Principal and Vice Chancellor

The Principal and Vice Chancellor is the chief executive and accounting officer of the University. He/She is the academic leader, Chairperson of Senate, spokesperson, representative and general manager of the University.

The Principal and Vice Chancellor is appointed by Council and is accountable to Council for managing the University.[33] 
 

1. Functions and powers

The powers and functions of the Principal and Vice Chancellor are:[34]

  • to perform all statutory duties as required by legislation;
  • to be responsible for the day-to-day management, administration and leadership of the University in respect of:
    • the overall institutional leadership and policy development in respect of:
      -  resource management;
      -  performance management;
      -  strategic planning and development;
      -  change and transformation management.
    • finance and resource development;
    • internal audit and risk management;
    • corporate systems.
  • to report to Council;
  • to be a member of all committees of Council and Senate, unless Council decides otherwise.

Council may grant additional duties and powers to the Principal and Vice Chancellor to enable him/her to perform his/her functions.


Name of Principal and Vice Chancellor

Term of office 
Prof NB Pityana
 Five years
March 2006 – 31 December 2010

Council expects the Principal and Vice Chancellor to: [35]

  • provide data and information that is comprehensible and usable;
  • respect Council’s fiduciary and other responsibilities to hold the University accountable to the general public;
  • be an academic leader and effective fundraiser. It is expected of the Principal and Vice Chancellor not to shy away from recommending tough choices and to count on Council members for support once the final decisions are made;
  • make good use of Council’s time, especially in committee and Council meetings;
  • work with the Chairperson of Council to educate and lead Council.

The Principal and Vice Chancellor expects the Council to: [36]

  • be open and forthright with him/her;
  • be clear about what data and information Council needs to meet its responsibilities. Individual Council members should never make unilateral demands on institutional officers for information or analyses without the approval of Council;
  • recognise that the effectiveness of Council members depends on the depth of their knowledge of institutional problems, weaknesses and strengths, potential and opportunities;
  • carry one overriding obligation: to think and act in the best interest of the University and Council as a whole, rather than as individuals;
  • maintain confidentiality. Being responsive to both the public’s need to know and confidentiality will enhance the quality of governance and public confidence in it.

 

back

[33] Definition of “principal” according to the Higher Education Act (Act 101 of 1997).
[34] Institutional Statute, paragraph 48.
[35] Ncayiyana, D.J. & Hayward, F.M. 1999. Effective governance – A guide for Council members of universities and technikons. Centre for Higher Education Transformation, p. 42.
[36] Ncayiyana, D.J. & Hayward, F.M. 1999. Effective governance – A guide for Council members of universities and technikons. Centre for Higher Education Transformation, p. 43.

 

Approved - Management Committee -  17.01.06
(c) 2006 UNISA