GUIDELINES FOR LECTURING STAFF AT THE CENTRAL UNIVERSITY OF TECHNOLOGY, FREE STATE

GUIDELINES FOR LECTURING STAFF AT THE CENTRAL UNIVERSITY OF TECHNOLOGY, FREE STATE (CUT) Compiled by Dr BC van Der Merwe Acting Dean Academic Development & Edited by Dr KJ De Beer Director Academic Support and Research & Mr J Badenhorst Director E-Learning 2009-01-012 UNIT FOR ACADEMIC DEVELOPMENT TABLE OF CONTENTS Page 1. PREFACE 3 2. INTRODUCTION 5 3. UNIT FOR ACADEMIC DEVELOPMENT 3.1 Centre for Teaching and Learning 3.2 Centre for E-Learning and Educational Technology 3.3 Curriculum Development 3.4 Academic Support and Research 4. ACADEMIC ADMINISTRATION ????? 9 5. CODE OF CONDUCT FOR ACADEMIC PERSONNEL 5.2 Equal Opportunities 5.3 Professional Integrity 5.4 Promptness and Punctuality 5.5 Respect for Life 5.6 Professional Development 5.7 Open Communication. 6 STRUCTURES FOR ACADEMIC SUPPORT 6.1 Human Resources 6.2 Library and Information Centre 6.2.1 Instruction 6.2.2 Research 6.2.3 General 7. WORK INTEGRATED LEARNING (WIL) 8. CENTRE FOR STUDENT COUNSELING 9. ASSESSMENT SECTION 10. RESEARCH AND DEVELOPMENT Infrastructure 11. COMMUNITY SERVICE Science Park 12. TECHNOLOGICAL ADMINISTRATIVE AND OTHER FORMS OF SUPORT Integrated Technology Centre Computer Services Telephone and Facsimile Machines 13. PHOTOCOPYI(NG SERVICES 14. POSTAL SERVICES 15. MAINTANANCE 16. STRUCTURES FOR ACADEMIC DEVELOPMENT 16.1 Centre for Organizational Development 17. ACADEMIC ADMINISTRATION AND DEVELOPMENT 18. INTERNATYIONAL OFFICE 19. ACADEMIC ACCOUNTABILITY 19.1 Institutional Research Section 20. QUALITY MANAGEMENT SECTION 21. CORPORATE RELATIONS 22. PUBLICATIONS 23. OCCUPATIONAL HEALTH AND SECURITY 23.1 Protection Services Section 24. NUTESA AND NEHAWU 25 GLOSSARY APPENDIX A MANUAL FOR CONTRACT LECTURERS APPENDIX B CONDITIONS OF SERVICE FOR STAFF APPENDIX C INFORMATION FOR PART TIME LECTURERS AT THE KIMBERLEY REGIONAL LEARNING CENTRE 1. PREFACE Since Academic Plan (37) two focus areas for the Central University of Technology, Free State (CUT) were identified and implemented, namely; technology, and development. Various structures for academic support and development have been established regarding these two focus areas over the past few years. The purpose of this was to enable our academics to perform their key tasks of instruction, research and community service as efficiently as possible and to develop to their full potential. The development must take place within a competitive international environment that changes rapidly and is driven by information technology and an unequalled explosion of knowledge. At the same time quality education and research are of utmost importance for the realisation of our vision of becoming a university of technology of outstanding quality. According to information in a former report of the task team on "size and shape", academic development programmes will in future be funded as category C and D institutions. The emphasis is on development programmes for students, but this also implies programmes for the development of lecturers. This is good news for institutions like the CUT which has decided to focus more on academic development. In the same report the criteria for the grading of institutions are explained. The criteria include: - the mission of the institution; - the nature of the curriculum; - research outputs, including the number of lecturers with doctorates; - the number of students and their distribution across the various fields of tudy; and the qualifications and experience of personnel. (CHE, Size and Shape Task Team, Discussion Document, 7 April 2000, 7-8) From the above criteria it is clear that the outputs of an institution and the quality of ifs personnel will be determining factors for the category in which the institution will be placed. It is clear from the contents of this compilation of guidelines that the CUT is ready for the changing dispensation. It is the first time that the important structures / forms of support and development at our university have been collected in this way. If development actions are going to be funded in future the structures will have to be further extended. Lecturers are kindly requested to make use of the support and development opportunities in order to perform their tasks as effectively as possible and to help us confirm the above criteria. In order to utilize these guidelines maximally it must be read together with the policies and procedures that are listed at the end of each section. PROF MDR RALIBIPI SEMELA DEPUTY VICE CHANCELLOR ACADEMIC 2008-10-31 2. INTRODUCTION The purpose of this compilation of guidelines is to provide all academic personnel with information on - the centers, sections and administrative tools that can support them in the execution of their academic tasks; - the structures that are available for academic development; - the structures and tools that exist to account for academic work and the advertising thereof; and - the ways in which the CUT offers occupational health and safety as well as security to its academic personnel. The above four objectives form the main sections of the this document were identified in conjunction with the deans on the basis of the following guidelines: - No duplication with existing documents (policies, procedures, constitutions, information brochures, and forms.); - The guidelines must provide for the practical, everyday needs of lecturers; - It should be brief and concise; and - It must be user friendly. These four guidelines were constantly kept in mind. As the guidelines must also serve as guideline for new lecturers, it begins with a short exposition of the line structures of the academic departments, followed by a code of conduct for academic personnel. Existing staff members are familiar with the details. The rest of the information in the guideline docoment is familiar to some extent. Therefore the function of each support service/section is described briefly, with the focus on the way in which it can assist the lecturer in the performance of his/her duties. For practical purposes the names, telephone numbers and e-mail addresses of the heads of sections are also provided. Lecturers can contact them directly for more information. Information can also be obtained from the policies and procedures that are listed at the end of each entry. Although for practical purposes a distinction is made between the academy and support services, however, they can never be separated. The CUT is one institution with one Chief Executive Oflicer and one personnel corps that Is striving to be a university of outstanding quality. Quality is an interwoven process in which the personnel of both the academic and the support services play a role. An exclusive approach creates the impression that one group can function without the other, or that quality means something for one group and something else for the other group. This is not acceptable. This guideline document is presented to academic personnel members under this last-mentioned condition. It is meant for academics and does not overlap with other manuals like the manuals for student administration, financial administration, organisational administration, (although sporadic references to these manuals may occur). This document is compiled in such a way that it can easily be amended and updated annually. Colleagues are kindly requested to forward any ideas for the improvement of this compilation of guidelines to kbeer@cut.ac.za or contact Dr BC Van der Merwe at tel 051 507 3444 personnel in (he faculty, and they consider mailers like proposals for new instructional programmes/qualifications, new courses and the amendment of existing curricula. Students also have a seal on the faculty boards. Each department has a programme head, responsible for the academic and administrative activities in the specific department. The main function of a department is to protect a specific discipline. The head of department is directly answerable to the dean concerning the execution of his/her duties. Academics perform their duties or instruction, research and supplementary community service within the departments, A draft code of conduct for academic personnel is included in this compilation of guidelines as Chapter 4. 