The following country reports are available:
- Lesotho
- Mozambique
- Namibia 2017 | 2019
- South Africa
- Tanzania
- Zambia
Templates
- DEASA country report template (.docx)
The following country reports are available:
Templates
DEASA is building a data base on SADC Regional ODL Experts. The information is important for colleagues who might need the assistance of certain people to carry out certain particular assignments. Please note we might have left out some people who have certain expertise. To this end, we would like to emphasize that this is the beginning of building the data base and so anybody is welcome to make additions for inclusion so that the information is continuously updated for optimal utilization of the available expertise. Kindly send such information to the Secretariat.
Name | Institution | Highest Qualification |
Area of Expertise / Specialization | Contact Details |
1. Dr. Daniel R. Tau | Botswana College Of Distance and Open Learning | PhD |
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2. Dr. Godson Gatsha | PhD |
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3. Dr. Stanslaus T. Modesto | Botswana College of Distance and Open Learning | D. Litt et |
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4. Dr. Bopelo Boitshwarelo | PhD | Instructional design & technology (flexible learning) |
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5. Mr. Victor Maika | Botswana College of Distance and Open Learning | M.Ed | Curriculum development | This email address is being protected from spambots. You need JavaScript enabled to view it. |
6. Ms Baganetsi Ntsetsa Mmolawa | Botswana College of Distance and Open Learning | M.Ed |
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7. Mrs Fancy Lorraine Amey | Botswana College of Distance and Open Learning | MSc |
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8. Mrs Beauty Gaotlhobogwe | Botswana College of Distance and Open Learning | MEd |
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9. Dr Bogadi Nage-Sibande | Botswana College of Distance and Open Learning | PhD |
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10. Mrs Limpho Masupe | Botswana College of Distance and Open Learning | ACCA | Accounting and Finance | This email address is being protected from spambots. You need JavaScript enabled to view it. |
11. Dr Tebogo Ethel Seretse | Botswana College of Distance and Open Learning | PhD |
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12. Mrs Miriam Maroba | Botswana College of Distance and Open Learning | MEd & MBA |
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13. Mrs Deborah V Sanoto | Botswana College of Distance and Open Learning | MA |
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14. Mr Lekopanye Tladi | Botswana College of Distance and Open Learning | M.ed |
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15. Mrs Elsa Lesego Tsae | Botswana College of Distance and Open Learning | MA |
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16. Dr Mmabaledi Seeletso | Botswana College of Distance and Open Learning | PhD |
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17. Dr Bantu Lulu Morolong |
Botswana College of Distance & Open Learning | PhD |
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18. Mr Ishmael Magare |
Botswana College of Distance & Open Learning | MA |
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19. Dr Phuthego Molosiwa |
Botswana College of Distance & Open Learning | PhD |
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20. Dr Amooti Kasozi |
Francistown College of Education, Botswana | PhD |
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21. Mr Tidimalo Pence |
Botho University, Botswana | MSc & MA |
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22. Ms Maria Dabuza |
University of Botswana | MEd |
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23. Prof Rebecca Lekoko |
University of Botswana | PhD |
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24. Prof. Dr. Mundala O. Tete | University of Kinshasa(DRC) | PhD |
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25. Dr Nizeyimana Jean Baptiste | Distant Production House University (DPHU) | PhD |
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26. Prof. Manthoto Lephoto |
National University of Lesotho |
PhD |
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27. Dr. Mpoekae Maruping | National University of Lesotho | PhD |
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28. Mr. Lesole Kolobe | Lesotho College of Education | M.A |
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29.Dr Michael Nkhoboti | Lesotho College of Education | PhD |
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30 . Dr. Fred G.W.Msiska | Mzuzu University, Malawi | PhD |
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31. Dr. Ndalapa Mhango | Domasi College of Education, Malawi | PhD |
