INDEX

1. GOVERNANCE, LEADERSHIP AND MANAGEMENT: The role of the University Registrar as benevolent bureaucrat: Facilitator, innovator, enforcer11 JULY 2012

2. INDEX Contexts A few anecdotal references Status, authority and credibility Responsibilities and roles interpreted Governance role Leadership expectations Management responsibilities Governance, leadership and management: Towards KPI’s Benevolent bureaucracy Summary 2

3. 1. CONTEXTS 1.1. Global 1.2. Continental 1.3. National 1.4. Regional 1.5. Institutional 1.6. Economical/Political/Social/Educational/ Technological 3

4. 2.1.Registrar 1: The Registrar knows everything The Registrar is capable of everything The Registrar will always oblige The Registrar and “an old civil service mentality” 2.2 Registrar 2: ”I make it a habit to ensure that at the start of each year that I have at my desk an up-to-date copy of the HE Act and of the Institutional Statute AND TO SPEND TIME at the start of each year re-reading both. I have a checklist of compliance issues for the HE Act and work through these each year.” “Systematic review of legislative compliance is very useful” “As Registrar one is the institutional custodian of good governance. Vice-Chancellors want to get things done, and Registrars need to ensure that they follow good governance practice and do not take unwise short cuts..” 2. A FEW ANECDOTAL REFERENCES 4

5. Delegation of authority Conflicts of interest : “Ensure that conflicts of interest are managed.” Confirm detailed schedule of delegated authority annually.” 2.3 Registrar 3: “My most important responsibility is to Council and Senate and related activities.” “The correct application of the Act and Statute, e.g. concerning elections, is crucial.” “Administering the student’s academic life is central to responsibilities.” 2. A FEW ANECDOTAL REFERENCES (cont.) 5

6. Job designation (Registrar/Registrar and Secretary/Academic Registrar/Registrar Finance) Appointments process (Recruitment/Senate route/Non-academic route) Experience (Academic/Career administrator) Terms and conditions (Permanent/Fixed term) Post level (2/3: Member of Executive Team/Co-opted Member of ET/Secretary/Glorified assistant/Confidante of VC) Reporting line (Vice-Chancellor/DVC) [“No vices…!”] Composition of portfolio (HR/Sport/Student Discipline/Other) 3. STATUS, AUTHORITY AND CREDIBILITY 6

7. The Registrar is ….: “An officer who in a college or university keeps the records of enrollment and academic standing.” “There shall be a registrar of the university who shall be the chief officer of its academic administration.” “The management of the university shall consist of the Vice-Chancellor and the Deputy Vice-Chancellors.” [Information empowers, lack of information disempowers!”] 3. STATUS, AUTHORITY AND CREDIBILITY (cont.) 7

8. 4. RESPONSIBILITIES AND ROLES INTERPRETED Fixed/predictable responsibilities (Act and Statute) Incidental responsibilities (Vice-Chancellor) Preferred responsibilities (Strengths/Interests) Generic features and customisation (Institutional vision/Strategic objectives/Changing contexts) Recognition of post level Reporting lines An example of a job description Institutional expectations reflected by KPI’s South African universities Other SADC universities 8

9. Definition of “governance” in general Governance in higher education Significance of King III Consultation and decision-making Policies, procedures, structures, systems 5. GOVERNANCE ROLE • Definition of “governance” in general • Governance in higher education • Significance of King III • Consultation and decision-making • Policies, procedures, structures, systems 9

10. 5. GOVERNANCE ROLE (cont.) “Governance in higher education refers to the means by which higher education institutions are formally organized and managed , though there is a distinction between management and governance.” “Simply, university governance is the way in which universities are operated.” “Governance structures are highly differentiated across the world.” 10

11. 5. GOVERNANCE ROLE (cont.) King III and good governance : From “comply or explain” to “apply and explain” approach Triple bottom-line: Financial, environmental social sustainability Emphasises: Stakeholder inclusion/risk management/sustainability Emerging governance trends: alternative dispute resolution/ risk-based internal audit/ evaluation of performance King philosophy : leadership/ sustainability/good corporate citizenship “King views good governance essentially being effective, ethical leadership.” 11

12. 5. GOVERNANCE ROLE(cont.) Facilitation, innovation, enforcement : What Why When How With which resources 12

13. 6. LEADERSHIP EXPECTATIONS “Leadership is the action of leading a group of people or organisation.” “… the organisation defines and delimits the scope of the leadership …” “(Leadership include) … the development of hospitable spaces for work life, services to both the organisation and the communit, and the personal develop- ment of individuals in the organisation.” 13

