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14 March 2019 | Story Opinion Article by Prof Francis Petersen | Photo Sonia Small
Prof Francis Petersen
Prof Francis Petersen, Rector and Vice-Chancellor of the UFS.
2019 is the year of the national general elections in South Africa – 8 May is when South Africans will have an opportunity to vote and to impact change, hopefully for the better.  But the beginning of 2019 saw the resurfacing of student protests, mainly driven by issues of registration, challenges associated with the National Student Financial Aid Scheme (NSFAS), student accommodation, safety of students (off-campus), insourcing, and various other issues influenced by local institutional context.
  
Challenges for university vice-chancellors

Our Constitution promotes protest, but emphasises the peaceful nature thereof, and that it should not infringe on the rights of others or damage property.  However, the protests experienced by the majority of higher-education institutions in South Africa in 2019 was exactly the opposite – disruption of classes, intimidation and victimisation, disrespect and often destruction of property.  A notion or approach of almost entitlement, even if the university management was willing to engage and was constantly open to assess ways and means to resolve these issues.  The drive for these protests was short-term gains, totally divorced from the long-term implications on the institution’s welfare.  This puts the university management under enormous pressure, sometimes feeling exposed and alone in ensuring that the institution remains sustainable – financially, as well as from an infrastructure and human resource perspective.

There is no doubt that the upcoming elections are used for political lobbying, tactical manoeuvring, and undermining to demonstrate political muscle – all playing out on our university campuses and to be managed by university vice-chancellors (VCs) and their executives.

Are universities not the pillars of knowledge in society, the providers of human capital and new knowledge to ‘lubricate’ our economy, the delivery of the next generation of professionals who will shape how our society, or a new South African citizenship should look like?  If this is the case, who are protecting our universities, who is standing with our VCs and university executives to ensure that our universities remain the beacon of hope for generations to come?  What is expected of VCs and university management in situations where there is a continual push for more, and if the response is not positive or immediate, protests, and in most instances violent and criminal behaviour. My personal view is not to securitise or militarise our campuses, but to resolve these issues through continuous engagement – but what if protests becomes violent and criminal?  What if disruptions challenge or threaten students, staff, infrastructure, and the academic project?  Student leaders seem to have forgotten the engagement with university leadership through a principle of ‘give and take’, always balancing short-term wins with the long-term sustainability and growth of the university.

Although universities often have their own internal disciplinary processes, these are slow, and the transgressors are often repeat offenders.  The sanctions are also in many cases restorative – which I believe it should, but to what end?

Help needed to ensure sustainability of universities 

We have seen how weak leadership, corrupt practices, and inadequate government funding have had a detrimental effect on the overall state of universities in the rest of the continent.  This has led to the outflow of excellent academics from the continent to elsewhere on the globe – a loss for the university and the continent!  Universities, although resilient, are also fragile as a system.  The protests associated with the #Rhodes and #FeesMustFall movements, together with the continued protests in 2019, run the risk of putting South African universities on a similar trajectory.  A fragile university system, when broken, will take decades to be restored.

Therefore, if universities are important institutions for society and the country, should there not be more concerted efforts from government and society to ensure that our universities remain strong and competitive? Although I do not offer a specific solution per se, should government, together with university leadership, staff, and students not be more vocal, thinking of a mechanism to curb and/or disallow immediate disruptions and the breakdown of infrastructure, and show visible support to university leadership in an effort to continue the academic project?  Our universities are performing extremely well against global counterparts, keeping in mind the current (and the past 10 years) South African economic growth and investment constraints with respect to infrastructure, research, and high-level scientific equipment – even a more critical argument to protect these national assets.

Academic project remains crucial

I am not for a moment belittling the issues raised by students and student leaderships – in fact, most, if not all of these issues, are legitimate.  I can understand the frustrations of the students – the slow pace of transformation, social integration, and often the lack of urgency in executing agreed decisions within the higher-education sector.  However, I am questioning the type of reaction or action exhibited by the students if, for similar legitimate reasons (through proper engagements), student demands cannot be completely met by university leaders.

In the final analysis, South Africa needs strong universities which are competitive – the country needs appropriate skills to enable and support the economy.  Also, universities need to listen to the student voice – deal with their concerns in a fair and socially-just manner; but as a sector with all its stakeholders, we need to ultimately respect the academic project and the infrastructure (physical and human) which support it.  We cannot afford party-political dynamics to ‘abuse’ the university campus in a way that can destroy the fibre of our higher-education system.  This will be catastrophic for South Africa, and I believe for the continent.

I call on government, voices in society, fellow students, student leadership, and staff to support university management openly, pro-actively and firmly, so that our universities remain places of intellectual engagement and discovery, places where different views are respected and heard, and by ‘jealously guarding’ the institutions as ‘country resources’, responding to all stakeholders’ concerns in a fair and just manner.

It is only then that universities ‘regain’ their rightful place in society, educating the next generation of scholars and professionals, advancing new knowledge, and purposefully disseminate and apply these to society – contributing to ‘lubricating the economy’ and to the betterment of the quality of life of our people! 




News Archive

Prof Jonathan Jansen bids farewell to Kovsies
2016-08-31

 

Dear Kovsie staff and students

This is my final message to you all.

I wish to use this opportunity for some brief reflections, share a word of gratitude, and convey a sense of the future for our beloved university.

