Page 63 - Transformation Report

• Governance and oversight of the University in accordance with the relevant statutory requirements and with due
regard to generally accepted governance principles and practices
• Determining the overall strategic direction of the University
• Overseeing the proper management of the financial resources and assets of the University
• Adopting the vision, mission, and value statements of the University
• Approving and monitoring the implementation of institutional policies and structures
• Identifying and monitoring the risks relevant to the University
• Monitoring the transformation process at the University
• Adopting its own rules, including the Code of Conduct for members of Council, in terms of which it conducts its
activities.

Council held four ordinary meetings per year, with attendance at these meetings averaging 80, 85 and 82 percent, respectively
over the three years under review. Council complied with the relevant laws and regulations, exercised responsible stewardship,
and was committed to the principles of integrity, accountability, transparency, and fairness.

In accordance with generally accepted governance principles, the roles of the Chairperson of Council and the Vice-Chancellor
are separated. The Chairperson of Council is elected from the external members of Council and is eligible for re-election.
The Registrar is the Secretary to the Council and Council committees. Council formally assessed its annual performance to
determine how effectively it executed its responsibilities and objectives, as outlined below:
• Transformative Strategic Plan: Vision 2020 - Oversight of management’s progress in the achievement of Vision 2020
Apex Priorities for 2018/2019/2020

• Academic Excellence – Ensuring improvement of average student throughput rates and research output in line with
national benchmarks

• Improving Quality of Student and Staff Life - Ensuring the development of a vibrant culture of living and learning on
all campuses

• Operations and Infrastructure – Ensuring efficient operational systems and provision of adequate infrastructure to
support the Nelson Mandela University operations

• Financial Viability - Ensuring Nelson Mandela University generates a budget for 2018/2019/2020 that provides for a
reserve accumulation of between 5-10 percent of revenue from Council-funded activities.

The outcome of the Council’s performance assessments during the period under review was positive (assessment data not
included).

63 TRANSFORMATION REPORT