Initials and surname:                     K. Lubbe

Title:                                               Doctor

Gender:                                          Female

Place of birth:                                Schweizer Reneke

Institution:                                     Continuing Education for Africa (CEFA)

Present position/ post level:       Executive Director and CEO of CEFA

Date of employment:                     1 September 2008

 

 

BA (SW) 1979 PU for CHE, Potchefstroom (present  NWU)

MA (SW) 1984 PU for CHE, Potchefstroom (present NWU)

D.Phil 1996 Stellenbosch

 

 

 

 

 

1980-1981                 Social worker: Christian Social Council, Potchefstroom

 

1982-1984                 Social worker: Department of Health and Welfare, Potchefstroom

 

1985                           Social work officer: Seconded to SA Medical Services at Air Force Base, Swartkops, Pretoria

 

1986                           Lecturer, Senior lecturer, Head of Department, Director of Bureau: Huguenot College, Wellington

 

2005                           Acting Vice-Rector for 6 months, appointed by the College Council, Huguenot College, Wellington

 

2006-2008                 Member of Rectorate, appointed by the College Council, Huguenot College, Wellington

 

2008-current             Executive Director and CEO CEFA

 

 

 

Social worker: South African Council for Social Service Professions

 

 

 

State University of Eastern Illinois 1989. Application for support for doctoral study was successful. The nature of the funding was to visit approved institutions, similar to the Huguenot College, that offer programmes for continued training and continued professional development.

 

 

Since March 2006 I have been functioning as a member of the Rectorate and various responsibilities have been delegated to me by the Rector.  After the change in legislation in 2006 the FET activities had to be managed by a separate legal entity and. CE@HC constitutes during September 2008 with it’s own subscribers and appointed Board of Directors. I started functioning as the Executive Director and CEO of CEFA on 1^st October 2008.

 

In the search for a new academic partner, I fulfilled a prominent role in collaboration with the Rector. The search for a new partner entailed, among others, that prominent institutions had to be approached in order to investigate the possibilities for cooperation. I was instrumental in the process followed with the University of North-West (NWU), since I initiated and followed up the appointment and together with the Rector conducted various discussions which eventually led to the resolution by the NWU to take the College on board.

 

Due to my service of 23 years with the Huguenot College I am thoroughly familiar with the institution, the personnel, processes and products, and I have applied this knowledge innovatively to initiate new initiatives, among others by developing new qualifications and by introducing a new model within which the community service of the College is conducted as a business. With regard to academic leadership, I have been serving on the Academic Council since 1990, which is the highest decision-making body regarding all academic affairs on campus. On various occasions I made submissions to Unisa for approval of modules, courses and qualifications. Examples of these were submissions to the Teaching Committee of Unisa, the former Faculty Council and the Senate, among others during the development of the new qualifications in Community Development and Social Development. This, inter alia, entailed liaising with the Deans of the former Faculty of Arts and the Faculty of Theology, as well as SAQA, CHE, Umalusi and the Professional Council.

 

Training in the workplace was one of the main needs that I identified during my negotiations with various clients, especially on government level. The diploma course in Social Development was developed in such a way that it can be offered both residentially and in the workplace. The model used is that of block training, where students attend theoretical presentations by College personnel, complete assignments and are guided by mentors who are also trained by the College. The success of the model lies in the fact that students remain part of the labour market while they obtain a qualification and the Provincial Government in particular makes bursaries available for this purpose.

 

In my management of the Department of Community Development I took innovative steps to empower my personnel. At the end of 2007 I introduced a process in the department where one personnel member was appointed by the others to act as departmental coordinator. This person had the task to coordinate the administrative functions in the department while I acted as mentor and thereby exposed her to departmental management under my mentorship.

 

I have an in-depth knowledge of the history, culture, personnel, student body, academic activities, management structure and overall functioning of the institution. My proven knowledge and competence of academic leadership and management experience are vested in the following:

 

 

 

I have the special distinction of having succeeded in converting the community service arm of the College into a business which currently generates a substantial third source of revenue for the College. CEFA is a Section. 21 Company which was accredited by the Health and Welfare SETA (HWSETA) in 2004 as a service provider. For a long time after this, the Huguenot College was the only service provider for the FET course in Social Auxiliary Work. Approximately a thousand learners have already been trained or are in the process of being trained. Thus far the unit has generated approximately R8 500 000 and the projection for 2010 is a further approximately R12 000 000. During 2008 the unit received an ISOE (Institute of Sectoral or Occupational Excellence)award for excellence and the prize money for this was R500 000.

 

 

The development and introduction of learnerships required a quality control system to be developed and implemented. The office successfully underwent two independent audits required by the HWSETA, during which, among others, the quality control system was approved. This system serves as a blueprint for the academic system that is being developed in the Department of Community Development.

