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26 April 2019 | Story Opinion article by Dr Chitja Twala | Photo Sonia Small
Dr Chitja Twala
Dr Chitja Twala is the Vice-Dean of the Faculty of the Humanities at the University of the Free State.

This opinion piece is to reflect on the sacrifices and roles played by the Twelve Disciples in the Liberation Struggle in honour of #Freedom Day.

To the majority of South Africans, the struggle for liberation centres around high-profiled political leaders such as Nelson Mandela, Walter Sisulu, Govan Mbeki, Robert Sobukwe, Steve Biko, and others. Less known is the experience of a generation of young men who left South Africa clandestinely to build the ANC and spread its liberation message in places abroad. These young men became known as the Twelve Disciples of Mandela. Like many other youngsters who became political activists elsewhere in the country, this group received its political conscientisation at school at the then Bantu High School (later known as Sehunelo High School).

This group of youngsters came from the Mangaung township in Bloemfontein, although it is not clear why they were referred to as the Twelve Disciples of Mandela. When they left Bloemfontein, they were destined to join MK in exile. The formation of MK was announced on 16 December 1961. At the same time, MK began a sabotage campaign against strategic installations throughout South Africa. In a leaflet issued on 16 December 1961, the MK high command made its political allegiance quite clear by stating: “Umkhonto we Sizwe will carry on the struggle for freedom and democracy by methods which are necessary to complement the actions of the established national liberation organisations. Umkhonto we Sizwe fully supports the national liberation movement and calls on members, jointly and individually, to place themselves under the overall political guidance of the movement”. During the initial stages of its formation, MK avoided openly mentioning the ANC for tactical reasons. MK sought to protect the leadership of the ANC from reprisals by the South African government, in particular those who had nothing to do with the decision to take the route of armed struggle.

It is clear from interviews conducted with the surviving members of this group that nobody knew exactly why they were called the Twelve Disciples, except that there was a plan conceived by Mandela, called the M-Plan, calling for the total restructuring of the ANC to enable it to operate underground should it get banned. However, although several authors such as Edward Feit, Karis and Carter, Nelson Mandela, and Bruno Mtolo and a number of court records provide information on the M-Plan, details are sketchy.

The group of young men from Bloemfontein were Billy ‘Marakas’ Mokhonoana (left the country earlier than the others and allegedly died in London); Selebano ‘Tlhaps’ Matlhape (left for Tanganyika and later studied in Yugoslavia and East Germany); Theodore ‘Max’ Motobi (left for Tanganyika and underwent military training in Cuba); Moses ‘Dups’ Modupe (left for Tanganyika and later studied Economics in Yugoslavia); Benjamin ‘Lee’ Leinaeng (left for Tanganyika and later studied journalism in East Germany); Joseph Shuping ‘Coaps’ Coapoge (left for Tanganyika and later attended Lincoln and Temple Universities in the US); Elias Pule Matjoa (worked in the Ministry of Communications in Tanzania and underwent military training in Cuba. He later studied dentistry there); Percy Mokonopi (received military training in Cuba and later served on the Helsinki World Peace Council); Mochubela ‘Wesi’ Seekoie (left for Tanganyika and underwent military training in Cuba. He later studied Chemistry in the USSR); Matthew Olehile ‘Beans’ Mokgele (left for Tanganyika and became a professional boxer in exile. Following an injury, he went to East Africa and joined the MK); Bethuel Setai (left for Tanganyika and later obtained a PhD in Economics from Colombia University. He taught at the University of California Santa Cruz, and Lincoln University in the USA) ; and Peter Swartz (was an active member of the ANC from the coloured community in Bloemfontein. He met with the group in Dar es Salaam, following his arrest on his way to Tanzania. He attended Kivukoni College and later went to the UK where he attended the London School of Economics. He went missing in London in 1965, never to be seen again).

In honour of many of these unsung heroes, the history of the Twelve Disciples needs to be told to reflect what one could refer to as a ‘bottom up’ kind of history. Without doubt, this kind of history will add value to the country’s historiography about the liberation struggle and demystify the one-sided narrative that the (Orange) Free State played little if no role at all in the struggle for liberation.