14. 6. LEADERSHIP EXPECTATIONS (cont.) Top 9 leadership qualities: Integrity/Dedication/Magnanimity/Humility/Openness/Creativity/ Fairness/Assertiveness/Sense of humour Top 5 leadership qualities: Integrity/Inspiring and optimist/Enthusiastic and courageous/Leading by example/Charisma Tom Peters (The Red Bull of management thinkers!) has received 287 definitions of leaders [“Leaders need to be the Rock of Gibraltar on Rollerblades!”] Warren Buffett: Delegate and empower! Nelson Mandela’s 8 lessons of leadership: Courage/Leading from the front/Leading from the back/Knowing your enemy/Keep your friends close/Appearances matter (and to smile)/Nothing is black or white/Quitting is leading too! 14

15. 6. LEADERSHIP EXPECTATIONS (cont.) Leadership in higher education: One type proposed is “Transformational Leadership”: Individual consideration Inspirational motivation Intellectual stimulation Appropriate role-modelling High performance expectations Self-belief & sense of humour Contingent reward 15

16. 6. LEADERSHIP EXPECTATIONS (cont.) Facilitation, innovation, enforcement: What Why When How With which resources 16

17. 7. MANAGEMENT RESPONSIBILITIES “Management is the process of dealing with or controlling things or people.” “Management is the act of getting people together to Accomplish desired goals and objectives using available resources efficiently and effectively.” “Management is human action, including design, to facilitate the production of useful outcomes from a system.” 17

18. 7. MANAGEMENT RESPONSIBILITIES (cont.) Management in higher education: Student expectations Staff expectations Alumni expectations Expectations of national department of education [Administrators and Independent Assessors] Expectations of other role-players and stakeholders 18

19. 7. MANAGEMENT RESPONSIBILITIES (cont.) 25 qualities and characteristics of a good manager 6 ways to be a good manager 10 characteristics of a great manager 19

20. 7. MANAGEMENT RESPONSIBILITIES (cont.) Facilitation, innovation, enforcement: What Why When How With which resources 20

21. 8. GOVERNANCE, LEADERSHIP AND MANAGEMENT: TOWARDS KPI’S Priorities Weightings Critical incidents Selfevaluation 360 degree evaluation 21

22. 8. GOVERNANCE, LEADERSHIP AND MANAGEMENT: TOWARDS KPI’S (cont.) Example 1: Advertisement of vacancy: “The candidate must be a team player with good leadership qualities to inspire and motivate a crop of administrative officers. He/she must command respect, be ready to instill confidence and relate with subordinates. The candidate must have high integrity, innovativeness and moral standard in tandem with the vision and mission of the university and must be ICT compliant.” 22

23. 8. GOVERNANCE, LEADERSHIP AND MANAGEMENT: TOWARDS KPI’S (cont.) Example 2: Job description of Registrar: Academic Administration Secretarial function Ad hoc functions 23

24. 8. GOVERNANCE, LEADERSHIP AND MANAGEMENT: TOWARDS KPI’S (cont.) Fair expectations: Contribution to pursuance of institutional vision and mission? Efficacy of systems, structures, policies, procedures and communication? Responsiveness to changing needs of students, staff and other stakeholders and role- players? Value-addition? [Meetings] HR Management? Financial Management? 24

25. 9. BENEVOLENT BUREAUCRACY Appropriately positioned w.r.t. the academic core activities [Who walks in front of academic procession?] Plays facilitating role Creates optimal conditions Solution oriented Adds value Flexible Acts with due integrity Accountable Pursues good practice Assures quality Surveys “clients” Consults role-players and stakeholders Ensures compliance Cutting edge technology Updated policies; Etc. 25

26. 10. SUMMARY Super Secretary/Glorified Secretary? Organiser/Systematiser/Charmer/Confidante? 21st century Executive? Balanced Scorecard? Dashboard? Change Manager/Transformation Manager/Diversity Manager/Strategic Manager/Performance Manager? 26

27. 10. SUMMARY (cont.) Facilitator [Creates optimal conditions for successful academic enterprise] Innovator [2 bright ideas per 5 year term!] Enforcer [Uncompromising] Benevolent bureaucrat [Judicious flexibility] “The Registrar finds herself/himself at a pivotal point in a complex, though resilient, institution and must facilitate, innovate and enforce with a view to advance the organization in general, and the core academic activities in particular.” [JFS] 27

28. 10. SUMMARY (cont.) Must lead through expertise/ability/experience/sound judgement/consistency; Etc. ”Love, Laugh, Smile and (Benevolently) express your passion for what you do !” 28

29. THANK YOU Julian Smith VICE-RECTOR (CI & PERSONNEL)