3. UNIT FOR ACADEMIC DEVELOPMENT Office of the Dean The increasing complex higher education environment, the impact of technology on learning, a diverse student population and policy imperatives are forcing universities more than ever to invest in academic development services. Gone are the days where lecturers could only focus on their disciplines. Knowledge of technology, curricula, learning facilitation, student learning, quality assurance, etc. demand from academic and lecturers to be multi skilled. Dr Ben van der Merwe is leading the Unit for Academic Development. Primary services rendered here are the professional development of academics for whom development opportunities are created regarding an array of learning and teaching priorities. The Library and Information Centre is attached to the unit and plays a major role in the development of information literacy. The division Curriculum Development is at the heart of CUTs programme planning where programmes are developed and implemented in an innovative way. True to the nature of a university of technology is the development of learning methods and delivery modes that utilize technology infrastructures. The Centre for E-Learning and Education Technology empowers lecturers to combine e-learning and outcomes-based education to ensure a holistic approach in teaching and learning at CUT. The Centre for Teaching and Learning takes care of the professional development of all academic staff. To achieve this both informal workshops and formal courses provided. The learner centre at Kimberley is also supported through the Division of Dr Kallie de Beer. http://www.cut.ac.za 3.1 Centre for Teaching and Learning Personnel evaluation - as concerns academic personnel - falls under the Centre for Teaching and Learning. Personnel evaluation is the annual process, through which a personnel member and his/her immediate head discuss his/her job description and performance, set goats and determine development needs. This ensures that reporting on academics' performance occurs on a continuous basis, measured against certain levels of performance. During the year the Centre presents seminars and workshops to promote the development of lecturers. This training includes the faollowing: - orientation of new academic personnel: - the use of the latest available technology for educational purposes; - the development of new learning progiammes: - the evaluation of teaching in the classroom: - the training of tutors/lecturers' assistants; - managerial development; - computer training; and - the promotion of the equity programme. The Centre also renders service to departments, e.g. seminars for heads of departments, the facilitation of workshops on academic affairs and the compilation of task sheets. With regard to student learning, the Centre helps lecturers to stay informed with regard to the latest teaching and learning methods. An important task of the Cenlre is for present workshops on the Implementation of the new educational model in the Academic Plan. Everything that facilitates the learning process for students and supports the paradigm shift from teaching to learning falls under the Centre. The Director of the Centre is Dr BC van der Merwe. He can be contacted at telephone X 336? or via e-mail btfdmerwe@cut.ac.za. Policies and procedures 513.10 Policy on the training of employees 501.22.2 Policy on the job evaluation system at the TFS 50) .29.] Policy on performance management 501.35 Policy on orientation, training and development 501.42 Policy on recruitment 504.13 Policy on counseling interviews with regard lo misconduct e-Learning Educ Technology 3.2 Centre for e-Learning and Educational Technology (CeLET) Johan Badenhorst The Centre, established in 2001, promotes and supports the use of electronic and other educational technology in learning and teaching at the Central University of Technology, Free State. One of the goals of the Central University of Technology, Free State (CUT) is to promote student access through all our activities, in particular by using information technology to enhance the learning environment available to students. The efforts of the CeLET therefore focus on the empowerment of lecturers and learners and the enhancement of learning content through educational technologies. The main campus is the focus area for delivering content by electronic means (blended learning programme delivery). Lecturers are encouraged to use electronic delivery means in the mainstream curriculum and to support this with e-learning. Contact time in face-to-face classes can be diminished so that parts of the course are presented electronically. Lecturers receive thorough training by means of introductory and advanced modules in the design and implementation of e-learning material. Students are also capacitated by means of a helpdesk. Support in training and development and the use of other educational technology is provided. Research projects that address the use of technology in education are also being undertaken. The aim for the end of 2006 is to have a minimum web-based presence for 80% of all courses at the CUT. A minimum web-based presence is described as the availability of a study guide, calendar and at least one interactive utility. The Centre is also responsible for all other educational technologies in the classrooms on campus, such as data projectors, whiteboards, PowerPoint presentations, videoconferencing facilities, etc. < Prev Next > 3.3 Curriculum Development The Division: Curriculum Development operating within the auspices of the Academic Development Unit provides workshops and seminars on fortnightly basis per faculty, as a minimum, to staff on the following issues: • processes and procedures for the design and registration of qualifications and programmes, • debates underlying the adoption of learning-centred approach by CUT to ground all its curriculation and re-curriculation processes, • what is involved in designing a learning-centred programme, • what do modules entail as prescribed by SAQA, DoE and CHE/HEQC, • how does learning facilitation take place within the learning-centred approach, • the nature of learning guides in the context of learning-centred approach as well as • assessment A hands-on approach is operationalised. All these are linked to Service Learning and how programmes, staff and students can reposition themselves and our institution in terms of credibility, relevance and legitimacy through this process that respects communities and recognises other ways of knowing. To optimise access to all, e-learning facilities will in the very near future be engaged to achieve the abovementioned goals. < Prev Next > 3.4 Academic Support and Research Open and Distance E-Learning (ODEL) forms part of the Unit for Academic Development at the Main Campus and falls under the supervision of the Director Academic Support and Research who is responsible for the academic support to the Regional Learning Centre. The Director Academic Support and Research is specifically tasked to do research on Open and Distance E-learning (ODEL) and Open Education Resources (OER). This is a multi faceted action research project which includes papers at conferences of the National Association for Distance and Open Learning of South Africa (NADEOSA), the African Council for Distance Education (ACDE), the South African Association for Co-operative Education(SASCE), the Learning and Teaching Association for South Africa (LTASA) and the South African Association for Research Development in Higher Education (SAARDHE). Dr KJ De Beer is also a research fellow of the United Nations Institute for Training and Research (UNITAR) on Correspondence Training Instruction in Peacekeeping Operations for African militia. He is also a promoter for post graduate candidates in this international field < Prev 4. Academic Administration (????) In order to co-ordinate academic administration, a Chief Director: Academic Administration was recently appointed. He reports to the Registrar as head of Institutional Administration. Some of his most important functions are: - the co-ordinafion of programme development within fhe faculties, and fhe administering of the registration of new instructional programmes/qualifications, and - the co-ordination of faculty administration. The Assessment Centre and the Unit for Academic Development (UAD) fall respectively under the auspices of the Deputy Vice Chancellor Academic and the Registrar 5. CODE OF CONDUCT FOR ACADEMIC PERSONNEL This code of conduct contains basic guidelines for academics in the performance of their duties. 5.1 Equal Opportunities The CUT is committed to providing equal opportunities to all as far as programmes and employment is concerned. This means that the university undertakes to: - Follow a deaf admissions policy; - Ensure that information on programmes and courses is regularly updated and made available: - Arrange for the marketing of programmes at all schools in the region; Apply the Admissions Policy in a fair manner: - Advertise all vacancies for academic personnel in order to appoint the most suitable candidate; - Use merit as the most important criterion; - Appoint personnel members on an impartial basis; - Give advice to unsuccessful candidates. If required; and - Provide conditions of appointment that are favorable for the retaining of good personnel. 