Session 1: the work of the University Council

Session 1: the work of the University Council How to avoid potential role conflict: HEI executive managers in their role as Council members
Role of Council is to regulate (oversight) not to manage
Council should not be degraded to a rubber stamp
Council’s governance role hinges on finding right balance between HEI’s academic function, institutional building and resource management<br>

Session 1: the work of the University Council Internal politics negatively impacts effectiveness of Council
Role of students & unions in Councils
Academia representatives in Council
Diversity in Council – NB
Best interest of HEI at heart and not sectional interests
Question: dealing with internal politics
Question: Optimizing Council’s relationship with Academia<br>

Session 1: the work of the University Council Contextualization: different needs of public, private and faith based HEI’s
Management led Councils of Council led management?
Need for the ‘lay majority’ in Council composition
Question: Council Code of Conduct<br>

Session 1: the work of the University Council Council hinges on proper consultation to make informed decisions
Council: must ensure University is led by leader who are ‘good’ at corporate governance and who have the requisite leadership competencies to lead<br>

Session 2: focus on the VC Private University:
Managing the triangular relationship between Board of Trustees, Council and VC
Ultimate accountability for institutional decision making rests with the VC
Tension between Senate and Council: outcome strong advisory committee to VC
Question: Senate: ‘fit for purpose iro governance?<br>

Session 2: focus on the VC Effectiveness of Councils determined by key committees where VC should play pivotal role
VC should promote constructive tension between academia and Council, between Council and VC; between VC and members of executive management team
VC is intellectual leader, establishes and implementing appropriate business model for HEI
Must have competence to build coalitions
Be open and transparent in ongoing relationship with Council
VC first amongst equals and excellent diplomat
Should be consistent and value driven
Should embrace increased institutional autonomy with increased levels of accountability
Must understand and manage complexity
Guard against information overload – information flow
Be the ‘iron fist in a velvet glove’
Must be true transformational leader and keeper of the HEI’s culture<br>

Two of the key actors: The University Council and the VC The VC The Chairperson of Council/Council Systems challenge: as key enabler for appropriate governance – how to optimize multi-directional MEI-flow between Council and VC MEI: M = flow of matter (resources); E= flow of normative oversight; I = flow of appropriate and constant levels of information<br>

The HEI’s Council as the pivotal governance structure Ultimately responsible and accountable* for:
ensuring that the HEI is sustainable
that it fulfills its accountability to society.
finally accountable for full and effective regulation of the HEI
therefore it must direct and regulate the VC and his/her management team
and ensure that it is involved in all material decisions affecting the HEI

* Also in terms of the country’s relevant laws, statutes<br>

Challenges: balancing act, council members with vested interests, uninformed council members, clear demarcation of roles, micro management, VC reducing Council to ‘rubber stamping’, Politics, triangulation,
VC on the anvil between Council and rest of University community?
Clarity: Roles, rights and obligations as stipulated by law/statutes
Council members serving on University Committees?
Alignment: Institutional Vision and VCs vision, envisioning of Council members
Context very important: Public vs private universities vs faith based universities panel discussions…<br>

From Panel discussion Synergistic value adding partnership
Council approved decisions providing umbrella of security for VC (empowerment)
Intimate knowledge of University conducive to good interrelationships
Prerequisite to maintain independence and not to be co-opted
Council members ‘opening doors’ for Fundraising
Avoid dangers of triangulation
Promote Council stability as non hierarchical identity<br>

Pre-work via Committees of Council?
Relevant, nimble footed, treat University as a business (amalgamated governance model?)
Regulatory/ legislative framework – understand duties, rights and obligations as well as accountabilities with legal implications
Council – mainly normative and strategic, but with situational approach (normative & strategic oversight)
Council’s role iro Common Law (good faith and care) as well as the moral imperative (acting in interest of the country) From Panel discussion<br>

Generic Governance issues Council relationships with Management Monitoring and overseeing VC and executive management:
Reliable and timely system of performance management
Establishing appropriate level of detail to be provided
To consider both short and longer-term performance
To avoid VC and executive management domination of Council discussions
How to gain direct information from managers reporting to VC and executive level managers<br>

Generic Governance issues Council relationships with Management The roles that the VC and executive level managers should play as members of university councils
How best to balance the shared responsibility for executive manager development between the Council and the VC
How to gain the insights of other senior managers at the HEI as advice and inputs for the Council

How to ensure Council’s unfettered access to management
How to expand non-executive Council members’ insight re the HEI’s operations, culture and climate<br>

Role and function of the Chairperson of Council Providing overall leadership to the Council
Actively participating in selection of Council members (is this possible?)
Arrange appropriate induction of new Council members
Monitoring and evaluating Council’s performance
In conjunction with VC and Registrar, developing annual work plan for Council
Main information link between Council and VC/management<br>

Enough time for discussion at Council meetings
Maintaining, in conjunction with VC, sound relationships with key HEI stakeholders
Ensuring that all Council members play a constructive role in the affairs of the HEI
Ensure that the Council receive timeous and relevant info in order to be able to make informed decisions Role and function of the Chairperson of Council<br>

Panel discussion: VCs How do VCs view their role in context of the University Council
What do they consider as major positive attributes of their interaction with Council
What do they consider as major challenges iro their interaction with Council<br>

panel discussions… VC – the prime example of servant leadership
VC’s legislative and statutory empowerment – need for sound delegation without abdication
VC’s total accountability as outlined by the relevant legislation (e.g. principal Academic, Risk, Financial, HR and information officer, etc.)
Principles of entrustment, total transparency and honesty, ongoing dialogue,
Need for consultative partnership
Must be true transformational leader
Must ‘walk the talk’ – live the core values of the HEI
“Iron fist in velvet glove (Decisive with excellent skills, but also a true diplomat)<br>

Role and function of the VC To develop and recommend to the Council the strategy and vision for the HEI
Develop and recommend to the Council annual business plans and budgets
To achieve the HEI’s systemic goals and objectives and to ensure sound operational management of the HEI
To ensure the sustainable competitive position of the HEI
Ensure that the HEI has an effective management team
Formulate and oversee implementation of major corporate policies
The chief public persona of the HEI<br>

Challenges for the VC Create common space where various actors in governance can work concurrently
Have a ‘meeting of the minds’/perception of the various actors
Get the balance right: maintaining a dynamic creative tension between academics (Senate?) and the Council, between Council and the VC. (are Academia fit for this purpose (structure, composition, its strategic agenda, etc)). What can the VC do in this regard?
How to utilize the best of the corporate as well as collegial approach in a shared governance model<br>

End of day 1.

Thank you for your active participation<br>