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32. Ms. Esther Bwino | Malawi College of Distance Education | B.Sc. |
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33.Mr Robert Kalima | Mzuzu University -Malawi | MSc |
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34.Mr Andrew Chimpololo | University of Malawi, Polytechnic | MA |
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35.Dr Kaviraj Sharma Sukon | Open University of Mauritius | PhD |
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36.Mr Teenah Jutton | Open University of Mauritius | MBA |
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37.Mr Louis Jinot Belle | Open University of Mauritius | MEd & MSc |
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38. Ms. Agathe Lewin | University of Namibia | M.Ed. |
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39. Dr. Anthony Brown | University of Namibia | PhD |
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40. Mr. Jan Nitschke | Namibia College of Open Learning | M.Ed |
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41.Mr Joseph Kanzi | Namibian College of Open Learning | Standard 10 +Certificate |
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42.Ms Christine Gases | Namibian College of Open Learning | Diploma |
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43.Mrs Francina Keendjele | Namibian College of Open Learning | MEd |
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44.Ms Sarafina Haininga | Namibian College of Open Learning | MBA |
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45.Ms Erestine Nenghwanya | Namibian College of Open Learning | BEd (Hons) |
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46.Mr Tauno Motileni Shivute | Namibian College of Open Learning | BEd (Hons) |
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47.Ms Nghihulifwa Sarafina | Namibian College of Open Learning | BEd (Hons) |
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48.Mr Paavo A Pea | Namibian College of Open Learning | MEd |
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49.Ms Hambeleleni Ndeyapo Mwahangeshopwa | Namibian College of Open Learning | BEd |
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50.Mrs Imogene Hikiluah | Namibian College of Open Learning | BEd |
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51. Prof. Louis Molamu | University of South Africa | MSc |
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1. Preamble
This document provides a guide to good distance education practice and collaboration. It is a framework of service, research and innovation aimed at promoting a positive culture in Open and Distance Learning (ODL) in the region and beyond. DEASA members pledge to:
1.1 abide by this code of practice in their dealings with learners, members of the public, competitors, and other institutions.
1.2 contribute towards raising professionalism and the advancement of distance education.
1.3 act in a manner that will not, in anyway, tarnish the image of DEASA or compromise the position of another member.
1.4 give practical expression to the SADC Protocol on Education and Training.
In particular, where directly or indirectly applicable, each member undertakess to work towards the attainment of DEASA goals as spelt out in the constitution and to:
2.1 share capacity building initiatives in SADC member states
2.2 share information and exchange ideas on the delivery of distance and open learning programmes
2.3 share learning materials in identified areas of need
2.4 collaborate with governmental and non-governmental organisations to promote quality distance education and open learning in the region
In the main, policy provides guidance for good distance education practice and members undertake to:
3.1 promote the formulation of policies that encourage collaboration and quality distance education
3.2 actively participate in national and regional policy formulation to achieve improved delivery of distance education programmes.
The key function of any distance education provider is to deliver effective services to the leaners. Members are committed to:
4.1 provide accurate and reliable information to learners and other clients
4.2 spell out clearly the learner support mechanisms and cost implications for the learners before enrolment
4.3 remove unnecessary barriers to ensure broad access to distance education programmes
4.4 offer the kind of support to learners that will increase their likelihood of success
Course materials are the main learning and teaching resources in courses and programmes that use distance education methods.
Members are guided by international standards of course designs and development
DEASA members pledge to cultivate and uphold a culture of respect for intellectual property rights and copyright in the creation of study and support materials.
6.1 members who infringe copyrights will be liable to disciplinary action bt DEASA and possible prosecution by the agrieved party.
