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Japan UFS Afromontane Research Unit research collaboration
Dr Melissa Hansen (left) with ARU guest researchers. They are, from the left: Gema Carlota Cubelos Perez, Emilie Jones, Ven Paolo Valenzuela, Kanako Matsuyama (International Christian University), and Dr Kudo Shogo.

Research ties between the University of the Free State, the University of Tokyo, and the International Christian University strengthened when the Japanese scholars visited the Afromontane Research Unit (ARU) on the Qwaqwa Campus. 

“The visiting delegation is part of the larger research group on sustainability studies that has been sharing research expertise with the Afromontane Research Unit’s researchers over the past three years,” said Dr Kudo Shogo, Assistant Professor from the University of Tokyo’s Graduate Programme in Sustainability Science – Global Leadership Initiative (GPSS-GLI).

Entrepreneurship in Qwaqwa
“Our focus this time is on entrepreneurs who have had exposure to megacities such as Johannesburg and Cape Town, and who are finding themselves back in places like Qwaqwa. We have discovered that they actually find Qwaqwa more resourceful than when they left. Two to three years of unstable living in the cities gave them a fresh view to see the many opportunities in Qwaqwa and they then start their businesses. Talking to the Qwaqwa entrepreneurs has been a great learning experience for all of us,” he added.

The visiting scholars conducted interviews with 10 local entrepreneurs to get a sense of how they use entrepreneurship for sustainability purposes.

“We are pleased by the local people’s understanding that local problems require local solutions. I would really like to contribute to these people’s understanding of how these solutions fit the problems better than solutions that come from outside. We have quite a number of voices talking about empowering Qwaqwa, with the emphasis on creating jobs for Qwaqwa, solving the problems that Qwaqwa is facing. I have found education to be a unifying factor through tutoring, after-school classes, mentorship, and the personal imperative of sharing,” said Emilie Jones, originally from the United States of America and now studying for a master’s degree in Sustainability Science focusing on water supply and resources.

Education and arts empower communities
“Most of the entrepreneurs we spoke to have experience of the big cities. For them, Qwaqwa is very close to the heart and is home. There are challenges, but they are doing their best to empower their community with ideas and skills from the big cities. They provide services such as education and arts to empower the community to come up with a local identity,” said a PhD candidate, Ven Paolo Valenzuela from the Philippines. 

“I was impressed with the people who realise the opportunities to identify problems and even come up with solutions themselves. A lot of communities can learn from this,” said Gema Carlota Cubelos Perez, a PhD candidate originally from Spain.

Their host, Dr Melissa Hansen, Lecturer from the Department of Geography, said the visit was part of the bigger study on migration and sustainable development. “This was a Global Field Exercise (GFE) for teaching research methods in the field. We found that Qwaqwa is overflowing with potential for entrepreneurship in a wide variety of fields and that there is a strong, vibrant network of young individuals brimming with talent. We are learning from each other, as Akita City in Japan and Qwaqwa are similar in more ways than one,” she said.

One of the entrepreneurs, Refiloe Seekane, is a self-taught fashion designer, choreographer, and event coordinator. “The interview has actually made me realise the gaps we have for business opportunities in Qwaqwa and the importance of implementing some of the projects I have been planning for years,” said Seekane, a second-year Education student and CEO of Evomind.


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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