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Southern African Society for Co-operative Education

Southern African Society for Co-operative Education. IN THIS PRESENTATION . Background and Rationale for New Structure The New Structure Roles and Responsibilities First Year Operational Targets Budget Proposal. ORGANIZATION STRUCTURE FOR SASCE.

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Southern African Society for Co-operative Education

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  1. Southern African Society forCo-operative Education IN THIS PRESENTATION • Background and Rationale for New Structure • The New Structure • Roles and Responsibilities • First Year Operational Targets • Budget Proposal ORGANIZATION STRUCTURE FOR SASCE

  2. Operational, Delivery Focus, Co-ordinating, Convenor, Facilitation Training, Oversight move toward a more SASCE: STRATEGIC DECISION • To position SASCE as the authoritative voice of Co-operative Education • To market Co-operative Education and establish partnerships and a representative database • To promote capacity building linking Quality to Work Integrated Learning in the Curriculum • To promote research and development From an association that supports and promotes Co-operative Education 4 Strategic Goals

  3. DOL / DOE / HESA / CHE / HEQC / SETA’s, Industry, Stakeholders, Trends Collate, Interpret, Analyse, Explore Student: Needs Development Training Success Careers Placement Alumni Tracking Feedback Industry: Needs Facilities Mentors Training Monitoring Feedback listen listen S A S C E “VOICE” Co-ordinate, Promote, Implement, Publish, Disseminate, MOU’s, Training, Capacity Building, Marketing, Reporting, Stats

  4. SASCE - The New Structure SASCE BOARD AND EXCO President 1 Vice-President 1 Secretary 1 Treasurer 1 Past President 1 Conveners +/-5 Industry Reps 2 SASCE NATIONAL OFFICE OPERATIONS Chief Executive Officer CEO Administrator Admin Support • BRANCHES • CONVENER & TASK TEAMS • Accreditation Authority • Marketing • QA and Curriculum • Research

  5. CONVENORS AND TASK TEAMS (BRANCHES) ROLES AND RESPONSIBILITIES • Task Teams are the membership consisting of students, co-op practitioners and industry engaging in the activities of co-operative education locally • Conveners will serve on Exco and contribute to strategic planning, target implementation and review • Conveners with task teams will facilitate the gathering of information for national profiling through SASCE • Conveners and Task Teams will act as a conduit of information supply to National Office and therefore IN NO WAY will duplicate, overlap or replace existing institutional structures that serve Coop and WIL currently at institutions SASCE WILL USE INFORMATION SUPPLIED AND PROVIDE CO-ORDINATION

  6. CEO: Executive Director • CEO is responsible for the running of the SASCE national office • Will implement the strategic objectives as determined by the Board • Initiate and participate in the design, promotion and marketing events to promote SASCE nationally • Will formulate policy and promote best practice models for WIL • Oversee and drive fundraising planning and implementation • Give guidance and support to conveners and branches in initiating and sourcing information • Drive initiatives to increase SASCE membership • CEO is operational – President is ceremonial

  7. ADMINISTRATION OFFICE • SASCE now has a part time Administrator in the person of the Secretary of Exco and Director Co-op at VUT • SASCE employs the services of a part time Admin Assistant who also has full time employment in this position at VUT • A full time National Office being proposed here will need full time Administration support • A decision will have to be made on transitional migration of administration to a SASCE National Office • The National Office should be located within Institutions to support membership alignment to SASCE

  8. NATIONAL OFFICE: YEAR ONE DELIVERABLES • Arrange min 4 regional breakfast seminars with Industry & Institution • Increase industry membership to at 300 nationally • Raise funds and engage in collaborative research on WIL • Engage with Seta’s, DoE, HEQC, SATN, JIPSA to promote WIL • Set up a contact data base of selected industry partners and all Co-op Practitioners • Collect, collate and share selected graduate placement opportunities across regions. • Set up and maintain an interactive SASCE website • Produce and publish an upgraded quarterly Newslink • Promote and share best practice models on quality and curriculum for WIL • Identify training and capacity building needs to enhance co-op practices • Collate and share stats on views, reviews, placements, trends, employment, alumni etc • Report on Advisory Committee and related collaborative initiatives at regional level • Proactively lobby for state funding of Co-operative Education and WIL • Publish a comprehensive SASCE Annual Report on status and trends in Co-op and WIL

  9. BUDGET PROPOSAL OPTIONS: TOWARDS SELF SUSTAINABILITY • Aggressive campaign to increase industry membership to min 300 • Seek seed funding support for one year from SATN Board • Hosting of Breakfast Seminars, Conventions and Colloquiums • Approach SETA’s to support collaborative initiatives • Revive and restore FET collaboration and membership of SASCE • Tap into SASCE investment and commit an amount toward running costs • Commit to a stipend plus incentive reward for income generation THE END

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