Name of member ________________________________
Signed __________________________________________
Designation _____________________________________
Date ____________________________________________
2010–2015 Strategic Plan
January 2010
CONTENTS
1. Introduction......................................................................................................................................... 2
2. ODL at a glance.................................................................................................................................. 3
3. Vision................................................................................................................................................ 4
4. Mission.............................................................................................................................................. 4
5. Strategic goals................................................................................................................................... 4
6. Structure............................................................................................................................................ 6
6.1 Division of Research and Analysis....................................................................................................... 7
6.2 Division of Capacity-building and Partnerships...................................................................................... 7
6.3 Division of Policy Development and Facilitation..................................................................................... 8
6.4 Division of Quality Promotion.............................................................................................................. 8
7. Prioritising actions.............................................................................................................................. 9
7.1 Coordination capacity........................................................................................................................ 9
7.2 The extent of funds available and fundraising capacity........................................................................... 9
8. Project management ......................................................................................................................... 10
9. Conclusion........................................................................................................................................ 11
In Africa, there is much to be gained from enhanced regional collaboration on policy issues, development of delivery systems and sharing of materials.[1]
The Distance Education Association of Southern Africa (DEASA) is striving to become the regional powerhouse in Open and Distance Learning (ODL) in the Southern African Development Community (SADC) region. DEASA’s general objective, as stated in its constitution, is to “enable members to share information, to collaborate in obtaining and developing quality distance education courses in identified areas of need, and to organise relevant professional development activities”. By being the central coordinating point for regional ODL organisations, from where member countries and institutions can share and create collaboration opportunities, DEASA underlines the principle that cooperation and the shared application of resources can contribute to improved efficiencies in the provision of ODL, thereby promoting the chances of more widespread and faster growth in the sector.
Through its linkages (both professional and informal) with other regional and international ODL organisations and statutory bodies, DEASA has become a key driver of initiatives to further develop ODL knowledge-sharing and collaboration in the region. To enhance its reach and impact, DEASA is actively encouraging all SADC countries and their respective institutions to become members and contribute to ODL.
During 2003, the member countries (Botswana, Lesotho, Namibia, South Africa and Swaziland) initiated a strategic planning process to drive the process of ODL collaboration and growth. Based on six overall strategic objectives defined by the member countries, each country contributed action plans and cost estimates for the implementation of initiatives required to support the strategic direction.
In 2009, the extended executive of DEASA met several times to revise the 2003 strategic plan. The plan was presented at the DEASA annual general meeting (AGM) that was held in Maseru, Lesotho, on 19 September 2009. The meeting accepted the proposed strategic plan. This document is an integration of these inputs into a strategic framework for the period 2010–1015.
Information and Communication Technology (ICT) has changed the nature of education, particularly distance education. The opportunities that have developed have been accompanied by as many challenges, especially when one looks at ODL in developing countries. This is evident in the changing nature of what constitutes ODL. According to the Commonwealth of Open Learning (COL), the typical characteristics of ODL definitions and approaches include the following:
Specific advantages of ODL, as identified by UNESCO, are as follows:
DEASA has decided to pursue seven strategic goals for the period 2010‒2015. DEASA has also developed specific strategies for each goal. In achieving these goals, DEASA will be able to progress towards its vision and realise its mission in the SADC region.
The goals and respective strategies are as follows:
Goal 1: To position and strengthen DEASA as a word-class regional association
Strategies
Goal 2: To promote and facilitate relevant research in ODL
Strategies
Goal 3: To advocate effective platforms for knowledge management
Strategies
Goal 4: To provide direction in the use and integration of ICT
Strategies
Goal 5: To provide leadership in addressing emerging socio-economic concern, including HIV and AIDS
Strategies
Goal 6: To chart policy direction for the development and promotion of ODL
Strategies
Goal 7: To direct the development and promotion of quality assurance
Strategies
DEASA is a voluntary regional organisation without any dedicated appointed officials to run the day-to-day business of the association. The association is run according to its constitution and code of ethics. An executive elected by its members at an AGM takes the overall responsibility for the operations of DEASA.
The following structure will operationalise the strategic plan of DEASA: Four divisions were developed, each with a specific focus and key performance areas to address the strategic goals. A selected expert from a member institution will take responsibility for each division. This expert will be the chair of the division and will be supported by members from the region who are interested in the focus of that division. It will be the responsibility of the chair of each division, in cooperation with the members of his or her division, to develop and execute the plan of action.
