• 2010–2015 Strategic Plan
• 2004-2005 Strategic Plan

 

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

1. Introduction

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.

2. ODL at a glance

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:

• The separation of teacher and learner in time or place
• Some form of institutional accreditation to differentiate learning from working on one’s own
• The use of mixed-media courseware
• Two-way communication that allows interaction between learners and tutors
• Opportunities for face-to-face interaction between learners and with tutors
• Specialisation among staff in large organisations, especially in course development

Specific advantages of ODL, as identified by UNESCO, are as follows:

• Balancing inequalities between age groups
• Extending geographical access to education
• Delivering educational campaigns and other education to large audiences
• Providing speedy and efficient training for key target groups
• Expanding the capacity for education in new and multidisciplinary subject areas
• Offering the combination of education with work and family life
• Developing multiple competencies through recurrent and continuing education
• Enhancing the international dimension of educational experience
• Improving the quality of existing educational services[2]

3. Vision

• DEASA strives to be a world-class powerhouse in ODL policies, standards, expertise and information-sharing in the SADC region.

4. Mission

• The mission of DEASA is to promote ODL quality delivery and its adequate deployment in the SADC region through the formulation of policies and frameworks to guide practice.

5. Strategic goals

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

• Conduct comprehensive stakeholder analyses to determine the impact of DEASA’s products and services in the SADC region
• Perform continuous environmental  screening and benchmarking to position DEASA in line with the new vision
• Optimise DEASA’s expertise and resources through strategic partnerships and collaboration
• Develop an effective governance structure to monitor and evaluate the implementation of approved projects

Goal 2: To promote and facilitate relevant research in ODL

Strategies

• Conduct an ODL research audit to identify focus areas  
• Develop a research policy and agenda
• Facilitate and promote research in line with research focus areas
• Monitor and evaluate research outputs and their impact

Goal 3: To advocate effective platforms for knowledge management

Strategies

• Develop a policy and framework for knowledge management to share material and expertise
• Facilitate collaboration and networking to broaden DEASA’s knowledge base
• Develop and maintain knowledge databases

Goal 4: To provide direction in the use and integration of ICT

Strategies

• Conduct  a situational analysis of the ICT status and opportunities
• Develop a policy and framework to provide direction of the contextual relevance of ICT utilisation
• Promote research development and innovation in ICT

Goal 5: To provide leadership in addressing emerging socio-economic concern, including HIV and AIDS

Strategies

• Assess the efficacy of ODL practices and expertise  in addressing emerging concerns
• Continuously scan the environment to identify emerging socio-economic concerns
• Identify points of intervention to complement the existing efforts in addressing concerns
• Facilitate the development of policy with a specific emphasis on ethical leadership

Goal 6: To chart policy direction for the development and promotion of ODL

Strategies

• Identify and assess existing policies and procedures to determine their efficacy  in line with ODL best practices
• Develop a policy framework and guidelines to strengthen policy development and capacity
• Facilitate the development of policies in line with the framework and guidelines
• Advocate and promote the institutionalisation of ODL
• Monitor and evaluate policy implementation and impact against ODL best practices

Goal 7: To direct the development and promotion of quality assurance

Strategies

• Assess current quality assurance (QA) practices in the SADC region to develop a standardised framework
• Develop criteria and standards for ODL in line with the SADC QA framework
• Facilitate capacity-building to promote the implementation of quality assurance
• Promote continuous inter-institutional audits

6. Structure

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.

6.1    Division of Research and Analysis

Key performance areas

• Commission research and special studies
• Mobilise resources
• Engage in project scoping and the allocation of responsibilities
• Monitor and evaluate the progress and impact of study

6.2    Division of Capacity-building and Partnerships

Key performance areas

• Conduct a capacity needs analysis and the screening of potential partnerships
• Engage in liaison and facilitate the signing of agreements
• Monitor and evaluate the efficacy, tenure and impact of the partnership

6.3    Division of Policy Development and Facilitation

Key performance areas

• Engage in policy screening and  analysis
• Conduct scoping of the policy
• Draft a policy framework and guidelines
• Monitor and evaluate the progress and impact of policy implementation

6.4 Division of Quality Promotion

Key performance areas

• Research QA frameworks
• Develop and maintain QA frameworks for the SADC region
• Promote quality through training and development
• Monitor and evaluate QA through inter-institutional audits

The divisions will be guided by the following principles:

• Ensure that ODL reaches its maximum market through increased collaboration and resource-sharing among ODL organisations
• Understand the importance of ODL in becoming a vehicle for social and life-skills education
• Realise the role an effective and focused DEASA can play in addressing the region’s education needs
• Remain innovative and fresh in approaching the coordination of ODL in southern Africa.
• From the seven goals, each division will identify those goals and strategies on which to focus.

