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13 August 2018 Photo Charl Devenish
Mountain research Maloti-Drakensberg
Tucked in the foothills of the Maloti-Drakensberg Mountains is the Qwaqwa Campus of the University of the Free State (UFS), the home of the Afromontane Research Unit (ARU).

Mountains and highlands have always played an important role in the history of mankind. They produce economically essential goods and services (such as fresh water), host unique biodiversity, and offer unique recreational and tourism opportunities. Mountains are also a place for spiritual sanctuaries and are often used for journeys of self-reflection through pilgrimage.

In addition to these ‘feel good’ benefits, mountains are hazardous areas for communities and infrastructure and are vulnerable to natural disasters. Mountainous areas are also often natural borders defining geopolitical entities, but in the process splitting and marginalising communities, creating economic shadow zones and sometimes becoming highly militarised areas. 

“Southern African mountains provide enormous opportunities for holistic research as social-ecological systems, with some of the most interesting and least academically explored environments on Earth,” said Dr Vincent Clark, Director: Afromontane Research Unit (ARU) on the UFS Qwaqwa Campus

The Afromontane Research Unit
The Qwaqwa Campus of the University of the Free State (UFS) is the home of the ARU, a multidisciplinary flagship group addressing the largely under-researched mountainous landscapes of southern Africa. 

Research in the ARU is promoted around three broad themes to foster inter- and multidisciplinary discourse: (1) conservation and sustainable use of Afromontane biodiversity; (2) sustainable futures for the people of the Afromontane; and (3) living and doing business in the Afromontane –  with the intention of creating a sustainability science hub to bring the three themes into the ambit of solution-oriented transdisciplinary research, centred in the sustainable development goals and sustainability research in general. 

Continental leader
To achieve its vision of becoming a continental leader in African mountain research, the ARU is positioning itself as a mountain-knowledge generator and interchange by developing key relationships locally and internationally. The most valuable local partnership is with the South African Environmental Observation Network (SAEON), with which the ARU will be sharing a Research Chair. 

The Chair will contain strong expertise in the Social Sciences to complement the existing strong Natural Science element in both the ARU and SAEON. The Sustainability Science component is being built through inter alia a mutually-reinforcing relationship with the University of Tokyo and United Nations University, Tokyo. 

The future
“In tandem with robust collaborations to achieve its goals, the ARU provides an envious capacity-building programme for its early career campus academics, postdoctoral and postgraduate students,” said Dr Clark. 

The scale of influence of the ARU is prioritised as ‘back yard first’, namely solution-oriented research that benefits Phuthaditjhaba, Qwaqwa, Golden Gate Highlands National Park and Royal Natal National Park. Thereafter, the ARU seeks to facilitate research that encourages the sustainable development of the Maloti-Drakensberg as a unique social-ecological system in Africa, and from there facilitate research in the intellectual vacuum that is the southern African mountains. With time, the ARU aims to take the intellectual lead as an Africa-based leader in African mountain research. The success of this will depend on how carefully the development of human infrastructure can be balanced with that of the myriad opportunities presented.”

With a diverse and motivated team, situated in one of the most attractive environments in Africa, the ARU is here to change the way we think about African mountains and what they mean for us all. 

News Archive

Prof Frederick Fourie to step down as UFS rector
2008-09-08

“It is with sadness that I hereby announce my intention to step down as rector and vice-chancellor of the University of the Free State (UFS) in the 4th quarter of this year.

Obviously this decision has not been taken lightly. After careful consideration I am, however, convinced that this is as far as I can take the UFS as vice-chancellor and rector. This flows primarily from the exhausting times that I have experienced during the past nine years, first as vice-rector (since 1999) and then as rector (since 2003), in managing and implementing several complex strategic projects.