5..2 Professional Integrity In order to promote a culture of learning and thereby serve the mission of the university, we as academic personnel members strive towards professional integrity in all we do. This entails that we will: - offer relevant academic programmes; - keep in touch with our field through research and the attendance of national and international professional congresses; - regularly update the study material that we make available so as to remain in touch with the most recent developments in our subject field; - use the latest teaching methods in the conveyance of our knowledge; - remain informed on the most recent methods of assessment; - help students who work hard but have difficulty studying to make a success of their studies; - inspire students in such a way that they will develop to their full potential; - guide students to commit themselves to professional development and lifelong learning; and - maximally optimise the academic support and development; services offered by our university in order to perform our task as effectively as possible. 5.3 Promptness and Punctuality As part of the quality service that we render, we undertake to - present scheduled classes punctually; - be available to students during scheduled consulting hours; - conduct formative and summative assessments answer sheets in the minimum period of time, and to make the results available as soon as possible; - limit mistakes in the assessment process to the minimum; - carefully assess dissertations and theses and return these to candidates within the agreed-upon time schedule; and - answer questions and complete and return information documents from central administration before the stipulated deadlines. In step with the first two principles of the code of ethics of the CUT, we will: - be fair in the compilation of formative and summative assessment papers; - conduct formative and summative assessments tests and award marks according to a precompiled memorandum; - be available to students who have questions on the evaluation of their work; - give responsible and fair comments on chapters of dissertations and theses that are handed in for supervision purposes; and - report all forms of dishonesty (including plagiarism and copying from other students) so that further steps may be taken. 5.4 Respect for life As employees of an institution who underwrite Christian values, we undertake in our instruction and research work (where applicable) to - honour all forms of life as created by God; conduct experiments on animals only when we are able to render proof of our competence and experience in this particular field; - ensure that students conduct such experiments only under our leadership and supervision; - subject ourselves to disciplinary action should we transgress the above guidelines; and - respect diversity in all its forms. 5.5 Professional Development As students amongst students we undertake to: - constantly seek to improve our formal qualifications in order to attain the highest goals; - utilise all personnel development opportunities offered by the university that are relevant lo our professional development; - familiarise ourselves with the criteria for promotion at the CUT; - utilise the personnel evaluation system in order to identify shortcomings in our academic work; and - limit the identified shortcomings by following development programmes. 5.6 Open Communication The CUT strives towards the sharing of detailed and accurate information with internal and external role players. As we work mainly with students, we will improve the communication process by - creating opportunities where students can comment on programmes and modules that are offered; - ensuring that such comments are taken seriously and (if justified) are utilised to improve the quality of our offerings; - regularly having our work evaluated by students on an anonymous basis; - keeping students informed of new (internal and external] regulations that might influence their studies; and - establishing a relationship of such trust with our students that they will feel at liberty to discuss their academic and other problems with us. 6. STRUCTURES FOR ADMINISTRATIVE SUPPORT 6.1. Human Resources At a time when higher education institutions world wide are under financial pressure it is necessary for the CUT to have a personal power plan in place according to which personnel can be appointed as fairly and cost-effectively as possible per academic/administrative deparlment and per post category. The design and maintenance of such a plan is the main task of the Human Resources Department. Furthermore our university is committed to a policy of equal opportunities for all, and any form of discrimination on the basis of race, gender, marital status, age, religion or disability is thus avoided. The CUT with the assistance of the Human Resources Department, strive to: - appoint personnel on a just basis; - use merit as the most important criterion; - encourage personnel to reach their full potential; and - offer conditions of appointment that promote the retaining of personnel. In order to emphasise the university’s commitment to equal opportunities, it was decided that each faculty's academic department should have an "Equal Opportunities and Affirmative Action Plan" in place, which should indicate whether or not women and disadvantaged groups are being fully represented in their staff body. For this purpose decision-makers must be aware of how many women and persons from disadvantaged groups have received doctoral and other degrees. Before an appointment is made or a person is promoted, the Senior Director; Human Resources must ensure that an analysis has been performed, and he must then report to the Executive Management in this regard. Should approval be granted for the filling of a vacant post, the post will be advertised and persons will be invited for interviews. It is the policy of the university to invite the most competitive applicants and to appoint the best person (without discrimination). In the case of lecturers' posts an applicant may be requested to give a lecture, which will be videotaped. Should the person be appointed, the shortcomings in his/her presentation of (he lecture should be followed up during his/her probationary period. In terms of the Basic Conditions of Employment Act (No. 75 of 1997) an employer may expect of an employee to work overtime under certain conditions. However, the overtime may not exceed 3 hours per day or 10 hours per week. The head of department who expects personnel to work overtime must submit a motivated request in this regard to the relevant vice-rector at least three days before the overtime work is to be performed. Employees above post level 5 are regarded as senior management personnel and are excluded from these conditions. It is the policy of the CUT to allow employees to work flexitime should the nature of their work require this. Such arrangements must be made with the dean or the head of department, and the employee must at all times be able to report on how he/she is using his/her flexitime. Our university acknowledges the right of any person to terminate his/her services at any time. However, it must occur in accordance with the person's service contract and the Basic Conditions of Employment Act. The person must also realise the implications of his/her resignation. In order to ensure this, a certain procedure must be followed in the interests of both the person involved and the CUT. Further details on the above are available from the Senior Director: Human Resources. Dr JG Chadtnha, e-mail address josgc@cut.ac.za and telephone X3336. Policies and Procedures 501.1 Policy on funerals 501.2 Policy on the termination of services on grounds of medical disability 501-3 Policy on the Internal transfer of employees 501.4 Policy on an employee assislance programme (EAP) 5Q1..5.J Policy on sexual harassment 501.6.1 Policy on the maintenance and use of employee files 501.7 Policy on problem solving 501.6 Policy on nepotism 501.9 Policy on attendance and work schedules 501.10.1 Policy on HIV and AIDS sufferers 501.11 Policy on attendance of lectures during official working hours 501.12 Application for the extension of services after retirement 501.13 Policy on exemption from the payment of tuition fees 501.14T| Policy