7. Prioritising actions

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.

7.1 Coordination capacity

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.

7.2 The extent of funds available and fundraising capacity

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.

8. Project management

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:

• Consensus on project outcomes should be established among all the relevant parties early on.
• A comprehensive and viable project plan is required from each division and needs to be kept up to date.
• The number of members per division and the expertise required to maintain momentum and progress need to fit the need.
• The implementation schedule for projects to be concluded must be realistic.
• Regular communication must be sent out to all stakeholders regarding all initiatives.
• A budget and expenditure focus should be maintained.
• Progress needs to be well supported by the executive.

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:

• Maintain regular communication with all parties to assess progress
• Track and update all project information electronically
• Compile progress reports for the Executive Committee and brief them on progress as requested

9. Conclusion

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.

 

Preamble

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 -

1. 'Code of Ethics' means the code referred to in article 4;
2. 'distance education' includes approaches, methods and practices that are based on open learning principles. It incorporates programmes, courses and modules, formal and non-formal approaches, and all education sectors, such as higher education, further education and training, general education and adult education;
3. 'distance education institution' means any institution or organisation practising distance education, and 'institution' has a similar meaning;
4. 'Southern Africa' means the member states of the Southern African Development Community (SADC), at the time being Angola, Botswana, Democratic Republic of the Congo, Lesotho, Malawi, Mauritius, Mozambique, Namibia, Seychelles, South Africa, Swaziland, Tanzania, Zambia and Zimbabwe.

1. The name of the association is DISTANCE EDUCATION ASSOCIATION OF SOUTHERN AFRICA (DEASA).
2. DEASA is a voluntary, professional, non-profit making and non sectarian association which is non-political in outlook and philosophy.

1. Subject to any legal requirements peculiar to a country in Southern Africa, DEASA is a legal person which can act, sue and be sued, and acquire, hold and alienate movable and immovable property in its own name.
2. A member's liability for any debt or obligation of DEASA is limited to the amount of such member's outstanding membership fees.

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.

1. DEASA has as general objectives 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.
2. DEASA has the following specific objectives:

(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.

1. (1) DEASA has four categories of membership, namely institutional and national association membership, associate membership, individual membership and honorary membership.
2. (2) Institutional membership is open to distance education institutions and national associations in Southern Africa. In order to qualify for institutional membership, an institution must:

(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.

1. Associate membership is open to any institution, whether a distance education institution or not, with an interest in distance education. In order to qualify for associate membership, an institution must sign the Code of Ethics.
2. Individual membership is open to staff members of distance education institutions and other interested individuals.
3. Honorary membership may be awarded by resolution of a General Meeting to any person who has made an outstanding contribution to distance education.

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.

 

1. Any application for membership is examined by the Executive Committee to ascertain whether it complies with the constitutional requirements for the category of membership concerned. If the Executive Committee is satisfied that an application complies with the requirements, the application must be submitted to a General Meeting for decision by an ordinary majority of the votes present at the meeting.
2. Upon being granted membership, the applicant must complete and sign the Acceptance Form of the Code of Ethics and return the Acceptance Form with the annual membership fee.

(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.

1. There are three categories of membership fee, namely institutional and national association membership fee, associate membership fee and individual membership fee.
2. Membership fees are determined by the Annual General Meeting.

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.

1. A General Meeting of DEASA may terminate the membership of an institution, national association or individual for failure to comply with the provisions of this Constitution, for flagrantly violating the Code of Ethics or for refusal to pay membership fees due to DEASA.
2. Before membership is terminated by DEASA, the alleged breach of the provisions of the Constitution or violation of the Code of Ethics must be investigated and in writing reported on by a committee appointed for that purpose by the Executive Committee.
3. The member affected by the investigation must be informed of the charges levied, of the investigation, of any adverse allegations or findings, and be offered a fair opportunity of being heard and responding to such charges and allegations.
4. After the investigation and hearing referred to in this article, the Executive Committee must make a recommendation to the general meeting of DEASA about the continued membership of the institution or individual concerned.
5. The provisions of this article apply with the required changes to the termination of honorary membership.