 

As head of the department I was involved in the Library Committee and I was responsible for the acquisition of books and other relevant literature when the course was developed and the library had to be equipped for this purpose; also for the maintenance thereof. I was involved in the establishing and development of the Media Centre, which later functioned independently under the supervision of a designated personnel member.

I am involved in the IT development and upgrading of the information technology plan for the library, but also for the whole campus for electronic access for all personnel members and students to the library and the internet.

 

 

Since March 2006 I have been, together with the Rector, responsible for the management of student services and the SRC on the campus. Under his guidance I obtained valuable knowledge and experience in the management of student affairs. Among others I was co- responsible for the training of the SRC, revision of the constitution, the arranging of elections, the compilation and management of budgets, as well as the year planning of both the SRC and Residence Committee members.

 

 

I am familiar with the whole process from when a student applies until he/she is registered as a student of the College. At different times I was involved in various activities designed to make the process more streamlined and effective. Examples of these activities are the changing of the format of the Calendar, application forms, marketing strategy of the Department of Community Development and the obtaining of bursaries for Community Development students.

As head of the department it was my task to ensure that the process was user friendly in order to serve the specific client system, that it was applied optimally to serve Community Development, and that all Calendar entries were correct and to the advantage of the course. Later, as a member of senior management since 2006, I did the same in respect of all the other academic courses.

 

 

Under my leadership several new initiatives were successfully developed, were proved to be sustainable and made a substantial contribution in respect of student numbers and financial income of the College. This entailed the following, among others:

The specific task set by the former Rectorate was to develop new courses and to investigate the possibility of a third source of revenue for the College. One of the results was the development of a 6 months Certificate Course in Community Development, which was later extended to a one year course offered in collaboration with the Council for Social Service Professions. The activities of the Bureau were later transferred to the former Department of Development when the new courses demanded so much time that they became my fulltime responsibility.

 

Negotiations with the professional council, SAQA, Department of Higher Education, National Department of Social Development and Unisa were conducted personally and submissions were made to the Teaching Committee and the Senate of Unisa, after which the qualification was approved. In 2000 the first 13 students registered and currently there are 106 students for the course.

 

Negotiations with the professional council, SAQA, Department of Higher Education, National Department of Social Development and Unisa were also conducted personally and submissions were made to the Teaching Committee and the Senate of Unisa, after which the degree was approved. In 2000 the first 6 students registered and currently there are about 60 students for this qualification.

 

During the introduction of the two new qualifications, namely Community Development and Social Development, I conducted interviews with various Government institutions and I negotiated bursaries for students in these two directions. The total of these bursaries amounts to about R4 000 000, without subsidy. While building relationships with the diverse interest groups and making them aware of the Huguenot College, my office has become the contact point through which liaison with all the other departments occurred.

 

Together with the Rector I was involved in a fundraising project where the Rupert Foundation was approached for assistance in upgrading the technology on campus. The application was successful and the Foundation donated R500 000 for this purpose.

 

 

I have firsthand experience and a proven success record in the building of good relationships with interest groups and donors. Examples thereof are the good relationships that I have with the Provincial Governments of Northern Cape, Western Cape, Gauteng, Limpopo, KZN and North-West. So, for example, the Limpopo government awarded bursaries for Community Development students at the College for the third year in succession, and contracted me for the training of 30 Social Developers in the workplace, as well as 50 learners for the learnership in Social Auxiliary Work. The Northern Cape, Western Cape and Gauteng also contracted the College for the second time for learnerships in Social Auxiliary Work.

 

When the Department of Community Development was established in 2001, Community Development was a relatively new qualification and at the time the profession was not very well known. I therefore had to make special attempts to market the profession in order to “sell” the qualification. Proof of success is today very visible, because there are currently very few, if any, interested parties in Provincial and National Government circles whom I do not know personally and who do not hold the work done at Huguenot College in great esteem. I can justifiably claim that I have become the “face of Huguenot College” in these circles.

 

I am regularly invited to advise Provincial Directors of Social Services on matters and I was invited by the office of the State President as a member of a small group of experts to formulate the job description of community developers with the view to registration with the Professional Council.

 

There is regular liaison with the South African Council for Social Service Professions and I am regularly invited to give advice on matters regarding points for professional development (CPDs), Community Development, Social Auxiliary Work and other occupationally related matters.

 

I have proven experience and a success record in liaising with donors, also proved by the fact that I succeeded in converting the community service arm of the College into a lucrative business which currently forms a substantial third source of revenue. The success thereof lies, among others, in the high quality of the offering, because to me it is very important that the products of the College are of such a high standard that they are easily “sold” and that donors not only reap economic benefits but also gain prestige through their association with the College.