The challenges and complexities of continuous change management at a higher education institution, and specifically the demands of further dynamic development and transformation at the UFS, demand enormous amounts of emotional energy and drive. For me the stress due to, especially, the political divisions and tensions in the UFS Council and the broader university community during the past year has been extremely draining. The broader institution and its people also show signs of trauma.

I think it is time for new and fresh leadership, especially in the light of the transformation challenges of the UFS.

I have thus decided to step down in the interest of transformation and the further dynamic development of the UFS.

Having been on sabbatical leave since May, I will not return to take up my post. I will remain on leave until my official date of retirement from office. (The exact date must still be determined.)

I am grateful for the opportunity to have been at the helm of the UFS and to help the institution cross several bridges. During the past nine years I have been privileged to lead large strategic projects together with many dedicated and talented UFS colleagues. It has been a wonderful experience of thinking and working together in order to elevate the functioning of the University to new levels in several key areas.

One of the most important projects was the financial turnaround strategy of 2000-2005, which took the UFS from a financial crisis to a situation where currently it annually has almost R100 million of discretionary funding available to spend on strategic projects, and where staff remuneration and promotion opportunities have increased dramatically since 2000. In this period the UFS has also grown from approximately 10 000 students to more than 27 000 in 2008.

A second was the strategy to invest strongly in the academic core and notably research, research capacity and research apparatus. Since 2003 research outputs have increased by approximately 50% - a significant accomplishment of our researchers and faculties. In conjunction with this, the launch of the six strategic academic clusters (focus areas) should create the basis for the continued growth in the national and international stature of the UFS in future. The development of the national leadership role of the UFS with regard to community service also was a special and successful project.

A third large strategic project was the progress with regard to diversity, the balanced multilingualism policy in the academe as well as the administration, the employment equity plan, the UFS transformation plan and especially the institutional charter – which could lay the foundation for a university where one and all can experience a true sense of belonging amidst diversity. These have been important steps that we can feel proud of (although much work obviously remains with regard to non-racialism and also non-sexism).

As far as residences are concerned, it was historically significant that this time, in contrast to 1997/8, the UFS succeeded in crossing the bridge of diversity and integration in residences – with due regard to the difficulties we faced. Hopefully this will considerably ease the task of my successor and her/his management team in managing diversity and in pursuing best practice transformation.

A fourth large project was the large-scale upgrading and development of infrastructure, academic buildings and facilities as well as support service facilities, student facilities and pedestrian walkways. The objective was a campus of the highest quality and aesthetics to effect a lasting improvement in their work- and living environment for staff and students. Indeed, the UFS Main Campus today is seen as an example of sensitive and high quality campus planning.

Other initiatives which haven’t borne fruit yet are, for example, those with regard to entrepreneurial activities, sport development and sport business development, and the possible establishment of an engineering programme or faculty at the UFS.

On the whole the most important thing for me has been the progress in establishing a deep commitment to quality and equity/fairness and in boosting the national and international profile of the UFS as a high quality progressive university. Of course, justice, equity and quality intrinsically are challenges which require daily dedication to make it an ingrained habit.

I wish to thank all those people with whom I could work during the past years in tackling large and complex challenges with mutual loyalty, shared wisdom and effort – from the Financial Turnaround Team to the Exco, the Executive Management, the Faculties, the Senate, support service divisions, the University Council and several committees and task teams”.

Frederick C.v.N. Fourie
Rector and Vice-Chancellor
University of the Free State

Prof Frederick Fourie has been with the UFS since 1976. After obtaining a PhD in Economics from Harvard he was appointed professor at the age of 29 in 1982, head of the Department of Economics in 1992, Distinguished Professor in 1998, Dean of the Faculty of Economic and Management Sciences in 1997, Vice-rector: Academic in 1999 and vice-chancellor in 2003.

Media Release
Issued by: Lacea Loader
Assistant Director: Media Liaison
Tel: 051 401 2584
Cell: 083 645 2454
E-mail: loaderl.stg@ufs.ac.za  
8 September 2008
 

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