1. At least two general meetings must be held every year, one being the Annual General Meeting.
2. The venue for the DEASA general meetings rotates among institutional members.
3. Subject to article 14(4), every institutional member is represented by one or more duly authorised representatives at every general meeting of DEASA.
4. The notice of a general meeting with a provisional agenda must be circulated to all members entitled to attend at least sixty days before the date of the meeting.
5. Additional matters to be placed on the agenda must reach the Chairperson and Executive Secretary not less than fourteen days before the date of the meeting.
6. The final agenda is distributed at the general meeting.
7. The business at a general meeting is conducted in the following order:

   (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.

8. The quorum at a general meeting is at least two-thirds of all institutional members. If no quorum is present at a meeting after half an hour of the appointed time, the meeting may proceed but all resolutions taken at such a meeting must be ratified by a subsequent meeting at which a quorum is present.
9. The Executive Committee must meet on the day before a general meeting, and again directly after the meeting.
10. If the Chairperson cannot attend a General Meeting, the Chairperson must inform the members in advance and arrange for the immediate past Chairperson to chair the meeting. In the event that neither the Chairperson nor the immediate past Chairperson is present at the meeting, the General Meeting elects a chairperson for that particular meeting from its members present.

1. The Chairperson must call an extraordinary general meeting:

(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.

1. Voting at a general meeting is by show of hands unless the meeting decides that a decision must be by secret ballot.
2. An institutional member has one vote, to be cast on behalf of the institution by a duly authorised representative.
3. In the event of a tie, the Chairperson has a casting vote.
4. When an institution or national association member is unable to attend a meeting, it may cast a proxy vote in writing and in a way determined by the general meeting.
5. Unless this Constitution provides otherwise, decisions at a general meeting are made by at least a two-thirds majority of the members present, and all members are bound by decisions so made.
6. A member with outstanding membership fees at the time of a general meeting, may not vote at that meeting.

1. The Executive Committee consists of:

(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).

1. The Executive Secretariat consists of the Executive Secretary and one other person, both seconded by member organisations or employed on a contract basis.
2. At its first meeting after the Annual General Meeting, the members of the Executive Committee elect by secret ballot and by absolute majority one of its members as Chairperson and another as Honorary Treasurer. If more than two persons are nominated for a position, voting takes place in rounds by eliminating the candidate with the lowest number of votes until a candidate with an absolute majority emerges.
3. A member of the Executive Committee serves for a renewable period of two years.
4. At least two thirds of the members of the Executive Committee constitutes a quorum.

1. The Executive Committee oversees and administers the affairs of DEASA in accordance with the provisions of the Constitution and decisions of the general meeting. In the performance of its functions the Executive Committee:

(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.

1. The Chairperson:

(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.

1. Subject to any instructions from the Executive Committee, the Executive Secretariat is responsible for the day-to-day activities of DEASA and in particular:

(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.

1. The Honorary Treasurer:

(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.

1. The Executive Committee may form Working Committees and Project Teams on an ad hoc basis as and when the need arises.
2. To ensure accountability, the powers of a Working Committee or Project Team must be prescribed by the Executive Committee.
3. At least one member of the Executive Committee must be a member of a Working Committee or a Project Team.
4. Where appropriate, the member of the Executive Committee must be the Chairperson of the Working Committee or Project Team in which such member serves. Where more than one member from the Executive Committee serve in a Working Committee or Project Team, the Committee or Team must elect one of them to be the Chairperson.
5. The Executive Committee may, on a consultancy basis, request the services of persons outside DEASA whose expertise would assist the Working Committee or Project Team.

1. The revenue of DEASA derives from membership fees as stipulated in article 9 and from such grants, contributions and other forms of income that DEASA may receive.
2. The Honorary Treasurer collects, receives and processes all fees and other income.
3. The Honorary Treasurer must keep proper accounts and other records of all income, expenditure and other financial transactions, and must prepare financial statements.
4. The Executive Committee must appoint a qualified person or company to audit the DEASA financial records on an annual basis.
5. The audited financial statements must be submitted to a General Meeting or the Annual General Meeting for approval.
6. For its financial purposes DEASA must operate one or more accounts at recognised financial institutions. The Executive Committee may determine the types of account to operate and the financial institution to use.
7. All expenditure must be authorised by the Executive Committee and, in exceptional circumstances, by the Chairperson. Exceptional expenditure authorised by the Chairperson must be ratified at the next Executive Committee Meeting.
8. The financial year of DEASA runs from the 1st July to the 30th June.

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.