on harassment 501.15.1 Policy on overtime for employees 501.16-1 Policy on chronic diseases 501.17.1 Policy and Procedure with regard to acting in the place of absent employees at the CUT 501 ■ 19 Policy for staff and students with disabilities [Amended ■ refer to 501.19.1} 501.20.1 CUT’s Grievance Procedure 501.24 Policy on employment reference 501.25 Policy on absenteeism 501.27 Policy on dealing with employee issues 501.29.1 Policy on the provision of skeleton slaff during holidays 501.31 Poficy on prestige awards for support staff 501.32.) Policy on fixed-term employees 501.33 Policy on changes to working hours, days and shifts 501.34 Policy on meal and rest periods 501.37 Policy on pre-employment and post-employment medical examinations 501.38 Policy on background checks of prospective employees 501.39 Policy on the composition of interview panels 501.40 Policy on employment interviews 501.4) Policy on internal and external advertisements 5Q],43 Policy on employment benefits 501.44 Policy on temporary employees from other higher education institutions 50)^45 Policy on part-time employees 501.46 Policy on flexitime 501.47 Policy on resignation 501.48 Policy on smoking 501.49 Policy on contagious diseases 501.5.0 Policy on the termination of services of an employee for a specific reason 503,21 Policy and Procedure with regard to the registration of sludents for experiential learning Drafl 6.2 Library and Information Centre (LIC) The support that the LIC can render to academic personnel members can be divided into two areas: 6.2.1 Instruction The LIC is closely involved in instruction and learning for the support of learning. It is especially the new instructional strategies and methodologies that, amongst others, include computer-based and source-based learning that extends the role of the LIC. Various aspects that are covered include: • the transfer of Information skills that will lead to information literacy: ■ Involvement in the preparation of learning material; • the Library's support of learning outcomes as an extension of the classroom: and • the application of the technology for learning and instruction, especially in support of open and e-learning. The personnel members of the LIC are practically involved as follows: • Participation in the compilation of programmes; • Participation in the choice of sources and the format of sources in support of programmes. The sources can already be in stock or can be purchased on recommendation; • Offering of periods for training in sources and the use thereof for specific programmes; • Information literacy as integral part of learning programmes; • Continuous interaction between academics and the personnel of the LIC with regard to the support of programme outcomes; • Provision of physical facilities, access to sources and other equipment in as far as it is the role of the LIC.; Support with regard to the execution of the Copyright Act; and • Training of personnel with regard to the use of information sources and systems. 6..2.2 Research Support of research takes place in two fields: • Support of research in preparation of programme material; and • Support of research for studies and contract research. This aspect is described in detail in the Research Manual. The LIC supports academics in the finding of information in preparation of programme material. Information officers are available lo provide assistance in this regard. Following a needs analysis various systems will be consulted and searches wilt be done to find Information in the most applicable format. Information that is not locally available can be obtained through document delivery services, sometimes at a cost to the department. 6..2..3 General Physical access to the LIC is obtained through the use of personnel cards. Access to the catalogue of the LiC, Techwiz, can be obtained via the Internet, and it is also accessible via the CUT’s web. 7. WORK INTEGRATED LEARNING Co-operative Education or Work Integrated Learning (WIL) constitutes an integral part of many CUT courses and the utilisation thereof is increasing steadily. This is a world¬wide tendency and is seen as an integral subdivision of the philosophy of career education. Candidates for WIL, or experiential learning are given positions countrywide and even abroad, while most courses on campus make provision for this form of training. This differentiates universities of technology from universities and offers a competitive advantage that must be retained and developed at all costs. The advantages of experiential learning have been known for some time and are applicable to the student and his/her development, the image of the institution and the effective functioning of trade and industry. Our Work Force Development has been tasked with the management and control of this type of training. As such it acts as link between industry, our university and the experiential learners. Parents rightfully see experiential learning as an important aid to ensure the employment of their children. Ultimately, liaison with outside institutions is also an effective marketing mechanism. The Senior Director of the Work Force Development centre, Ms Gertrude Bohloko, is recognised both nationally and internationally as being an authority on the subject. Her colleagues, Mr Henry Jacobs hjacobs@cut.ac.za or telephone X 3352 and Mr Benny Mokoma, 051 5073911 could be contacted in this respect. It is the ideal that as many academic programmes as possible - if not all - should include an experiential learning component, and colleagues are encouraged to contact the above colleagues in this regard. The Work Force Development centre also facilitates accredited short courses re: - Short courses that are presented at a high academic level to experts from the industry. Due to the limited scope of high-level expertise in the region, this type of course will undoubtedly be offered on a limited scale; - Introductory courses for newcomers to an undertaking/industry. This has greater viability than the first category and is a potential source of income to the university; - Sponsored community projects that can be managed by the faculties or the CUT. In this way the CUT can become visibly involved with the community. Colleagues interested in these types of courses can contact Ms Gertrude Bohloko at 051 5073911. 8. CENTRE FOR STUDENT COUNSELING The Centre for Counseling provides psychological and academic support services to students both at the main and Welkom campuses and the Kimberley Regional Learning Centre. For purposes of these compiled guidelines it is only important for lecturers to know for which reasons and to whom they can refer students with study-related and personal problems. The following advice and services are rendered free of charge on a confidential basis: - Psychological support, that is. assistance to students experiencing personality and emotional problems; - Advice on the selection and admission of students; - Assistance with basic adjustment at the CUT; - Study guidance; - Counselling with regard to change of course; - Reading development; - Preparation for entry to the labour market; - Academic Literacy Programmes; and - Guidance with regard lo communication, leadership and organisational skills. The Senior Director of the Centre is Dr JJ Human [telephone X 3154, e-mail jjhuman@cut.ac.za). Policies and Procedures 503.1Q.1A Admission Policy for the year 2008 $O3.10.)B Admission Procedure for the year 2008 $J 1,1 policy on assault, rape and related offences 9. ASSESSMENT SECTION The support offered by the Assessment Section involves, inter alia. - all arrangements pertaining to the writing of module evaluations; - All arrangements pertaining to the graduation ceremonies; - feedback, verification and publication of all evaluation statistics; - updating and publication of all evaluation statistics; - all administration regarding postgraduate students; - subject exemption and recognition; - control regarding question papers and memoranda per subject; - control and maintenance of experiential learning records; - control regarding the identification of diplomates and graduates; - approval for the remuneration of examiners and moderators; - liaison with other tertiary institutions to gather information on examination administration; and - liaison with deans and heads of departments to sustain and develop the support offered by the Section. The Section is also responsible for the administration surrounding the appointment of assessors and moderators. The Head of the Assessment Section is Mrs A van Rooyen (telephone X 3037 or e-mail avrooy@tcut.ac.za). Policies and Procedures 407.2 Student rules regarding academic evaluation 50,3.22 Policy and Procedure regarding the granting of extra time and other concessions during officially scheduled tests and examinations of the CUT Policy and Procedure regarding subject recognition of prior learning (RPL) experience, qualifying for the issuing of a qualification, and recognition of qualifications of South African as well as foreign students 5QA l.l Policy and Procedure with regard lo the typing and formal of test and assessment papers 507.2 Policy and Procedure on the administering of test papers as well as lest and examination books 505.18 Policy on the lodging of an appeal against a mark allocated during an evaluation Evaluation Policy and Procedure Manual 10. RESEARCH AND DEVELOPMENT 10. 