The chairs of the divisions and the executive of DEASA constitute the extended executive of DEASA. The chairs report to the executive regarding their plans of action. The executive directs, facilitates, coordinates and supports the work of the divisions. During the annual general meeting, the executive will submit a report on progress made in achieving the goals contained in DEASA’s strategic plan.
Key performance areas
Key performance areas
Key performance areas
Key performance areas
The divisions will be guided by the following principles:
One of the key measures of success for the implementation of DEASA’s strategic plan will be the extent to which actions take place in accordance with the time frame identified by each division. Monitoring progress against the project time lines will give DEASA’s Executive Committee and member countries the opportunity to assess the actions in terms of practical events and constraints. A number of factors can contribute to delays in implementation and these should be managed proactively to prevent serious backlogs from occurring. The two most crucial backlogs are discussed below.
The respective action plans vary in duration. Some had already started during the previous strategic phase. However, the official start-up date for this strategic plan is January 2010. There is a heavy burden on the Executive Committee, Secretariat and chairs of each division. Where there are a number of conflicting needs, prioritisation and consolidation will become very important to ensure that activities are staggered in a way that allows for sufficient attention to be given to all, without members spending time exclusively on these matters.
The action plans of the divisions will require significant inflows of external funds to ensure that activities are implemented. The nature of DEASA as a non-profit association means that membership fees and subscriptions will not cover expansion and growth goals in the short term. For this reason, urgent attention needs to be given to fundraising to cover the initial funding requirements of the action plans. DEASA might even opt to prioritise all actions that do not require funds as a way of ensuring that progress is made while funding is sourced. The extent of the funding that is needed will be determined once the divisions’ action plans have been developed and approved. It will be the responsibility of the extended executive to raise the necessary funds, based on the action plans developed by each division.
The successful implementation of the strategies for growth and collaboration outlined in this document will depend on the ability of all responsible parties to commit sufficient time and effort to the process.
Within the current DEASA structure, the Secretariat, which is located in the SADC Centre for Distance Education (SADC-CDE), will play a major role in the support and coordination of the work of the divisions. Project management requires good organisational, administrative and communication skills to ensure that progress is measured at both a high and detail level. Some basic rules of successful project management include the following:
For the Secretariat to act as a project office for the implementation of DEASA’s strategic goals, it will need to perform the following functions:
DEASA is facing an exciting and challenging future. The period 2010 to 2015 will, in many ways, give further momentum to the development of quality ODL in the SADC region. In terms of its vision, DEASA is committed to work hard to realise its ambitious yet reachable goals. Key to successful implementation will be the association’s ability to communicate, work together in teams internally, and provide peer leadership to all parties concerned. Then, certainly, DEASA is set to become the ODL powerhouse in southern Africa.
[1] UNESCO. 2002. Open and Distance Learning: Trends, Policy and Strategy Considerations.
[2] UNESCO. 2002. Open and Distance Learning: Trends, Policy and Strategy Considerations.
The updated 2018 Constitution is avalable on this link.
Persuaded that networking among institutions involved in distance education facilitates more rational use of resources and enhances innovation, knowledge and dissemination;
And convinced of the need to be of service to formal and non-formal education institutions of the Southern African region,
We hereby resolve to constitute an association whose primary purpose shall be to promote quality distance education.
Unless the context indicates differently, in this constitution -
The General Meeting of DEASA must adopt and maintain a written code of ethics, consisting of inspirational guidelines and minimum standards of conduct which must be adhered to by all members.
(a) To provide a platform for discussing issues related to and affecting the field of distance education;
(b) to encourage the exchange of expertise among member institutions as efficiently and widely as possible;
(c) to exchange information and materials on distance education and to promote co-operation among member institutions;
(d) to promote educational activities and opportunities for those who are not part of the conventional education system;
(e) to promote assistance from national governments and international organizations to distance education;
(f) to collaborate with governmental as well as non-governmental organizations to promote effective distance education policies, methods and practices;
(g) to represent and promote to governments and funding agencies the interests of distance education as a set of learning and teaching methods and practices that require particular interventions and cost allocations; and
(h) to encourage members to maintain DEASA's Code of Ethics in advancing distance education.
