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Appendix C

Functions of the University Council

1 The strategic direction

  • shaping, approving and reviewing the University's mission and strategic and operational plans
  • monitoring University progress generally against performance indicators and, more specifically, against targets
  • determining the future development of the University's campuses.

2 The Vice-Chancellor

  • appointing the Vice-Chancellor as the chief executive officer of the University
  • overseeing review of the Vice-Chancellor's performance and remuneration.

3 Key policies, legislation and compliance

  • overseeing the establishment of key University policies
  • defining University policies and procedures consistent with community expectations where those expectations are relevant and can be identified
  • establishing University legislation
  • overseeing University compliance, including with obligations set out in the Deakin University Act 1974 (Vic.).

4 Risk management

  • overseeing University risk management
  • overseeing the protection and enhancement of the University's reputation.

5 Control and accountability

  • approving the University's budget and business and financial plans
  • approving individual major capital expenditure projects¹
  • monitoring University performance against the budget and plans
  • overseeing University asset management
  • overseeing the sound management of the University.

6 Commercial activities and controlled entities

  • approving major University commercial ventures
  • overseeing the effective operation and performance of significant commercial activities, including those conducted through University controlled incorporated entities.

7 Academic standards

  • ensuring adequate procedures for the maintenance and monitoring ofUniversity academic standards in teaching, assessment and research.

8 University culture

  • satisfying itself that the University is fulfilling its obligations to its students both as regards its academic programs and the general University experience
  • satisfying itself that the University is fulfilling its obligations to staff both as regards its employment practices and their general development
  • satisfying itself that the University culture:
    • is consistent with the mission and core commitments²
    • facilitates upholding the academic freedom of staff
    • encourages links with the wider community.

9 Council's own affairs

  • establishing procedures to meet Council's responsibilities
  • ensuring clear delegations to the Vice-Chancellor, to Academic Board, to committees of Council and as otherwise required
  • managing Council's own performance.

¹ Major capital expenditure projects are defined as being individual projects worth in excess of $10 million

² In the Strategic Plan 2006, the University's core commitments are described as being to rural and regional engagement, continuing education and life-long learning, and equity and access for individuals and groups who might not otherwise enjoy the benefits that flow from participation in higher education.

Approved by the University Council on 9 October 2003 and most recently amended on 11 April 2006

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