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20 April 2021 | Story Rulanzen Martin | Photo istock
The Faculty of the Humanities webinar series will provide opportunities for future research collaboration.

How does an anthropologist, a linguist, and a health systems researcher collect data during COVID-19 when human interaction is limited? Speaking at the first webinar hosted by the Faculty of the Humanities on Fieldwork in the time of COVID-19, Prof Deborah Posel, Research Professor in Sociology, said, “Lockdown impacted social sciences just as much. For us it was a lockout from people, libraries, and field research.” 

“The benefits (of the webinar) for Humanities research are obvious. Research in the Humanities differs a lot from research in other disciplines such as Natural Sciences; it happens in silos and not as a group focused,” said Prof Heidi Hudson, Dean of the Faculty of the Humanities. This webinar series will provide a platform to engage, but also for inter-departmental and inter-disciplinary research in the faculty. “Using this platform to engage and talk about our shared experiences will help bring researchers together and to reflect on our own experiences,” Prof Hudson said. 

Academics from different departments in the faculty shared how the COVID-19 lockdown affected their research projects. They were Dr Gladys Kigozi, Senior Researcher in the Centre for Health Systems Research and Development (CHSR&D), Dr Kristina Riedel from the Department of Linguistics and Language Practice, and Prof Joy Owen from the Department of Anthropology

Different approaches implemented 

Centre for Health Systems Research and Development
Research in the CHSR&D focuses mainly on in-person research. “COVID-19 has diminished the interaction between researchers and participants, and it threatened the quality of data gathering,” Dr Kigozi said. Field activities were thus suspended for six months, which compromised the timeline of projects.  

The CHSR&D aligned their projects with COVID-19 regulations and had virtual consolidations with the Free State Department of Health, while advertising research through health-care workers and social media.

Listen to a recording of the webinar here: 


Faculty of the Humanities webinar on Fieldwork in the time of COVID-19


Department of Linguistics and Language Practice 
For Dr Kristina Riedel, COVID-19 was not the proverbial nail in the coffin of linguistics research. There is great body of spoken, signed or written language that has been transcribed. “Linguists may also study public or private online data or printed texts such as newspapers, social media, and Bible translations,” Dr Riedel said. 

Language documentation usually happens with a researcher interacting with a speaker or group of speakers, which is then recorded in a high-quality, low-noise environment. Just like Anthropology, the best form of understanding data comes from in-person documentation. “We often need to work with people who are not connected to online spaces, such as the elderly and marginalised communities,” Dr Riedel said. Researchers sometimes need to be immersed in the community when recording takes place.

Department of Anthropology 
Prof Joy Owen provided perspective on how Anthropology as a discipline and anthropologists have been impacted by the lack of human interaction, which is what Anthropology is essentially about. “Anthropology, as founded in the early 20th century, is a fully immersive experience. Body, mind, psyche, and spirt were employed to understand the other (people),” Prof Owen said in her opening remarks. The anthropological encounter could thus not be socially and physically distant. 

The continuous shift to virtual interaction is not an ideal practice. “A video call, however initiated, cannot provide access to the daily nuances of life,” Prof Owen said. The video call/interview cannot replace the in-person ‘hanging out.'


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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