(a) sign the Code of Ethics;
(b) present written institutional reports as and when required;
(c) be prepared and have the capacity to(i) participate in the Executive Committee;
(ii) accept secondment for Secretariat duties;
(iii) undertake Honorary Treasury duties;
(iv) participate in working committees and project teams;
(v) host the DEASA Annual General Meetings and General Meetings.
Any application for membership of DEASA must be directed in writing to the Executive Secretary and must be accompanied by any documentation necessary to establish that the applicant complies with the requirements for the category of membership applied for.
(a) A candidate for honorary membership must be proposed and seconded by two separate institutional members.
(b) The proposal must be accompanied by sufficient particulars about the person concerned to enable the Executive Committee and the General Meeting to establish whether the person has made an outstanding contribution to distance education.
(c) The decision to confer honorary membership must be taken in accordance with the provisions of subarticle (1).
(d) On accepting honorary membership, the member must sign the Code of Ethics.
The Executive Secretary must keep a register of fully-paid-up and honorary members of DEASA in their categories, and must have the register available at every DEASA General Meeting.
(a) Constitution of meeting
(b) Minutes of previous General Meeting.
(c) Matters arising from the minutes.
(d) Membership matters.
(e) The Chairperson's Report.
(f) The Executive Secretary's Report.
(g) The Honorary Treasurer's Report.
(h) Matters raised by the Working Committee(s) or by any member, provided adequate notice has been given in accordance with subarticle (5).
(i) Institutional Reports.
(j) Any other business.
(a) at a written request signed by one-third of all institutional members of DEASA; or
(b) when the Executive Committee is of the opinion that there are pressing issues which warrant an extraordinary meeting.
(a) One representative from each member country, designated by the institutional members from such a country in accordance with a democratic and accountable procedure determined by such members;
(b) the Honorary Treasurer; and
(c) the two persons forming the Executive Secretariat in terms of subsection (2).
(a) must devise ways to promote and publicise DEASA to the general public of Southern Africa;
(b) must convene the Annual General Meeting and general meetings of DEASA;
(c) monitor the implementation of DEASA policy as decided by the Annual General Meetings and general meetings;
(d) may hold meeting concurrently with the Annual General Meeting and general meetings of DEASA;
(e) is responsible for all matters pertaining to bilateral and multilateral contracts with other institutions and organisations;
(f) must oversee the finances of DEASA and ensure that an audit is conducted annually;
(g) must instruct and supervise the Executive Secretariat;
(h) monitor the activities of all working committees and project teams;
(i) finalise reports drafted by the Executive Secretariat for presentation to donor agencies and DEASA Meetings;
(j) must process membership applications as provided in the Constitution; and
(k) perform any lawful function not inconsistent with this Constitution or decisions of the general meeting in order to serve and promote the interests of DEASA and distance education.
(a) is the official representative of DEASA;
(b) presides over all general, annual general and Executive Committee meetings of DEASA;
(c) maintains contact with all members, with the assistance of the Executive Secretariat;
(d) co-ordinates the activities of the Executive Secretariat by, amongst others:
(i) ensuring that all resolutions passed by DEASA are effected;
(ii) ensuring that the Executive Secretariat, Working Committees and Project Teams prepare and present comprehensive reports on DEASA activities at General, Annual General, and Executive Committee Meetings; and
(iii) overseeing the activities of DEASA Working Committees.
(a) in liaison with the Chairperson, for all matters pertaining to the arrangement and administration of general meetings and Executive Committee meetings, including the recording of proceedings and the keeping and distribution of minutes;
(b) for ensuring regular contact with members;
(c) for receiving and processing membership applications for consideration by the Executive Committee, General and Annual General Meetings;
(d) for liaising with the Chairperson regarding representation of DEASA on relevant fora;
(e) for representing DEASA in local, regional and international fora where delegated by the Chairperson;
(f) for developing and monitoring strategic and operational plans and budgets for DEASA;
(g) for co-ordinating and supervising the activities of any other additional staff members of the Secretariat;
(h) for DEASA publications, including the DEASA Newsletter at least once a quarter;
(i) for establishing and maintaining a DEASA website and list server.
