There are dedicated, qualified and fairly experienced academic staff members at senior lecturer level, associate professor level, and professor level, responsible for each subject area at undergraduate level. They are required to provide academic leadership, including supervision and ownership of the design, delivery, evaluation, assessment and improvement of teaching and learning activities. In addition to these subject leaders, each course is managed by a dedicated course co-ordinator. Since September 2009 there has been a vertical and horizontal articulation of course contents within SoA. However, subject meetings need to be formally minuted and the horizontal articulation needs to be improved.
Mr J Moloto Executive Director Human Resources Statement on compliance with Labour Relations Act The University of Limpopo, in recognition of the importance of Human Resources as the most vital asset of the organisation, strictly complies with the Labour Relations Act, no 66 of 1995; BCE Act, no 77 of 1997; Employment Equity Act, no 55 of 1996; Skills Development Act, no 97 of 1998; Unemployment Insurance Act, 4 of 2002, and all other labour legislations of the Republic of South Africa.
The administrative structure required a Director of School and two Heads of Department. On the other hand, the academic structure required the Director of School with four Subject Leaders. From January 2010, two Acting HoDs were appointed, who also serve as subject leaders for Accounting and Financial Management respectively, with additional two subject leaders for Auditing and Taxation. It was extremely difficult to implement a turn-around strategy towards the SAICA accreditation process, which has been ongoing since 2004, and at the same time to develop a new School while dealing with staff members who were unwilling to sacrifice time for the course.
SAICA ACCREDITATION SELF-EVALUATION REPORT 2011
Self-Evaluation by Nedbank Chair in Accountancy & Director of School (3.1.2): When I assumed the position of Nedbank Chair in Accountancy in July 2009 at the University of Limpopo, with the task of developing and implementing a turn-around strategy towards SAICA accreditation, one of the immediate priorities was to establish a sustainable management structure that did not exist at the time. The need for subject leaders for academic leadership was desired. At this same time there was a process of upgrading the DAA into a full school following the new academic structure to be implemented January 2010. Since the name of the old department was Accounting and Auditing it was proposed by consultants, even before I arrived at UL, to have two departments of Accounting and Auditing respectively. The approved departments did not support the plan to develop academic leadership and resulted in an administrative and an academic structure implemented January 2010.
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