Since the announcement of my departure, I have had more than a dozen breakfasts with mainly students, but also staff, to offer an opportunity for the final sharing of thoughts and, of course, goodbyes. The most common questions asked at those breakfast sessions were the following, with my responses. I repeat them here, since these might also be of interest or concern to you.

What are your proudest achievements?
Two things. The increase in the academic standard for the UFS, both in terms of admission standards and pass rates, but also in relation to the requirements for appointment and promotion especially of professors. This is important because in a globally competitive world, a university stands or falls by the quality of its degrees. And for this you need the best students and the best professors.

What would you do differently, given another chance?
Nothing. I believe that leadership is about doing the best you can with the cards you are dealt in the circumstances in which you are placed. There is no point in second-guessing past decisions. I have always been ambitious as a leader, knowing that most of my goals would be met, and that some would not. That is normal in large and complex organisations, and so, I do not sit around pondering regrets, only remembering with gratitude the things we could achieve together.

What did you learn?
A lot. I learnt that our students have tremendous capacity for greatness both in their academic pursuits but also in their ability to live, and learn, and love together. I have learnt never to underestimate the capacity of our youth to excel in whatever they do. Sometimes I felt I was more ambitious for our students and staff, than they were for themselves. But I have constantly been surprised by the capacity of young students to rise above bitterness and division, and to make great our campus, country, and continent.

I learnt, again, that the overwhelming majority of our staff and students are good people, respectful of each other, and determined to work together to heal our broken past and build a more just society. And I learnt that it is much more fulfilling to build up than to break down, to embrace than to exclude, and to love than to hate.

Were you frustrated with the pace of transformation?
Sometimes, yes. But fortunately I studied educational organisations all my life, mainly schools and universities. Universities are called institutions for a reason, and on century-old sites like the historic Bloemfontein Campus of the University of the Free State, there are core beliefs, values, and practices deeply ingrained in the culture of the place.

Anyone, therefore, who believes that transformation is easy, has obviously never tried to change an old university. It is difficult. You will get blowback. You will get bad press. You will, sadly, lose the support of some people. Some believe the university is changing too fast while others will tell you it is not changing fast enough. As you press for change, you find the university going two steps forward and one step back; in these circumstances, the solemn duty of the leader is simply to ensure that the overall momentum is always forward.

For such a time as this –
a commemorative journey:
2009-2016 (PDF book)

Description: Prof Jansen commemorative journey2 Tags: Prof Jansen commemorative journey

I therefore budget for disappointment even as I relish the many changes we have experienced together over the past seven years. If you want to obtain an objective sense of the scale of the changes at the UFS, ask those students and staff who were here in 2009, not those who came recently. They will tell you that we have a very different university, even though we all acknowledge that there is still some distance to travel. Our remarkable story of change is told in the recent Transformation Audit of the UFS, chaired by Prof Barney Pityana; that Audit Report will be released after it is read and studied by the University Council at its November meeting.

At an individual level, I learnt that most campus citizens change quickly and others more slowly, and that one has a duty to constantly push for change, but also to be patient about change. And I learnt that the ideal change retains the best of our past even as we embrace a more just and inclusive future in which all campus citizens feel that the university truly belongs to each and every one of them.

Are you optimistic about the future of our university?
Yes. The UFS is a very well-managed university thanks to the exceptional talent in the management of our finances, human resources and information technology environments. By the end of 2016, we will have record enrolments, from undergraduates to doctoral students, which is good for our future income. We run a tight ship with regard to the university’s finances, and we have greatly improved the academic standard of our qualifications; in this regard, I am very proud of my senior management team, and the talented middle management personnel, and those who make things work at the coalface of our operations.

I am very concerned, however, about future funding of the 26 public universities and the extremely vulnerable situation of at least 10 higher-education institutions. The economy is not growing and the costs of running a modern university are escalating. The delays in government commission reports on tuition fees do not help, and there seems no urgency ‘higher up’ to make the tough decisions.

We have to ensure free education for the poorest students — that is the position of your senior management – but we also need to guarantee the financial sustainability of our universities. The task of the UFS leadership, in this period of uncertainty, is to manage those two expectations as best we can. But this cannot happen without your assistance, and I do ask that you provide the new Rector and his or her team with the same understanding and support which I have enjoyed from you.

In conclusion
I am grateful.

To the many hundreds of students who have passed through my office and our home, and who sat in my many lectures and engaged me in your residences – thank you for enriching my sense of life and leadership. I am grateful that Grace and I could support and mentor many of you over the years and see you graduate. I am a better leader because of you.

To the staff of the three campuses – there is no university Rector, I can assure you, who enjoyed more love and support than what you offered me since the day I arrived here. Students come and go, but you have been my foundation year after year, and I thank you for that.

To parents, friends, and followers off-campus, in South Africa and abroad – thank you for hundreds of letters, emails, phone calls, prayers and ‘packages of support’ (from biltong to books). In the most difficult times, you rallied from everywhere with a word of support, often on social media. Know this: your words kept me calm in the storm.

Thank you, everyone.

Goodbye.

Prof Jonathan Jansen
Vice-Chancellor and Rector
University of the Free State

Description: Prof Jansen saying goodbey Tags: Prof Jansen saying goodbey

Prof Jonathan Jansen steps down as UFS Vice-Chancellor and Rector (16 May 2016)

 

 


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