(a) is responsible for monitoring all financial matters and ensuring that proper records of all financial transactions are maintained;
(b) reviews the finances of the DEASA and makes appropriate recommendations;
(c) prepares appropriate financial statements and presents them to meetings;
(d) ensures that the financial records are audited annually.
The headquarters of DEASA is at a place determined by the Annual General Meeting.
The working language and language of record of DEASA is English.
Subject to final interpretation by a competent court of law, the interpretation given to this Constitution by the general meeting of DEASA is final.
ADOPTED THIS ........25........ DAY OF ...............MARCH........................... 2001 AT A GENERAL MEETING OF DEASA AND IN ACCORDANCE WITH THE PROVISIONS OF ARTICLE 12 OF THE CONSTITUTION AND THE RULES OF DEASA.
CHAIRPERSON'S SIGNATURE: .........................................................................................
WITNESS: ..............................................................................................................................
.............................................................................................................................. 2001-03-29 EPN/aw
These bye-laws have to be read in conjunction with the constitution of DEASA
BYE LAW 1 Granting of Membership (Article 8)
1.1 | When an application is made for Institutional Membership, the application letter should be signed by the Head of the Institution and should provide information on the aims and objectives of the Institution, the staff complement, the location, the financing, and the Governance of the institution. |
1.2 | When an application is made for Associate Membership, the application letter should be signed by the Head of the Institution and should provide information on the aims and objectives of the Institution, the staff complement, the location, the financing, and the Governance of the institution. |
1.3 | When an application is made by a National Association, the application letter should be signed by the Chairperson and the Secretary of the Association and should provide information on the aims and objectives of the Association, list of members' of the Association, the headquarters of the Association, constitution of the, Association, financing, and its Governance. |
BYE LAW 2 General Meetings (Article 12)
2.1 | The hosting of the general meetings shall rotate among institutional members in alphabetical order of the names of the countries. |
2.2 | The order of hosting the general meetings will be validated at each general meeting. |
2.3 | If an Institution (country) that is to host the general meeting is unable to do so for one reason or another, the next one in alphabetical order will be requested by the Executive Committee to host. |
2.4 | In arranging general meetings, the host country will: look for the venue of the meeting, help the members with accommodation arrangements, coordinate transport for the members, arrange teas and lunch during the meetings, and any other logistics that are necessary for the meeting to be a success and for members to be comfortable. |
2.5 | The Annual General Meeting of DE AS A shall be the September meeting, which comes after the end of the DEASA year. |
2.6 | The Honorary Treasurer's Report that will be presented at the Annual General Meeting will be one that will have been audited. |
BYE LAW 3 Voting Procedures (Article 14)
3.1 | Honorary members and Associate members of the organization will not be entitled to vote during DEASA Meetings. |
BYE LAW 4 The Executive Committee (Article 15)
4.1 | The General Meeting shall appoint a DEASA member to conduct the elections of the office bearers after the first day of the Annual General Meeting. |
4.2 | The official handover of the DEASA assets, namely: documents, files, equipment, plans, reports, financial records, etc. shall take place immediately after the Annual General Meeting. |
4.3 | The Executive Secretary will be on a three year contract, and the position shall rotate among the DEASA member countries. |
BYE-LAW 5 Finance (Article 19)
5.1 | The audited financial statements of DE AS A shall be presented at the Annual General Meeting, and if for whatever reason this is not possible, they shall be presented, without fail, at the following General Meeting. |
BYE-LAW 6 Head Quarters (Article 20)
6.1 | The DEASA Headquarters shall be determined by the Annual General Meeting after considering offers and bids from member countries and Institutions. |
BYE-LAW 7 Language (Article 21)
7.1 | Although the working language and language of record of DEASA is English, members from non English speaking countries shall be assisted with translation services whenever these are required. |