesb. Fair policies and lawsc. Create job opportunities for studentsd. Infrastructure development

4 Staff

a. Job securityb. Ambient living and working environmentc. Capacity building initiativesd. Competitive terms and conditions of service

a. Adherence to CAS terms of service and national lawsb. Timely service delivery to clientelec. Commitment to workd. Professionalisme. Prudent use of available resources

5Related

Institutions

a. Collaborations in research and developmentb. Sharing research information

a. Collaborations in research and developmentb. Sharing of research information

6 Employers a. Good quality graduates a. Recognition and hiring of CAS graduates

7Council

a. Good governance processb. Proper delivery of the strategy

a. Provide strategic direction

5. VISION, PURPOSE OF EXISTENCE AND CORE VALUES

CAS has established the following intents to give direction to its strategic activities:

5.1 Vision

CAS aspires to be a leading and internationally recognised business school, characterised by innovation, modern technology and high performance human capital that produces globally competitive graduates.

Our Strategy

High Performance Human Capital

Innovation Capital

Financial Capital

Globally Competitive Graduates


Page 12 Page 13

5.2 Purpose of Existence

CAS exists to produce modern, innovative, competitive and ethical business leaders to address emerging market needs thereby enhancing economic growth.

5.3 Core Values

CAS subscribes to the ethos of responsible corporate practice. To this end, CAS undertakes to uphold the following core values in our conduct of business;-

Customer Centric Integrity

Excellency

Professio-nalism

Teamwork

Innovation

Excellency – we are going to provide excellent tuition and a conducive learning environment for students

Teamwork – we will embrace collective responsibility for the efficient delivery of service

Professionalism – we will embrace work ethics in provision of all services we offer

Integrity – we will embrace honesty, truthfulness, accountability and transparency in all our engagements

Customer centric- we will ensure that our objectives and operations are linked to customer needs and expectations. Therefore we focus on strategies to meet current and futureexpectations of our customers.

Innovation – we will embrace innovation as a strategy to adapt to the changing world.

6. PRIORITY FOCUS AREAS FOR 2020 -2025

Infrastructure and Information Communication Technology (ICT)

Goal 1: To improve physical and digital infrastructure for effective delivery of the mandate

Strategies:i. Institutional expansion and facilities upgradeii. Diversification of water and energy resourcesiii. Update CAS ICT Infrastructureiv. Automate and integrate CAS operationsv. Adopt best ICT practicesvi. Create a technologically savvy environment

Leadership and Governance

Goal 2: To promote high performance culture and good governance

Strategies:i. Establishment of governance structure, systems and processes.ii. Ensure approval and implementation of CAS Legislation. Operations and services

GOAL 3: To expand academic programmes and operational services

Strategies:i. Increase and retain customer base and diversification of programmes ii. Improve client experienceiii. Strengthen collaboration in research and development

Human Resources

Goal 4: To recruit, develop and retain skilled, competent, motivated and high performing manpower.

Strategies:i. Adopt best human resource management practices ii. Improve staff retentioniii. Strengthen CAS staff capacity buildingiv. Ensure employee satisfaction

Collaborations and partnerships

Goal 5: To establish effective collaborations and partnerships with national, regional and international organisations.Strategies:


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i. Establish collaborations and partnerships with other local and international institutions.ii. Strengthen collaboration in research and development.iii. Develop partnerships with business and community organisations that help students to apply their learning.iv. Produce graduates who are fit for purpose for both regional and international markets.

Resource Mobilisation and Management

Goal 6:To achieve financial stability and sustainability

Strategies:i. To diversify income generating initiatives/revenue streams ii. Enhance debt collection mechanismsiii. Promote fiscal discipline

6.1 PRIORITY FOCUS AREAS (Activity table)

Infrastructure and ICTGoal 1:To improve physical and digital infrastructure for effective delivery of the mandate.

Strategiesi. Institutional expansion and facilities upgradeii. Diversification of water and energy resourcesiii. Update CAS ICT Infrastructureiv. Automate and integrate CAS operationsv. Adopt best ICT practicesvi. Create a technologically savvy environment


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Page 20 Page 21

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rnat

iona

l ins

titut

ions

ii. St

reng

then

col

labo

ratio

n in

rese

arch

and

dev

elop

men

t iii.

