Decisions taken formally, on evidence, by the right body.

The regulator tests not only whether an institution has policies but whether governance works in practice. This page sets out who decides what, which policies are in force, and our dated status.

Status

Where we are, dated

One panel, one owner, one verified date. Every other page links here rather than restating it.

Institutional and regulatory status
Legal entity	Magna Carter Community Development NPC Registration 2020/538848/08 · Non-profit company (NPC), Companies Act 71 of 2008
Working name	Magna Carta Social Housing Development The name the institution is adopting. A CIPC name reservation is in progress; the registered name has not changed yet.
SHRA accreditation	Application for Social Housing Institution (SHI) accreditation in preparation. Not yet accredited.
Stage	Institution in formation: corporate readiness and accreditation pack finalisation (Phase 1 of 5). On 8 September 2026 the board adopted the amended Memorandum of Incorporation, appointed a public officer, signed the public-benefit fiduciary undertaking, resolved the outstanding director change, and adopted the governance and tenant-management policy suites.
Board resolutions	8 September 2026: amended Memorandum of Incorporation adopted by special resolution (CIPC lodgement to follow); public officer and SARS registered representative appointed; public-benefit fiduciary undertaking signed by all three directors; section 71 director removal resolved (CIPC lodgement to follow); Governance and Operations Policy Manual and Tenant and Property Management Policy Suite adopted.
Next milestone	Lodgement of the amended Memorandum of Incorporation and the director change with CIPC, the public-benefit application with SARS, and then the accreditation application with the Social Housing Regulatory Authority, followed by identification of a first project inside a declared restructuring zone. No date is published until the board sets one.
What we do now	We hold introductory discussions with municipalities, landowners, funders and community organisations. We receive requests from households who would like to be notified when a waiting list opens. A request is not an application and does not create a place in a queue. We prepare project-screening work for sites inside declared restructuring zones.
What we do not do yet	We do not allocate or let homes yet. No homes exist and no waiting list is open for allocation. We do not accept deposits, application fees or any payment from prospective tenants, and no one is authorised to ask for one in our name. We do not receive or manage public capital grants. That requires accreditation by SHRA and an approved project.
Status last verified 9 September 2026 against the board-approved submission bundle. Accountable owner: the Chairperson. Reviewed at every board meeting and whenever a milestone is reached.

Structure and decision rights

Reserved matters sit with the board. Committees examine and recommend. Management executes within a written delegation of authority.

Board of Directors Reserved matters: strategy, budgets, audited financial statements, business plan, project gates G1 to G6, policy adoption, appointments, SHRA submissions.

Audit and Risk Committee

Financial controls, external assurance, the strategic risk register and compliance reporting.

Project and Property Committee

Site screening, feasibility, procurement readiness and asset management performance.

Social and Ethics / Stakeholder Oversight

Tenant relations, allocations fairness, community engagement, ethics and whistleblowing.

Management, under a delegation-of-authority framework, operating the property, tenant, finance and compliance systems and reporting monthly to the board and, where required, to SHRA.

Policy suite

What is in force

Adoption status as recorded in the board's Signature and Approval Routing Pack. The Governance and Operations Policy Manual and the Tenant and Property Management Policy Suite were adopted by the board on 8 September 2026.

Policy	Status
Board charter	Adopted
Committee terms of reference	Adopted
Conflict of interest and related-party transactions policy	Adopted 8 September 2026
Procurement and supplier due-diligence policy	Adopted 8 September 2026
Risk management framework and risk-register methodology	Adopted 8 September 2026
Internal financial controls policy	Adopted 8 September 2026
Document retention and statutory records policy	Adopted 8 September 2026
Fraud prevention and whistleblowing policy	Adopted 8 September 2026
POPIA and information governance policy	Adopted 8 September 2026
Delegation of authority framework	Adopted 8 September 2026

Leadership

Roles and accountabilities are published here. Named biographies, qualifications and declarations of interest are held in the governance evidence file and made available to the regulator, funders and partners in diligence. To request the governance pack, email admin@mcshd.co.za with the subject "Governance pack request"; the Chairperson answers within five working days. The Chairperson decided on 9 September 2026 that this page publishes roles and accountabilities only, and not the names of directors. That is a deliberate position rather than an omission: the people are identified, with their qualifications and declarations, to everyone entitled to test them. On 8 September 2026 the board resolved the outstanding director change under section 71 of the Companies Act, so that the register will reflect the three serving directors once the change is lodged with CIPC.

Appointed

Chairperson of the Board

Leads: Finance, audit, compliance, legal and governance

A chartered accountant (South Africa). Leads the board, the accreditation submission and the financial viability workstream.

Appointed

Director: Community and Stakeholder Engagement

Leads: Community engagement; tenant and operations management

Leads relationships with municipalities, communities and future tenants, and the tenant management framework.

Appointed

Director: Property and Technical Delivery

Leads: Property and technical delivery

Leads site identification, project feasibility and the professional teams that will deliver the first project.

Planned

Independent non-executive director

Leads: Social housing, town planning or development finance

The board intends to co-opt at least two independent non-executive directors to deepen the skills matrix before or shortly after accreditation.

Planned

Independent non-executive director

Leads: Social housing, town planning or development finance

Second independent appointment, as above.

Support function

Company secretary / governance officer

Leads: Statutory records and board support

Maintains the governance evidence file: minutes, resolutions, declarations of interest, committee reports and the strategic risk register.

Evidence in practice

The governance file

The board maintains a governance evidence file containing signed minutes, attendance registers, resolutions, annual work plans, declarations of interest, committee reports, board evaluation records and a live strategic risk register.

An annual calendar fixes when the board approves the budget, the audited financial statements, the business plan, project-pipeline decisions, compliance reports and policy reviews. Current reporting covers corporate readiness, accreditation preparation, enquiries received and project screening. Once homes are operational, management reports will also cover occupancy, collections, arrears, maintenance response times, incidents, vacancies and tenant complaints, and quarterly reports will escalate strategic risks to the board and, where required, to SHRA.

Requests for records are handled under our PAIA manual.