1 Infrastructure All academic personnel at our university are expected to conduct research and to publish their results. Personnel must remain familiar with the committees that have been established to assist them in this task, and also with the research policies and procedures that are in place. The Central Research Committee (CRC) is a standing committee of the Senate, responsible for the institution's policy on research and research-related matters, as well as the management and administration thereof. The Research Office supports the Committee in the execution of this function. The main task of both structures is to support academic personnel in their attempts to secure funding or other support from outside in order to supplement the limited funds available within the institution. The Internal research funds are allocated by the CRC on a competitive basis. In order to promote research lecturers and postgraduate students are encouraged to attend professional congresses and deliver papers. Funds for congress attendance are readily available and information in this regard is available from the Research Office. Statutory research institutions (NRF and the MNR. } annually make large sums of money available for the development of research. Lecturers and postgraduate students are encouraged to apply for these funds using the correct channels. Particulars (including deadlines] are also available at the Research Office. The CUT also has the following infra structure in place to promote Research: - Each of the three faculties has a research committee, which co¬-ordinates research and the planning thereof within a faculty context and also monitors the quality thereof; - A well-established NRF / CUT development programme is in place, which consists of seven research development fields, each with a number of running projects in which personnel and students are involved. Team research is becoming increasingly important at the CUT, especially in the faculties of Engineering and Health & Environmental Sciences; - A Postgraduate Student Association has been established; and - CUT bursaries, especially in view of the recruitment of female and black students, are administered by the CRC. Questionnaires used in the research process must be sanctioned by the relevant study super visor/ promoter to ensure that they comply with the purpose. Each questionnaire sent out under the name of the CUT must be approved by the Faculty Research Committee and be forwarded to the Central Research Committee for notification and filing. The purpose of this is to prevent duplication. The importance of research in the establishment of a university of technology of stature cannot be over emphasised. Subsequently staff are invited to contact the Dean: Research Development, Prof LOK Lategan at 051 5073911. Policies and Procedures 502.3.3 Policy on overseas travel 502.2Z Policy and Procedure with regard to Research Committee study bursaries 11. COMMUNITY SERVICE 11..1 Science Park The Science Park was established in 1999 with the aim of increasing the work output of clients by offering easy access to the skills and technology of the CUT. The Park acts as catalyst for innovation by partnerships between businesses/industry and the CUT, and also facilitates innovation amongst businesses. Academic support is given to innovators who wish to develop new products and processes, while modern equipment is made available to innovators at reduced prices- The Park also acts as facilitator for existing funding initiatives of, for example, the Department of Trade and Industry and the Department of Art, Culture, Science and Technology (e.g. the Innovation Fund). The main aim is to present entrepreneurs and investors with the opportunity to launch their products and processes without taking major capital risks. Participation in the activities of the Science Park means that many new ideas/processes and products can be generated under the guidance of academic personnel, with important extension possibilities for our university. The Science Park can be contacted at telephone 051 507 3911X 3070. 12. TECHNOLOGICAL, ADMINISTRATIVE ANB OTHER FORMS OF SUPPORT 12..1 Integrated Technology Centre The Integrated Technology Centre is furthermore responsible for the provision of selective access to the CUT’s network and computer sources so as to enforce control and ensure security. It is the policy of the CUT that access should be granted individually. Information on the existing facilities and the utilisation thereof is available from the Senior Director: Integrated Technology Centre (telephone X 3010, ore-mail dana@tcut.ac.za). Policies and Procedures 510.1.1 Policy on the use of e-mail 510.2 Policy on the disclosure of information 5,1 Q.3 Policy on the registration of users for network access 12.2 Computer Services The Computer Services Section falls under the Integrated Technology Centre. The duties of this Section involve far more than the repair of computers or the maintenance and provision of software. Services include: - Research on the latest and most useful hardware and software for the CUT; - Advice to users on technical aspects and budgeting issues; - Responsibility for maintenance contracts for hardware and software; - Maintenance of all personal computers on campus; - Preparation of and recommendations on tenders for hardware and software; and - Upgrading of existing and/or installation of new personal computers. It is the policy of the CUT that all academic personnel should be provided with the necessary computer equipment to enable them to perform their tasks efficiently. For colleagues undertaking overseas trips, laptop computers are made available from a centra! pool. Computer errors and defects can be reported to Computer Services, telephone X 3051. Policies and Procedures 510.4 Policy on the allocation ol computers 51Q.5 Policy on the booking and use of laptop computers from the laptop pool 12.3 Telephones and Facsimile Machines Applications for (the installation of telephones should be directed to the Senior Director: Integrated Technology Centre and must be accompanied by a valid motivation on the correct form, as determined by the Policy on the allocation of telephones, Personnel members have to pay for all their own private calls. Private calls must be marked as such on the account that is sent to all personnel at the end of each month. Following (except of the printout, within the period as indicated by the Policy the total amount must be paid to the cashier on the ground floor of the Main Building. The printout, together with the receipt, must then be returned to the switchboard operator. Failure to do so will result in the locking of the telephone pin code without further notice. Personnel must pay (or all private faxes and calls at General Enquiries, within the period as indicated in the relevant policy. Cellular telephones are provided to certain persons, who are expected to be on duty 24 hours per day. Colleagues who have to perform certain tasks outside the Bloemfontein area may make use of cellular phones from the cellular phone pool at ICOMTECH. Such cellular phones are also available to lecturers/students conducting fieldwork. Since (he policy of the CUT Is that all telephone and cellular phone calls should be answered as quickly as possible, a Voice Mail facility is available to all personnel. Further details on this are available from Mr DJ Kotze {telephone X 3010 or e-mail dana@cut..ac.za). Every year an internal telephone guide is made available to all personnel. The responsible person is Ms H Du Toit 051 5073911. Policies and Procedures M2.6.1 Policy on the allocation of cellular phones 502,11 Policy on the use of telephones and facsimile machines 510.6 Policy on Ihe allocation of telephones 510.7 Policy and procedure with regard to the answering of Voice Mall messages 13. PHOTOCOPYING SERVICES A central photocopying