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14 April 2021 | Story André Damons | Photo Supplied
Keabetswe Modise is graduating cum laude with a Bachelor of Administration Honours degree during the UFS virtual graduation on 19 April.

After repeating Grade 11 three times, a student in the Faculty of Economic and Management Sciences at the University of the Free State (UFS) is graduating cum laude with a Bachelor of Administration Honours degree in April.

Keabetswe Modise, who is graduating on 19 April during the UFS virtual graduation, says she used her earlier failures as motivation to work even harder. 

“I am extremely proud of myself. I chose to win instead of crying over spilled milk. As a black, capable, and independent woman, I told myself that if there is a chance for trauma or depression, there is definitely a chance to succeed and enjoy life. This implies that I can achieve anything that I set my mind to. I now hold my family’s name high in both our community and within our external family,” says a proud Modise.

Modise, a part-time lecturer at the Central University of Technology (CUT) in Welkom, has been accepted to study a Master of Public Policy and Development degree in Japan. Her academic year will commence early in 2022 and will take two years to complete.   

Motivation

“This (academic success) came as a surprise. I never thought that one day I would hold a postgraduate qualification, let alone that such a qualification exists. In high school, I repeated Grade 11 three times. At that time, I was known as the dumbest kid in school and in the community. 

“I was depressed, but I did not know what was going on with me. Therefore, I just wanted to pass my matric and work to survive. During my matric year, I really became more motivated after career orientation. This is when I knew I wanted to experience university life. I also wanted to use the chance to escape the dumb girl concept and come back with a victory to claim back my name. Today I am the most influential girl in my community.”

Making the most of the lockdown

Modise used the COVID-19 pandemic and the lockdown to her advantage, as it gave her the opportunity to not only study online, but to also start a successful fast-food business. 

“The consequences of the pandemic on universities have been to my advantage. I managed to work at home, with limited financial expenses such as transport and printing of documents. Also, my assessments were online. This also gave me the chance to start a fast-food business while tackling academic activities on time. 

“Most importantly, I did not have money for registration, and when the policy changed for late registration due to COVID-19 regulations, it gave me time to make a plan to finance my studies. Fortunately, by August, I received a bursary from the Postgraduate School at the UFS, because the HOD was impressed with my academic record. As much as the effects of COVID-19 were devastating on the lives of people, I managed to achieve my goal,” says Modise. 

Her inspiration 

According to Modise, her parents – who separated when she was very young – inspire her. Says Modise: “I appreciate everything they have done for me. I just want my father to one day address me as Dr Modise, while he and my mother can look back and be proud of the woman I have become.” 

“In this case, I can say that I get inspired by the vision of being applauded by both my mother and father.  Most importantly, I get inspired by the changing philosophy of government management. I admire the impact of globalisation around the world. Today, any academic institution can operate online.” 

Modise’s message to others is that nothing comes easy or without a cost: “It looks like it is impossible, but actually, this is your life. I can motivate someone as much as I can, but if you are not willing to be motivated, nothing can change for you. Also, no one owes anyone anything. This is your journey, drive it.”

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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