Strategic Plan 2021
Strategic Objectives |
Actions 2021 |
|
Lead the promotion and enhancement |
Serve as a reference for best practise in WIL |
| Enhance staff capacity to implement WIL through professional development and networking opportunities | Communicate professional development opportunities to ACEN’s membership base and beyond. |
| Provide support and recognition to members through scholarships and awards. | |
| Share best practice and research with our community. | |
| Facilitate knowledge sharing and practice in WIL for the improvement of the student experience | Scholarship selection criteria will promote greater equity and access for rural and remote students seeking to undertake a WIL placement. |
| Develop stronger partnerships between host organisations and universities to enhance WIL opportunities and to encourage discussion regarding the ongoing changes to the industrial landscape and the world of work | Provide communications and marketing material to promote Awards and Scholarships to member organisations, highlighting the value of acknowledging partnerships and contribution. |
| Implement an external communications strategy through social media, newlsetters, and stakeholder engagement. | |
| Seek opportunities to collaborate and partner with peak bodies for the funding of research grants, events, and creation of resources. | |
| Identify and advance research and scholarship in priority areas of WIL | Work with ACEN members to identify areas of research needed. |
| Leverage partnerships in WIL to extend to research. | |
| Continue to fund scholarhsip and grant opportunities to encoueage participation research of priority areas of WIL. | |
| Facilitate biennial ACEN WIL Research Symposium. | |
| Encourage dissemination and publication of research outcomes in relevant journals, webinars, the conference, website, ACEN newsletters and other events/channels. | |
| Review and endorse relevant project proposals for grant schemes consistent with ACEN guidelines and National WIL strategy priorities | |
| Ensure ACEN remains a robust sustainable organisation | Shepherd ACEN through COVID-affected years in which we cannot run the conference |
| Engage actively with students and chapter members to introduce the work and benefits of ACEN membership, facilitating the inclusion of a broader array of experiences and knowledge to the work of the National body. | |
| Leverage chapter member expertise to support committees to deliver on strategic goals |