service, situated in the Main Building, is available lo all personnel. Personnel should as tar as possible use this service for al photocopying work. Photocopying machines are available at those faculties and other sections (or urgent and smaller numbers of copies This Section also undertakes lamination of pages up to A3 size. The reproduction of any original work (literature, music, art, film and sound recording is subject to copyright. At the Central Photocopying Service a lecturer must sign that his/her duplication work is being done within the conditions of the Copyright Act. Copyright, in the first and last instance, is vested in the author of the work. Lecturers can obtain permission via the Library and Information Centre to reproduce an author's entire work or a larger portion thereof that is normally allowed by law. The Central Photocopying Services could be contacted at telephone 051 5053911 X 3055. Policies and Procedures 502.15 Policy on the hiring and use of photocopiers and facsimile machines 5Q5.7.1 Policy on copyright 14. POSTAL SERVICES The CUT is dedicated to the cost-effective, orderly and safe handling of postal articles - internally as well as between the Main Post Office and the campus Postal Section. Internally, the postal messengers cover seven routes twice per day, at the following times: Main Building: 10:00 and 14:00 Other buildings and faculties: 08:30 and 13:30 In this manner a fast and satisfactory postal service is ensured on campus. Postal articles that are collected from the Main Post Office are brought to the CUT by means of locked mail bag every weekday morning at 08:00. The Senior Postal Officer or his appointee in the presence of two or more messengers then unlocks the private mail bag. The contents are sorted and delivered to the various destinations on campus, together with the internal postal articles. The Postal Section opens no postal articles. The Senior Postal Officer could be contacted at telephone 051 507 3911 X 3376. Policies and Procedures 505.14 Policy and Procedure with regard to the rendering of postal services at the CUT. 15. MAINTANANCE Projects and Maintenance is responsible for the planning and construction of new buildings and structures, the maintenance and upgrading of existing buildings, the provision of services such as drains, water and electricity networks, loads, information signs, as well as cleaning services and the maintenance of gardens and sports fields-Applications for office space and the adaptation and installation of buildings/equipment must be dealt with in accordance with the approved policy and procedure. Enquiries can be directed to the Director: Projects and Maintenance (telephone X 3558 or e-mail dvandyk@cut.ac.za). Covered parking is allocated in accordance with the approved policy and procedure. Enquiries can be directed to the Senior Administrative Officer: Maintenance at telephone X 3557 or e-mail ehugo@cut.ac.za. Essential maintenance can be reported telephonically or via e-mail during office hours to the Senior Administrative Officer: Maintenance, Ms E Hugo (X 3557 or ehugo@tofs.ac.za). In the case of emergencies only. Maintenance may be contacted after hours at the Control Room of Protection Services at telephone X 3230 or telephone X 5555. A contact person for Projects and Maintenance will then be notified of the emergency. The issuing of keys to personnel and the administering thereof is dealt with in accordance with the approved policy and procedure. A letter of motivation must accompany all applications for the issuing of keys from the head of department. Enquiries can be directed to Ms S du Toit at telephone X 3559 or e-mail slombard@tcut.ac.za. All emergency and danger situations must always be reported directly to the Control Room of Protection Services at telephone X 3230 of X 5555. Policies and Procedures 504.2.1 Appointment of consultants (advisors] on a contractual basis 5043 Policy on the enforcement of penalty clauses in building contracts 508,3 Keys and access control at the Main Building of TFS 508.6.1 Key control policy 508.14 Policy on air-conditioning Draft Servicing of air-conditioners 590,1l Policy on the naming of facilities and grounds 590.14 Policy and Procedure for the allocation of parking spaces at the TFS 590.15 Policy on the issuing and approval of variation orders to building projects 590.16 Policy on the installation of equipment in TFS buildings 590.17 Policy on the utilisation of support appropriations for the alteration o( buildings and building contract 16. STRUCTURES FOR ACADEMIC DEVELOPMENT 16.1Centre for Organisational Development The basic function of the Centre is to orientate staff members who have been appointed to positions and to care for the psychosocial welfare of all employees. If personnel have not been correctly employed or if they experience adjustment problems, it is the task of the Centre to assist them in this regard. In this way the Centre renders a valuable service to academics. During their first year at the CUT, various interviews are conducted with newly appointed staff, inter alia on: - their ability to practice correct time management; - their ability to compile reports; - their ability to make maximum use of computer technology; and - their interaction within the department/sect Ion where they are appointed. In the case of shortcomings that are identified, it is the task of the Centre to address these or to ensure that they are addressed. In order to increase productivity and general development, the CUT provides psychosocial counseling and therapeutic services to employees by means of the Employee Assistance Programme. The Programme is the responsibility of the Senior Director of the Centre for Organisational Development. He is Dr Jos Chadinha and could be contacted at 051 507 3911. Policies and procedures Employee Assistance Progamme (EAP) 17. Academic Administration and Development The development and offering of programmes ore central in the SMP |pp. 23 - 24) as well as the Academic Plan (pp. 37 - 38). This is in step with policy documents like the NCHE (p. 79), which recommends that higher education institutions should address the needs of a growing economy by offering relevant and effective educational programmes. The main function of the Academic Administration and Development Section is to guide academic staff members in the process of programme planning. The CUT is in this case again in step with other universities and universities of technology, which have specifically singled out a person for this purpose. The functions include the following: - monitoring and co-ordination of all programme planning and development in faculties; - control over all submissions of qualifications for registration with SAQA; - consultations, as requested by programme planners, departments and individuals; - official liaison between the CUT and SAQA with regard to the provision of information on the new registration process for programmes, guidelines tor the preparation and evaluation thereof, as well as fhe formats for the submissions and the deadlines; and - research on higher education in general, and specifically the implementation of the NQF/ SAQA standards. Work sessions and seminars to familiarise academic personnel with programme planning and development form part of the activities of the DVC Academic. The Centre is also responsible for the presentation of work sessions for the implementation of certain proposals in the Academic Plan (for instance the establishment of a new educational model). The Academic Administration Section is further responsible for: - Ihe issuing of certificates, diplomas and degrees, after the necessary controls by the StudenI Administration and Examination Sections: - the processing of applications for the recognition of subjects; - the overhead co ordination of faculty administrations; and - liaison with faculty officers and other members of the academic support staff. Information on the above can be obtained from Dr BC Van der Merwe at telephone X 3444. Policies and procedures Draft Policy and procedure with regard to the phasing out, implementation and revision of instructional programmes Draft Policy and procedure on subject recognition, recognition of previous learning experience, qualification for the issuing of a qualification for local as well as foreign studies 5Q5.11 Policy on academic enquiries 505.16 Policy and procedure with regard to the administration of results al the CUT 505.17 Policy and procedure with regard to the awarding of certificates/diplomas/degrees 18. INTERNATIONAL OFFICE International contact is oF critical importance in the development