91¿´Æ¬Íø

Effective Governance

The Act seeks to establish governing councils that are modelled on the principle of 'co-operative governance' as articulated by the National Commission on Higher Education (NHCE). Co-operative governance acknowledges the existence of competing and complementary interests in regard to university governance, and seeks to be inclusive of those interests in regard to university ... governance, and seeks to be inclusive of those interests. Accordingly, the Act specifies the council shall consist of members drawn from within the institution (namely staff, students, workers and management) in addition to members drawn from outside the institution, who must constitute sixty percent majority. However, the governing council is not a constituency-based body: council members appointed or elected by specified constituencies within the university ... community have no representative status.¹

1 Ncayiyana, D. J., & Hayward, F. M. (1999). Effective governance: A guide for council members of universities and technikons. Centre for Higher Education Transformation.

Institutional Governance

3.34: Councils are the highest decision-making bodies of public institutions. They are responsible for the good order and governance of institutions and for their mission, financial policy, performance, quality and reputation. To sustain public confidence, councils should include a majority of at least 60 per cent of members external to the institution. Councils ought not to be involved in the day-to-day management of institutions as that is the responsibility of their executive management, led by the vice-chancellor, who in turn is accountable to the council.

3.35: The transformation of councils through a participative democratic process involving all relevant and recognised stakeholders is a critical first step in creating strategies for the transformation of institutions. Transformed councils that enjoy the support and respect of all stakeholders will then be able to play an effective role in establishing the necessary policies and structures for the transformation of institutions.

Source: Ncayiyana, D. J., & Hayward, F. M. (1999). Effective governance: A guide for council members of universities and technikons. Centre for Higher Education Transformation.

Conflict of Interest

In terms of the Higher Education Act, Act 101 of 1997, as amended, members of Council have to annually declare any interests held in a company, association, closed corporation or trust.

A member of Council who has a direct financial, personal or other interest in any matter to be discussed at a meeting and which entail or may entail a conflict of interest must, before or during the meeting, declare the interest.

The Council introduced a register in which the annual declaration of interests of each member of the Council, Council committees and all functionaries of the Council, in terms of section 27(7E)(b) of the Act are recorded. A Council member or a member of a committee of Council must before the meeting inform the chairperson of that meeting of an actual or a perceived conflict of interest and recuse themselves should any conflict of interest arise during that meeting.

Council members agree to operate within and support a framework of acceptable principles, values and behaviours as outlined in the Code of Conduct, Responsibilities and Protocols.

Council Committees

Council Executive Committee (ExCo)

The Executive Committee of the 91¿´Æ¬Íø's Council functions as a pivotal governance body, acting on behalf of the Council between its scheduled meetings. It is entrusted with making urgent decisions, overseeing the implementation of Council resolutions, and ensuring continuity in governance processes. By providing strategic oversight and facilitating timely decision-making, the Executive Committee supports the Council in fulfilling its mandate to uphold the university's integrity, financial sustainability, and academic excellence.

Finance Committee of Council (FinCo)

The Finance Committee is responsible directly to Council for all matters pertaining to the financial affairs of the University, apart from audit matters. Although:

1. the approval of the annual estimates of revenue and expenditure;
2. the adoption of the annual accounts of revenue and expenditure and the balance sheet; and
3. the determination of the fees to be paid by students.

are powers/functions which may be exercised by the Council only, Council expects the Finance Committee to address such matters in detail and to make appropriate recommendations to Council.

The Finance Committee receives regular reports from the Administration and the Strategic Planning and Allocation of Resources Committee (SPARC) and receives occasional matters from a number of administrative committees and standing committees of the Council.

Council Audit and Risk Committee (CARC)

The Council Audit and Risk Committee (CARC) is a sub-committee that supports the Council in overseeing audits, financial reporting, internal controls, risk management and compliance at the University. It recommends the appointment of auditors, evaluates internal controls and risk management systems and ensures the integrity of financial reporting. The CARC collaborates with management and auditors, seeks necessary information and can obtain professional advice to uphold transparency, integrity and accountability in the University’s operations.  

Remuneration Committee (RemCo)

The Remuneration Committee's specific terms of reference includes responsibility for the approval of remuneration strategy and policy for the University and to set parameters for the review of executive remuneration including the salary of the Vice-Chancellor and Principal. The Remuneration Committee was established in 2000 and in the interests of corporate governance comprises five external members drawn from the membership of Council, the Finance Committee and Audit Committee and one Senior Management Group representative, and is currently chaired by the Chairperson of the Council. As serving on the Council is a non-remunerated responsibility there is no conflict of interest with the Chairperson of Council chairing the Remuneration Committee.

Communications and Technology Committee (Council ICT)

The Council ICT is a committee responsible for overseeing the strategic direction of information and communication technology (ICT) within the institution, ensuring alignment with business strategies. Its primary functions include monitoring ICT governance, strategic planning and investments, reviewing and recommending ICT policies, managing ICT risks, evaluating innovation projects and advising the Vice-Chancellor and Council on funding for core ICT services. The committee also keeps the Council Finance Committee informed of initiatives with significant financial implications and its meeting reports are addressed in subsequent meetings for review and consideration.

Board of Residences (BoR)

The BoR is a Committee of Council and is authorised to perform activities within the scope of responsibilities set out in this Charter and to make recommendations to Council.

The primary responsibilities of the BoR are:

1. The primary responsibility of the BoR is the overall governance of the University’s residence programmes, reporting to Council when necessary via “matters” documents.
2. The BoR exercises such additional functions, responsibilities and authorities as may be assigned or delegated to it by the Senate and Council from time to time.
3. Where there is an overlap of responsibilities between committees of the Council, the respective Chairs will determine the most appropriate committee to consider the item, or alternatively to hold a special joint meeting of both committees.
4. The BoR exercises such additional functions, responsibilities and authorities as may be assigned or delegated to it by Council from time to time.