Strategic Plan 2019
Objectives |
Strategies |
Actions |
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1. Lead the promotion and enhancement |
Advocate for WIL | Support the implementation of the National WIL strategy. |
| Engage with government and industry bodies. | ||
| Expand ACEN membership | Develop a strategy for broadening membership to the TAFE sector. | |
| Maintain and support state chapters | Conduct regular meetings and opportunities for state chapters to connect. | |
| Engage with international associations | ||
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2. Enhance staff capacity to implement WIL through professional development and networking opportunities. |
Lead and Promote quality and leadership in WIL | Implement communication channels to broaden engagement with membership and the WIL community. |
| Research and consult re developing a quality WIL framework. | ||
| Convene the biennial National WIL Conference including bi-annual Research Symposium. | ||
| Promote membership via events and staff contacts in Universities. | ||
| Support through promotion and resourcing of state events. | ||
| Expand collaboration and enhance communication with national associations globally. | ||
| Active involvement and advocacy for ACEN through WACE Executive Committee membership. | ||
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3. Facilitate knowledge sharing and practice in WIL for the improvement of the student experience. |
Support the sharing of effective practice in WIL. | Conduct regular state events, and webinars. |
| Develop a comprehensive professional learning program | ||
| Contribute to enhancing student access to WIL. | Award scholarships to assist students with WIL placements. | |
| Support student success in WIL. | Success stories on website and in newsletters. | |
| Advance and promote the use of technologies for WIL | Increased use of innovative technologies. | |
| Develop resources and tools | ||
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4. 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. |
Develop and communicate engagement models to facilitate improved industry/community and university connections. | Develop generic guidelines to enhance engagement with host organisations. |
| Provide a platform for the exchange of information in relation to WIL practice. | ||
| Identify, showcase and promote effective partnerships. | ||
| Advocate for ongoing evaluation and impact. | Review the National WIL Strategy and progress initiatives. | |
| Provide professional development to enhance staff capacity to engage with industry/community. | ||
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5. Identify and advance research and scholarship in priority areas of WIL. |
Identify and advocate for research and scholarship in priority areas | Identifying areas of priority for research to ensure currency in research outcomes. |
| Endorse and support research and scholarship proposals and projects | Manage ACEN Research grant scheme including mechanisms to consider and recommend proposals to the ACEN Board | |
| Facilitate bi-annual ACEN WIL Research Symposium and LinkedIn group for both expert and early career researchers | ||
| Redesign ACEN website for easy access to WIL research outcomes. | ||
| Encourage and support early career researchers | Encourage dissemination and publication of research outcomes in relevant journals | |
| Support the dissemination of findings from WIL research and projects to the sector | Support dissemination of key research outcomes in the ACEN website and newsletter | |
| Review and endorse relevant project proposals for grant schemes consistent with ACEN guidelines and National WIL strategy priorities | ||
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6. Ensure ACEN remains a robust sustainable organisation. |
Implement robust governance and financial systems. | Maintain sub group mechanisms to consider and recommend grant proposals to the Board |
| Develop a financial model for monitoring the annual budget. | ||
| Provide professional learning on financial management for the ACEN Board. | ||
| Clear and transparent accountability through sound corporate practices and timely financial reporting. | ||
| Maintain strong membership to ensure financial sustainability. | ||
| Administer a survey to the ACEN membership biennially to monitor impact of ACEN initiatives. | ||
| Administer a self-review survey to the ACEN Board biennially to monitor Board performance. | ||
| Develop a succession plan. |