D

evel

op p

artn

ersh

ips

with

bus

ines

s an

d co

mm

unity

org

anis

atio

ns th

at h

elp

stud

ents

to a

pply

thei

r lea

rnin

giv.

Pr

oduc

e gr

adua

tes

who

are

fit f

or p

urpo

se fo

r bot

h re

gion

al a

nd in

tern

atio

nal m

arke

ts.

Stra

tegy

Mai

n Ac

tivity

Activ

ityIn

dica

tors

Com

plet

ion

Tim

efra

me

Year

120

/21

Year

221

/22

Year

322

/23

Year

423

/24

Year

524

/25

Esta

blis

h co

llabo

ratio

ns

and

part

ners

hips

w

ith l

ocal

and

in

tern

atio

nal

inst

itutio

ns

Esta

blis

h ex

chan

ge

prog

ram

mes

with

oth

er

colle

ges

Staf

f and

stu

dent

s tra

inin

gM

oUs

Dev

elop

join

t pro

gram

mes

w

ith o

ther

inst

itutio

nsEs

tabl

ish

rela

tions

with

oth

er

inst

itutio

nsM

oUs

New

Aca

dem

ic

Prog

ram

mes

Stre

ngth

en

colla

bora

tion

in

rese

arch

and

de

velo

pmen

t

Dev

elop

rese

arch

pol

icy

Prov

ide

train

ing

to re

leva

nt

staf

f on

rese

arch

Trai

ning

re

ports

☺ ☺

☺☺

☺☺

☺

☺☺

☺☺

☺

Hum

an R

esou

rces

Goal

4:

To re

crui

t, de

velo

p an

d re

tain

hig

hly

qual

ified

, mot

ivat

ed a

nd c

omm

itted

hum

an c

apita

l

Stra

tegi

esi.

Adop

t bes

t hum

an re

sour

ce m

anag

emen

t pra

ctic

es

ii. Im

prov

e st

aff r

eten

tion

iii.

Stre

ngth

en C

AS s

taff

capa

city

bui

ldin

giv.

En

sure

em

ploy

ee s

atis

fact

ion

Stra

tegy

Mai

n Ac

tivity

Activ

ityIn

dica

tors

Com

plet

ion

Tim

efra

me

Year

120

/21

Year

221

/22

Year

322

/23

Year

423

/24

Year

524

/25

Adop

t bes

t hu

man

reso

urce

s m

anag

emen

t pr

actic

es

Dev

elop

and

impl

emen

t hu

man

reso

urce

pol

icie

s N

umbe

r of

polic

ies

(10)