of any academic. There are various ways in which the CUT facilitates development in this field. To date the CUT has signed formal co-operative agreements with various foreign academic institutions, and a number of additional agreements are possible. Contact has also been made with higher education institutions in more than 40 countries. This extended action is necessary to realise our vision of becoming a technological university and of being competitive internationally. Co¬operation with overseas institutions mainly entails the exchange of students, mutual visits by staff and researchers, as well as limited research projects, which are undertaken by personnel and postgraduate students of both institutions. The Office for International Liaison renders a comprehensive service to academic personnel and other personnel who wish to visit overseas institutions. The service includes: - the booking of travel tickets; - the making of accommodation arrangements; - the obtaining of visas and other necessary documents; - the making of appointments; - the compilation of a travel plan; and - the provision of information on the countries and places to be visited. The service provided is comprehensive and professional. Any overseas visit funded by the CUT should only be undertaken in the interest of the institution. Subsequently any application for on overseas visit should include, inter alia, the following information: - the purpose of the visit; - the benefits for the CUT; - the necessity of the visit (in other words, could the information not possibly be gathered in SA or through correspondence?); - the status of the conference: - a complete travel plan: and - an exposition of the costs. Within 21 days after the visit a report should be submitted lo the Central Research Committee, the International Office and the Principal / Vice- Chancellor. The Director of the Office is Dr Dawn Van Gensen She could be contacted at telephone X 3554 Policies and procedures 502.3.3 Policy on overseas travel 5Q2.5 Request for an advance for travel and claim farms 19. ACADEMIC ACCOUNTABILITY Institutional Research Section The functions of the Institutional Research and Quality Management Sections are closely related. The main function of the Institutional Research Section is to integrate the inputs from the entire university community (including the academy) In order to: - exploit relevant and strategic management information; - acquire, analyse and release reliable statistics on student numbers and related information; - serve the clients of the CUT better; and, along the way, - improve their knowledge of who we are and what we do. The activities of the Section are especially focused on - a scientific consultation service for the extension of academic and institutional research; - spreading awareness with regard to the importance of quality assurance for the CUT and therefore also for the country and its economy; - identification of outstanding academic and other achievements in departments; - the identification of shortcomings that should be addressed over the short and long term; - emphasising strategic planning for continuous transformation; - the improvement of client satisfaction; and - the designing of successful strategies for quality improvement. Statutory information is submitted the Department of Education (HEMiS) and to Statistics SA via the Institutional Research Institute. This includes information on the entire academic structure, with outputs, as well as aspects of the human, financial and physical resources. Al! information contributions of the academic personnel, as requested from day to day, is therefore of cardinal importance. Academic personnel who require information on any aspect mentioned above should contact the Senior Director, Dr CA van der Merwe at telephone X 3304 or e-mail at cay@cut.ac.za. The disclosure of information, especially confidential information, is regulated by the relevant policies (partially based on the Disclosure of Information Act). Policies and procedure! 510.2 Policy on the disclosure of information 513.7 Policy on confidential information 20. QUALITY MANAGEMENT SECTION Quality management has always been important to institutions that render some or other kind of service to the community and which receive funding from the state. Over the past few years, higher education institutions especially have became aware of the fact that the receivers of their services have become more sophisticated and that the institutions should account for the Way in which the taxpayers' money is spent. The current government took charge through the appointment of the National Commission on Higher Education, which published its report in 1996. The implication of this and other reports is that autonomous higher education institutions should in future expect external evaluations -something with which universities of technology are not unfamiliar. In order for the CUT to be even better prepared, the Quality Management Section was established. The basic function of this Section is to sharpen the CUT’s academic and administrative quality assurance processes and to ensure these are in step with notional trends and requirements. With regard the academy, the focus is on the assessment of teaching and learning. A large amount of expertise has already been accumulated and Is at the disposal of lecturers. Information in this regard and on quality assurance, as far as the academy is concerned, can be obtained from the Quality Manager at the Institutional Research Institute, at telephone X 3304. Policies and procedures The Total Quality Management Plan, as approved by the CUT Council, is being implemented. 21. CORPORATE RELATIONS The most important function of Corporate Relations is to promote the corporate image of the CUT through advertising, marketing and other methods. The image is important for various reasons. It inter alia determines the influx of students and the funds that private companies and individuals are willing to invest in the institution. Fundraising is a basic function of the section, which manages its own fundraising and supports and advises faculties and departments that wish to raise funds for their own teaching and research programmes. Academic departments that wish to launch such actions should first contact the Marketing Section in order to prevent duplication of actions. The Chief Director and his staff are furthermore responsible for the marketing of the CUT to prospective students. An extensive programme for school liaison is in place for this purpose. Public liaison includes media coverage of important events on campus. Academic personnel are encouraged to keep the section informed with regard to important research, significant publications and other achievements. Information on new programmes and courses should also be conveyed to the section. Colleagues should take note that all media statements issued in the name of the CUT should be made by Corporate Relations. The section is furthermore responsible for organising public lectures to promote the image of the CUT. This section also arranges professorial inaugural addresses. The arrangement of the annual prestige lecture, which is presented by a person of exceptional stature, is also the responsibility of Corporate Relations. The Head of the section is Dr Garth Van Gensen. He can be contacted at telephone 051 5073911 X 3484. Policies and procedures 502.8 Administering ot finances ot seminars/conferences - external persons 5)2.1 Policy on involvement with outside organisations Policy on fundraising efforts by departments or individual staff members Policy and Procedure with regard lo corporate image 512.6 Policy and Procedure with regard to advertisements 512.7 Policy on media liaison 512.8 Policy and Procedure with regard to the provision of information to publishers of reference works 512.9 Policy and Procedure with regard to the presentation of piestige lectures 59p-2 Policy on the attending of officiol functions and meetings of the TFS 590.7 Policy on Ihe coat of arm of the TFS 5V0.8 Policy on political activities on the TFS premises 22. PUBLICATIONS The university has two official publications: one for mainly internal news, and one for external purposes. The Mirror is a magazine that is published once per month and it contains interesting news on personnel and their activities. This magazine has popular appeal. Gratia is a glossy publication, aimed at the external reading public. It contains longer articles and is aimed at promoting the image of the CUT (especially amongst donors). It is published twice annually, in July and December. Lecturers ate requested to convey newsworthy information lot any of the two publications to the Senior Publications Officer, Ms Mardie Delport, via e-mail or of telephone X 3482. 