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12 May 2020 | Story Andre Damons | Photo Pexels

A data scientist and research coordinator at the University of the Free State (UFS), in collaboration with his supervisor at the University of Pretoria (UP), is at the forefront of the fight against the Covid-19 virus with accurate data and analysis.
Herkulaas Combrink of the Centre for Teaching and Learning at the UFS and PhD candidate in Computer Science at the UP, said accurate data is important to prevent widespread panic and sensationalism during a global disaster such as the current pandemic. This information helps people to make informed decisions and to reduce their exposure to the threat of the virus.

Assisting decision-makers

“I, along with colleagues from the World Health Organization, the Centers for Disease Control and Prevention in the USA, the provincial office of the Centers for Disease Control and Prevention, provincial clinicians, and the Free State Department of Health led by Dr David Motau, have been able to progress significantly in terms of evidence-based tools to assist provincial and national decision-makers during these turbulent times.”
“It does come at a cost, though, in that we have worked continuously since the lockdown, dedicating all our time and efforts to the department from all over to ensure that we are not part of some of the global statistics we have seen,” said Combrink. 

A paper written together with his supervisor, Dr Vukosi Marivate, has also been accepted by the Department of Higher Education and Training (DHET)-accredited Data Science Journal.  This paper is related to a framework for sharing public data to the public in a way that is useful, usable, and understandable. 

Ongoing projects

Combrink said it is hard to name all those who are/were involved in the great work done by the Free State Department of Health, but some of them include Dr Elizabeth Reji (Head of Department, Family Medicine), Dr Collin Noel (surgeon, senior lecturer at the UFS), Dr Sammy Mokoena (community health registrar, UFS), Dr Ming-Han Motloung (public health medicine specialist, senior lecturer, UFS), Dr Perpetual Chikobvu (Director: Information Management at the Department of Health, affiliated lecturer at the UFS), as well as Alfred Deacon (lecturer at the UFS), who have worked at some point during this short space of time on one of the many projects. 

Some of the projects include the following:

• A provincial database for screening and monitoring.
• A data pipeline and assembly of hospital information flow, liaised with the NICD, Vodacom, and the different district managers to ensure that the pipeline occurs in a timely manner.
• Digitised paper-based capturing tools for rapid data capturing and processing.
• Incorporated state-of-the-art visualisation tools to action data into useful information for decision-makers in certain areas.
• Provided both provincial and national projections, stress testing different scenarios using a variety of statistical, computational, and/or machine-learning approaches to add to the already existing projections of the Council for Scientific and Industrial Research (CSIR).
• Training healthcare professionals in the field to apply these tools within their own districts.
No easy task

“These aforementioned feats were by no means easy and are not completed yet, but we are getting there. In the foreseeable future, I will be working closely with national and international researchers to deploy a tool for hospital managers in the Free State that will assist them when we move from level 5 to any level below.”

“In addition to this, I am constantly providing support to the Free State Department of Health regarding any analysis required for decision-making purposes. The teams we work in comprise highly competent individuals with a passion for solving problems from multidisciplinary perspectives,” according to Combrink.

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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