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duct

ski

lls a

udit

Appo

int C

onsu

ltant

Audi

t rep

ort

Audi

t Org

anis

atio

nal a

nd

staf

f cul

ture

Appo

int C

onsu

ltant

Audi

t Rep

ort

Esta

blis

h oc

cupa

tiona

l he

alth

and

saf

ety

wel

fare

Dev

elop

and

impl

emen

t Po

licy

Impr

ove

staf

f re

tent

ion

Dev

elop

and

impl

emen

t re

tent

ion

stra

tegy

Impl

emen

t stra

tegy

Impl

emen

ted

stra

tegy

Stre

ngth

en C

AS

staf

f cap

acity

bu

ildin

g

Con

duct

com

pete

ncy

need

s as

sess

men

tIm

plem

ent

Com

pete

ncy

need

s as

sess

men

t re

port

Dev

elop

and

impl

emen

t in

terv

entio

n pr

ogra

mm

esC

ondu

ct a

nnua

l pe

rform

ance

app

rais

als

and

com

e up

with

dev

elop

men

t pl

ans

- Per

form

ance

Ag

reem

ents

do

ne- P

erfo

rman

ce

appr

aisa

ls d

one

- Dev

elop

men

t Pl

ans

done

☺☺

☺☺

☺

☺ ☺

☺☺

☺☺

☺☺

☺☺

☺


Page 22 Page 23

Stra

tegy

Mai

n Ac

tivity

Activ

ityIn

dica

tors

Com

plet

ion

Tim

efra

me

Year 1

20/2

1Year 2

21/2

2Year 3

22/2

3Year 4

23/2

4Year 5

24/2

5

Dive

rsify

inc

ome

gene

ratin

g a

ctiv

ities

Esta

blis

h co

nfer

ence

fa

cilit

ies

and

entre

pren

euria

l ser

vice

s

Prov

ide

train

ing

on d

iffer

ent

disc

iplin

esIm

prov

ed

Rev

enue

Enha

nce

and

stre

ngth

en

gran

t and

fund

rais

ing

Secu

re s

uppo

rt fro

m

busi

ness

es

Enha

nce

ALU

MN

I en

gage

men

t

Enga

ge in

Ann

ual

fund

rais

ing

activ

ities

Impr

oved

R

even

ue

Alum

ni

Subs

crip

tions

Impr

oved

Fu

nds

Esta

blis

h re

leva

nt

cons

ulta

ncy

serv

ices

Trai

n st

aff o

n pr

opos

als

writ

ing

skills

Mar

ket w

hat C

AS c

an o

ffer

Cap

acita

ted

Staf

f

Mar

ketin

g Pl

an

Incr

ease

inno

vativ

e pr

ogra

mm

e` o

fferin

gsD

esig

n ne

w p

rogr

amm

ers

whi

ch a

re re

leva

nt to

the

mar

ket

Fran

chis

e m

ore

prog

ram

mer

s in

line

with

the

need

s of

the

mar

ket

New

Pr

ogra

mm

es

MoU

s

☺☺

☺☺

☺

☺☺

☺☺

☺

☺☺

☺☺

☺

☺ ☺ ☺ ☺ ☺

Deve

lop

partn

ersh

ips

with

bus

ines

s an

d co

mm

unity

or

gani

satio

ns to

he

lp s

tude

nts

appl

y th

eir l

earn

ing

Deve

lop

Inte

rnsh

ip p

olicy

Deve

lop

Com

mun

ity

Enga

gem

ent p

olicy

Deve

lop

rele

vant

stra

tegy

Es

tabl

ish re

latio

ns w

ith

busin

ess

Star

t int

erns

hips

Deve

lop

rele

vant

stra

tegy

Esta

blish

rela

tions

with

co

mm

unity

Stud

ent t

o st

art C

omm

unity

En

gage

men

ts a

s pa

rt of

cu

rricu

lum

Polic

y

MoU

s

Polic

y

Stra

tegy

MoU

s

Prod

uce

grad

uate

s wh

o ar

e fit

for

purp

ose

for b

oth

regi

onal

and

in

tern

atio

nal

mar

kets

Prov

ide

qual

ity u

pdat

ed

prog

ram

mes

Prov

ide

onlin

e pr

ogra

mm

es

Stud

ents

trai

ned

on re

leva

nt

mod

ules

Esta

blish

onl

ine

prog

ram

mes

Qua

lity

stud

ents

Onl

ine

prog

ram

mes

Reso

urce

Mob

ilisat

ion

and

Man

agem

ent

Goal

6:

To a

chie

ve fi

nanc

ial s

tabi

lity

and

sust

aina

bilit

y

Stra

tegie

si.

To d

ivers

ify in

com

e ge

nera

ting

activ

ities/

reve

nue

stre

ams

ii. En

hanc

e de

bt c

olle

ctio

n m

echa

nism

siii.

Pr

omot

e fis

cal d

iscip

line

☺☺

☺ ☺ ☺☺

☺☺

☺☺

☺

☺


7 Implementation, Monitoring and Evaluation

7.1 Communication plan for the strategic plan

CAS recognises the importance of communicating the objects of the Strategic Plan to all stakeholders. The Strategic Plan will be publicised in the following ways:-

1. The Strategic Plan will be accessible from the CAS website2. Stakeholder forums will be organised to discuss the strategic plan in consideration to the various projects envisaged 3. The Strategic Plan will be availed to the stakeholders through brochures, and the complete Strategic Plan document. The Strategic Plan document will also be made available to all CAS offices and official meetings where stakeholders are invited.