1. A motion for the dissolution of DEASA must be passed at an extraordinary general meeting convened in accordance with the provisions of article 13(1)(a) or (b).
2. If no quorum is present at the meeting, the proposal to dissolve DEASA must be submitted to a further general meeting which must be convened within 90 days in accordance with the procedure governing the convening of a general meeting.
3. When the dissolution of DEASA has been approved, no further action may be taken by the Executive Committee or any office-bearer or official in connection with the aims and activities of DEASA, other than to liquidate for cash all assets of DEASA subject to payment of all debts of DEASA. The balance must be distributed to the benefit of distance education in such a manner as may be resolved by the general meeting at which the resolution for the dissolution was passed.

Subject to final interpretation by a competent court of law, the interpretation given to this Constitution by the general meeting of DEASA is final.

1. This Constitution may be amended by resolution of the General Meeting.
2. A motion to amend the Constitution, with an explanation for the amendment, must be submitted in writing to the Executive Committee at least 60 days before the general meeting where the motion will serve.
3. The motion and explanation must be circulated with the notice for the general meeting.
4. Any institutional member can propose an amendment.
5. This Constitution repeals and replaces any previous DEASA Constitution and its amendments.

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

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BYE-LAWS OF THE DISTANCE EDUCATION ASSOCIATION OF SOUTHERN AFRICA (DEASA)

 

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.

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 ____________________________________________

 

Why All SADC Member States Should Join DEASA

Major distance and open learning providers in the world have made significant progress towards the establishment of a “world distance and open learning university”. Moreover, donors and Non Governmental Organisations (NGOs) are gradually moving away from funding one institution or one country in favour of targeting regions. It is against this background that we are urging all SADC member states to join the Distance Education Association of Southern Africa (DEASA).

DEASA, a regional powerhouse in distance and open learning is the train that all SADC member states should board in pursuit of developing their human resources. Tony Dodds, an eminent scholar in distance and open learning revealed shocking statistics at the recent Pan Commonwealth of Learning Conference in Durban that in 2000, the world’s 125 million children were illiterate, 50 million of them in Africa. He further postulated that of the 875 million illiterate adults, 200 million were in Africa. His projections indicated that by 2015, 55 million children and 250 million adults in Africa would be illiterate.

The above statistics indicates that Africa and indeed southern Africa face a huge problem that will drain her limited resources. SADC member states should note the striking factor of urgency that Africa has one of the fastest growing populations in the world. How will Africa feed, educate and sustain her millions? How should she best protect herself from a greedy world? Faced with such realities and with the growing awareness that there is no longer time for lengthy trial and error, social experiment and profligate actions, Southern African countries stand poised at the threshold that will determine her future. The only ray of hope for SADC member states is to educate their people and DEASA could play a meaningful role in the process.

In his novel; The Heart of Darkness, Joseph Conrad portrayed Africa as a continent of barbaric, illiterate and pitiful people. Africa then was seen as the Dark Continent. For too long now the technologically advanced countries of the world have perpetuated the image of Africa as peopled by stereotypes and myths. African leaders are now heralding the birth of an African renaissance. We are of the view that Southern African countries are still close to a fresh start in ODL and as such DEASA has the responsibility to nurture and support SADC member states’ efforts in the provision of ODL to the masses that are out of school. Education is also viewed as one of the essential components that have the potential to lead to the success of the African renaissance. The New Economic Programme for African Development (NEPAD), can only succeed if Africa develops knowledge societies in which people learn new skills and technologies to increase productivity.

By joining DEASA, SADC member states can be globally competitive in ODL and can even produce materials for export to other less developed regions of the continent to reverse the situation where Africa has become the dumping ground of irrelevant programmes developed in the first world. It can be argued that the greatest gift of humanity has always been the ability to adapt to the realities of environment but before beginning to cope with the problems, man must see clearly where the problems lie. The world has a lot on to the literate, indeed western technology is locked in the written word and literacy has become the key to development. Distance education providers in the SADC region have to put aside whatever misgivings they might have about one another and join DEASA as they would be in a better position to come up with new objectives and solutions fitted to the specific needs of Southern African people. The Southern Africa’s cultures and past may provide exciting ingredients for ODL that the rest of the world has been waiting for.

By joining DEASA, all SADC member states will be enhancing the communal spirit that the founding fathers and mothers of our different countries adopted in order to develop and prosper as a region when they formed SADC. It should be noted that it takes patience and foresight, immense faith and impeccable judgment if people are to make best choices, the ones most sustainable and appropriate to their needs and which will provide the greatest good for greatest numbers.