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12 December 2020 | Story André Damons | Photo Supplied
Read More Bianca Vermeulen
Bianca Vermeulen started her journey to become a doctor this year after being accepted by the University of the Free State (UFS) to study medicine. She had previously applied 32 times in eight years to study medicine.

A first-year medical student from the University of Free State (UFS) is finally on her way to realise her childhood dream of becoming a doctor after having been rejected 32 times in eight years to study medicine.

Bianca Vermeulen, who started the MBChB programme in 2020, said she applied 32 times in eight years and got rejected every time. As a qualified Critical Care Clinical Technologist who worked for the Free State Department of Health, the daily interaction with her patients and colleagues inspired her to keep her dream alive.

“My childhood dream (of becoming a doctor) did not fade. Dreams do not have expiry dates. During my time in the clinical setting, I learnt some important life lessons. Experience is most definitely what I got when I did not get what I wanted,” said Vermeulen.

According to her, working in a clinical setting fueled her passion. Said Bianca: “I woke up to an alarm clock of opportunity. At the end of the day I can go home with a feeling of satisfaction. I could not have done it without the support of my colleagues and friends. Then it all becomes worth it.”

Finally, a yes to study medicine

Vermeulen said she was at work when she received an e-mail on 3 October 2019 from the UFS application office. She initially ignored the e-mail thinking they would resend one of their earlier rejection letters. After ‘accidentally’ opening the letter, she could not believe her eyes.

“For a moment I was in denial. I had to read the letter a few times to ensure my eyes were not bewitching me. I had to show a friend to ensure that I had read and understood the letter. Then the reality came as an overwhelming mixture of emotions.”

Studying medicine during a pandemic

Vermeulen , who has a passion for neonatal and paediatric intensive care and would like to specialise in paediatrics and child health care after her undergraduate studies, said she welcomes the change that COVID-19 brought to the academic table.

“Daily routine changed overnight for all people and all stared uncertainty in the face. Students had to adapt to a blended learning approach (which also had its own challenges), but as time progressed, we learnt the new ropes.

“I truly hope that we all take the COVID lessons to heart. In the medical sector, no one is a greater ‘hero’ than another. The sector needs various role players and I hope that people realise the importance of nurses, hospital cleaners, administrative staff and all allied health workers. Without these people, the medical sector cannot function. We all need one another.

“With that being said, I hope people realise that we need a functional system so that we can work with each other and not against a system,” said Vermeulen.

Working with various healthcare workers, she has seen the effects of burnout and experienced the best (and worst) of both worlds but is still happy with her choice to study medicine.

It only takes one successful application

“As [US educator] Randy Pausch said: ‘The brick walls are there for a reason. The brick walls are not there to keep us out. The brick walls are there to give us a chance to show how badly we want something.’ I take this to heart,” Vermeulen said.

“You might have received ample unsuccessful applications, but it will only take one successful application to commence with your dream. If it is truly something you want to do, never give up on your dreams. Always work hard and take to heart what the Lord has done for you!”

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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