7.2 Monitoring and Evaluation

The strategic plan shall be monitored and evaluated biannually and a report will be produced for the Council.

Page 24 Page 25

6.2 Summarised CostsEn

hanc

e de

bt

colle

ctio

n m

echa

nism

s

Dev

elop

cre

dit p

olic

y an

d de

bt c

olle

ctio

n st

rate

gyR

evie

w c

urre

nt d

ebt

colle

ctio

ns g

aps

Rev

iew

cur

rent

scr

eeni

ng

met

hodo

logy

Dev

elop

a ro

bust

deb

t co

llect

ion

stra

tegy

Polic

y

Impr

oved

deb

t co

llect

ion

Impr

oved

St

atem

ent

of F

inan

cial

Po

sitio

n

Prom

ote

fisca

l di

scip

line

Proc

ure,

inst

all a

nd tr

ain

on fi

nanc

ial m

anag

emen

t so

ftwar

e

Trac

k pe

rform

ance

aga

inst

fo

reca

sts

cons

tant

lyIm

prov

ed

effic

ienc

ies

Empl

oy c

ost r

educ

tion

mec

hani

sms

Dev

elop

a c

ost c

onta

inm

ent

stra

tegy

Car

ry o

ut c

ost a

naly

sis

of

prog

ram

mes

Stra

tegy

im

plem

e-nt

atio

n

Prop

erly

co

sted

pro

gram

mes

Empl

oy fi

scal

con

trol

mea

sure

sD

evel

op a

cos

t con

tain

men

t st

rate

gySt

rate

gy

impl

eme-

ntat

ion

☺☺☺☺☺☺☺


Page 26 Page 27

Ro

ad M

ap to

Busin

ess S

choo

l R

oad

Map

to B

usin

ess

School

INTE

RNAL

PRO

CESS

• To

pro

mot

e go

od g

over

nanc

e an

d le

ader

ship

• To

dev

elop

inst

itutio

nal i

nfra

stru

ctur

e•

To d

evel

op s

trong

hum

an re

sour

ce c

apac

ity•

To in

stitu

tiona

lise

IT e

ffect

ive

polic

ies

and

stat

ute

• Ad

equa

te s

kille

d hu

man

reso

urce

• Av

aila

ble

infra

stru

ctur

e an

d eq

uipm

ent

• Ad

viso

ry s

ervi

ces

cove

rage

LEAR

NING

AND

GRO

WTH

• To

exp

and

capa

city

of o

pera

tions

and

ser

vice

s•

To e

stab

lish

effe

ctiv

e co

llabo

ratio

ns a

nd p

artn

ersh

ips

• N

umbe

r of n

ew p

rogr

amm

es•

Stud

ent p

opul

atio

n•

Publ

icat

ions

and

jour

nals

8. C

AS B

alan

ce S

core

Car

d

FINA

NCIA

L PE

RFOR

MAN

CE•

To a

chie

ve fi

nanc

ial s

tabi

lity

and

sust

aina

bilit

y•

Max

imis

e ca

pita

lisat

ion

• Bu

dget

/exp

endi

ture

ratio

• Q

ualifi

ed a

udit

repo

rts

CUST

OMER

S PE

RSPE

CTIV

E•

To e

ffect

ivel

y re

spon

d to

nee

ds o

f int

erna

l and

ext

erna

l

cus

tom

ers

• N

umbe

r of N

ew m

arke

t orie

nted

pro

gram

mes

• %

of a

dvis

ory

serv

ice

grow

th•

Num

ber o

f stu

dent

s ac

cess

ing

prog

ram

mes

• R

eten

tion

of s

taff

• Pr

omot

e st

aff e

ngag

emen

t


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Page 28 CAS Strategic Plan 2020-2025

Centre for Accounting StudiesBox A51

+266 22314257; [email protected].

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Documents

STRATEGIC PLAN - cas.ac.ls€¦ · position CAS as a major player in the Country’s development. This will be done against the backdrop of the implementation of the Lesotho Constitution,