23 OCCUPATIONAL HEALTH AND SECURITY 9.1 Protection Services Section Quality academic work can only be performed in an environment that is psychologically and physically safe. Therefore the CUT has several policies and procedures in place to ensure safely. With regard to psychological safety, provision has been made for:  a Code of Ethics for all employees of the CUT;  a policy on sexual harassment:  a procedure for the managing of grievances, and  a prescribed procedure for the solving of problems. The Protection Services Department is mainly responsible for physical safety and control on campus. The Department is on duty 24 hours a day, and members perform crime prevention and investigate complaints. All crime complaints can be reported at the 24-hour control room at telephone number 507 3230. The co-operation of staff enhances the effectiveness of the service rendered, especially through the locking of offices and lecturing venues when unattended. The Protection Services Department is responsible for: - safeguarding the campus, students, personnel and visitors; - crime prevention; - crime investigation; - the reporting of any maintenance problems of which Protection Services is informed, and - loss control. The Director; Protection Services is responsible for the observance of the Occupational Health und Solely Act. The Protection Services Department attends to all aspects concerning the booking of venues. Only the Principal/Vice-Chancellor. the Deputy Vice-Chancellor and the two vice-rectors have keys lo the Main Building. Persons who wish to visit the Main Building after hours should acquire permission from the Protection Services Officer. The Protection Services Department controls access to the Main Building 24 hours a day. The security of laboratories enjoys high priority. Lecturers should take special care and ensure that all laboratories are kept locked at all times and that no personnel members remain in the laboratories. CUT equipment should at all times be used in a safe and proper manner and should be protected. Materials used or produced in laboratories often contain substances that are harmful to man and/or his environment. It is the policy of the CUT to lake a cautious and preventative approach in this regard. The government already has several programmes in place to lessen or eliminate the risks of poisonous gases/substances for humans and the environment, and it is the CUT’s policy to uphold these programmes. This also applies to chemical substances. In general the university acknowledges its obligation to promote safety and security and to take all reasonable precautionary measures to protect the health and safety of its employees and students during the execution of their tasks on campus. The safety and security of persons visiting the campus lawfully is also of high priority. In view of safety and security, personnel and students should at all times carry their personnel and student cards with them when on campus. The Director: Protection Services is Mr DR Krugel (telephone X 313? or e-mail dkruQel@cut.ac.za). Policies and procedures 508-1 Policy on the use, possession and sale of alcoholic beverages 508.2 Policy on drunkenness of employees 508.3 Keys and access control at !he Main Building of the TFS 508-4 Policy on the external hiring of CUT premises 508.5.1 Policy on the internal booking of CUT premises 508-6 Key-control policy [Amended ■ refer to 308.4. IJ 508.7 Environmental policy 508.8.1 Policy on ergonomics 508.9 Policy on reporting and withdrawal of criminal cases 506.10 Policy on toxic-substance management 5O8J1 Policy on chemical storage 508.1? Policy on fleldwork by staff and students 508.13 Policy on the disruption of meetings 508.14 Policy on air-conditioning 508.15 Policy on the handling of blood 5OgJ6 Policy on occupational health and safety 508.17 Policy on dealing with occupational injuries, occupational diseases and death 508.. 18 Policy and Procedure with regard to Identification cards 508.19 Policy and Procedure with regard to the disposal of biohazardous material 24 NUTESA AND NEHAWU The CUT is committed to and acknowledges the right of employees to free association. Organised labour of the CUT has two registered trade unions, of which the National Union of Technikon Employees of South Africa (NUTESA} constitutes the majority trade union. NUTESA represents the bargaining unit for Peromnes post level categories P4 to P13 within the academy and support services. The National Education and Health Workers' Union (NEHAWU) represents the bargaining unit for Peromnes post level categories PU to P17. Both trade unions aim at protecting the interests and rights of members against exploitation as well as any form of frustration on the part of the employer. They render, inter alia, the following services: - Trade unions represent members in grievance procedures and disciplinary hearings. - The trade unions negotiate agreements with regard to conditions of employment, e.g. remuneration, etc. - Trade unions assist in conflict management, as well as the referral of disputes to the formal state dispensation (that is the Commission for Conciliation, Mediation and Arbitration). Trade unions play an important and responsible role in the total spectrum of management and serve on several structures, where they give inputs. Trade unions and management inevitably strive for the harmonising of relations and the creation of a productive climate for the continued existence of the organisation and its members. lhe following new sets of legislation regulate labour affairs: - Basic Condifions of Employment Act - Higher Education Act - Equal Employment Opportunities Act - Labour Relations Act - South Afiican Qualifications Act The above legislation requires strict application. The Unit of Legal Services continually makes the necessary adjustments, whether these be in terms of service conditions or otherwise. This requires a high measure of staff involvement, and co-operation by colleagues in this process is indispensable. The Director: Labour Relations is Mr CC Nel and he can be contacted at telephone X 3064 or via e-mail at chrisnel@tcut.ac.za. Policies and procedures 504,26 Policy on external representation at the CUT union and management negotiations 504.31 Policy on the provision of information to trade unions lor salary negotiation purposes 504.42 Policy and Procedure with regard to negotiations with employee unions 25. GLOSSARY academic plan 3, 24, 43, 44, 45, 46, 47 academic policy 47 action learning 47 adjustment problems 41 appointment (of personnel) 15 cellular phones 35 computer-based learning conditions of employment 15, 16. 60. 61 conflict management SO consultation service 51 contact Instruction 24 contract research 19 co-operative agreements 49 copyrights, 37 covered parking 39 crime prevention 57 deans 5, 7,26 deputy vice-chancellor 7, 58 distance education 18, 23, 24, 47 document delivery services 19 education model 24 entrepreneurs 31 equal opportunities 10, 14, 43 evaluation statistics 26 examiners 26 Bxperientlalleamlng 21.26 F (acuities 8, 23. 24, 29, 37, 38, 45, 54 faculty administration 8, 46 flexitime 15, 17 funding 28, 31,53 fundralsing 54. 56 hemis5l I image 21, 54, 55, 56 inaugural addresses 54 in form a f ion sources 19,20 innovators 31 institutional administration 8 Internet 19,47 J job planning keys 39, 40, 58, 59 I laboratories 53 labour affairs 61 life-long learning 47 M main building 35, 37.38, 58 maintenance problems 57 management Information 51 marketing 10,21,54 media coverage 54 moderators 26 module evaluations 26 N nche 45 network 33, 39 nqf 45 office space 39 overseas (Institutions) 49 overtimed, 16 graduation ceremonies 26 gratia 56 H hardware / software 34 heads of departments 7. 26. 43 personal computers 34 personnel cards 19 personnel evaluation 13, 43 physical (safety] 57 postgraduate student association 39 prestige lecture 54,55 principal / vice-chancellor 4, 7.50, 58 progfomme planning 45 promoter 29 psychological (safely] 57 psychosocial (support] 25.41 public lectures 54 public liaison 54 pin 56 Q quality 6 qualifications 4, 8. 13. 27, 45, 61 I registration (of learning programmes) 8, 45 research office 28 research programmes 54 S soqa 45 school liaison 54 senate 7, 28 smp 32. 45 source-based learninglS, 47 study problems 25 subject recognitions 26, 46 T task sheet 43 leaching and learning methods 43 team research 29 technikon council 7 tefminalion (of service) 16,53 trade unions 60. 61 travel plan 49, 50 tutors 43 V visas 49