News Archive

MBA Programme - Question And Answer Sheet - 27 May 2004
2004-05-27

1. WHAT MUST THE UNIVERSITY OF THE FREE STATE (UFS) DO TO GET FULL ACCREDITATION FOR THE MBA PROGRAMMES?

According to the Council on Higher Education’s (CHE) evaluation, the three MBA programmes of the UFS clearly and significantly contribute to students’ knowledge and skills, are relevant for the workplace, are appropriately resourced and have an appropriate internal and external programme environment. These programmes are the MBA General, the MBA in Health Care Management and the MBA in Entrepreneurship.

What the Council on Higher Education did find, was a few technical and administrative issues that need to be addressed.

This is why the three MBA programmes of the UFS received conditional accreditation – which in itself is a major achievement for the UFS’s School of Management, which was only four years old at the time of the evaluation.

The following breakdown gives one a sense of the mostly administrative nature of the conditions that have to be met before full accreditation is granted by the CHE:

a. A formal forum of stakeholders: The UFS is required to establish a more structured, inclusive process of review of its MBA programmes. This is an administrative formality already in process.

b. A work allocation model: According to the CHE this is required to regulate the workload of the teaching staff, particularly as student numbers grow, rather than via standard management processes as currently done.

c. Contractual agreements with part-time staff: The UFS is required to enter into formal agreements with part-time and contractual staff as all agreements are currently done on an informal and claim-basis. This is an administrative formality already in process.

d. A formal curriculum committee: According to the CHE, the School of Management had realised the need for a structure – other than the current Faculty Board - where all MBA lecturers can deliberate on the MBA programmes, and serve as a channel for faculty input, consultation and decision-making.

e. A system of external moderators: This need was already identified by the UFS and the system is to be implemented as early as July 2004.

f. A compulsory research component: The UFS is required to introduce a research component which will include the development of research skills for the business environment. The UFS management identified this need and has approved such a component - it is to take effect from January 2005. This is an insufficient element lacking in virtually all MBA programmes in South Africa.

g. Support programmes for learners having problems with numeracy: The UFS identified this as a need for academic support among some learners and has already developed such a programme which will be implemented from January 2005.

The majority of these conditions have been satisfied already and few remaining steps will take effect soon. It is for this reason that the UFS is confident that its three MBA programmes will soon receive full accreditation.

2. WHAT ACCREDITATION DOES THE UFS HAVE FOR ITS MBA PROGRAMME?

The UFS’s School of Management received conditional accreditation for its three MBA programmes.

Two levels of accreditation are awarded to tertiary institutions for their MBA programmes, namely full accreditation and conditional accreditation. When a programme does not comply with the minimum requirements regarding a small number of criteria, conditional accreditation is given. This can be rectified during the short or medium term.

3. IS THERE ANYTHING WRONG WITH THE ACADEMIC CORE OF THE UFS’s MBA PROGRAMMES?

No. The UFS is proud of its three MBA programmes’ reputation in the market and the positive feedback it receives from graduandi and their employers.

The MBA programmes of the UFS meet most of the minimum requirements of the evaluation process.

In particular, the key element of ‘teaching and learning’, which relates to the curriculum and content of the MBA programmes, is beyond question. In other words, the core of what is being taught in our MBA programmes is sound.

4. IS THE UFS’s MBA A WORTHWHILE QUALIFICATION?

Yes. Earlier this year, the School of Management – young as it is - was rated by employers as the best smaller business school in South Africa. This was based on a survey conducted by the Professional Management Review and reported in the Sunday Times Business Times, of 25 January 2004.

The UFS is committed to maintaining these high standards of quality, not only through compliance with the requirements of the CHE, but also through implementing its own quality assurance measures.

Another way in which we benchmark the quality of our MBA programmes is through the partnerships we have formed with institutions such as the DePaul University in Chicago and Kansas State University, both in the US, as well as the Robert Schuman University in France.

For this reason the UFS appreciates and supports the work of the CHE and welcomes its specific findings regarding the three MBA programmes.

It is understandable that the MBA review has caused some nervousness – not least among current MBA students throughout the country.

However, one principle that the UFS management is committed to is this: preparing all our students for a world of challenge and change. Without any doubt the MBA programme of the UFS is a solid preparation.

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