1. The role of Stats SA in informed strategic decision making in a tertiary institution: A case of the Central University of Technology, Free State Dr Antoni Szubarga

2. VISION OF THE CUT MISSION OF THE CUT To be a globally connected African university of technology that focuses on the needs of Southern Africa and supports graduates for citizenship with skills and competencies in appropriate technologies. In aspiring to fulfil its vision, CUT: Delivers high-quality appropriate science, engineering and technology (SET) academic programmes supported by applied research. Engages with the community for mutually beneficial development. Promotes access with success in attracting high quality students and support them to become employable graduates Attracts and retains expert staff and supports their development and well-being. Forges strategic partnerships CUT’S VISION 2020 Vision 2020 also envisages the CUT to be an isle of innovation, where “isle’ is an acronym for: Innovation: the main focus of our academic, skills development and research programmes shall be social and technological innovation Impact and outcomes: we will have definable factors to measure our success rather than systems and processes. Socio-economic development: CUT chooses an active approach and socio-economic development that shall be the ultimate outcome of our endeavours. Location. the uniqueness and resources of our location offers, gives us a comparative advantage; and Excellence: the most important drivers of a successful organisation are quality and excellence

3. Critical Success Factor s

4. Questions for strategic planning How does the environment (location, types of students, local needs) affect plans for the future? How do the goals relate to local, regional and national communities that are served? Is the existing curriculum appropriate for the future? Are there special opportunities the institution could build upon in the future? Is the location of the institution one that could be used to better advantage? Note: Academic project has imbedded certain levels of inertia due to the fact that its production cycle is spread over several years. What we do today affects and determines the shape and productivity for years to come.

5. STEPS: Strategic Transformation of Educational Programmes and Structures

6. Workshop on Strategic Transformation of Educational Programmes and Structures (STEPS) - key presentations Current economic context and likely future trends, in the province and beyond; Employer perceptions; Perspective of the national and provincial government, Broad overview of student preferences, employer needs, developmental opportunities, etc.; Specific overviews of student preferences, employer needs, developmental opportunities, etc.; Identification of programs to be improved or left as is, among programmes of a each Faculty.

7. WORKSHOP ON THE PROGRAMME QUALIFICATION MIX OF THE WELKOM CAMPUS, CENTRAL UNIVERSITY OF TECHNOLOGY Participation - broad spectrum of internal and external stakeholders Objective – identification of qualifications which will adequately respond to local, regional and national developmental needs Debate starting point - Strategic socio-economic environmental report “Challenges and Opportunities for CUT in the Lejweleputswa District Municipality”

8. Conclusions Each of the strategic planning processes contains starting session with strategic environmental reports. Stats SA provides bulk of information for such reports. Without this input no tertiary institution would be able to fulfill its mandate.

9. Thank you!