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The fact that Prof Naomi Morgan enjoyed reading the book herself, contributed to the successful translation process.

Fille à soldats is the French title of Dr Francois Smith’s book Kamphoer. The ground-breaking novel recently made its appearance on French bookshelves thanks to the translation skills of Prof Naomi Morgan from the Department of Afrikaans and Dutch, German and French at the University of the Free State (UFS). 

Any translation work is a difficult task to take on, but for Prof Morgan, Head of the Division of French at the UFS, translating Kamphoer into French was worthwhile. “The biggest advantage (of translation) is that more people can read the novel. Without translation, different cultures do not know each other,” said Prof Morgan.  The only way of knowing existing languages is through translation. 

This is the third translation of the novel. The first translation was into Dutch and the second into English. “I work mainly in the French-Afrikaans language pair and thought the French would be interested in this story,” Prof Morgan said. 

Kamphoer author bursting with pride 

Dr Francois Smith, a lecturer in the same department as Prof Morgan, has great appreciation for his colleague. “I am very grateful for the translation and also very proud of it. Someone who translates your book reads it with the greatest love and attention,” he said.  The first reviews published in France are full of praise. “It seems that Prof Morgan has succeeded in giving Kamphoer a new and powerful life in French.” 

Recently, Dr Smith was also named as the runner-up in the Great Novel Competition for his book Die getuienis.

 
Dr Francois Smith, author of the book Kamphoer. Photo: Mlungisi Louw 

Historical bond with the French

The historical connection with the French was another reason for translating Kamphoer, since they (the French) supported the Boer forces during the Anglo-Boer War. The storyline for Kamphoer is based on this war. “French readers like historical novels and history in general. Therefore, there would be a potential reading public,” Prof Morgan said.  

Her own love for the history of this war, her language skills, and the required background were the winning recipe for the skilful translation of the novel. “I enjoyed reading the novel – a requirement when you are working as a translator for months on a text,” she said. 

Translation not an easy process

The best and only French-Afrikaans dictionary dates from the 1950s. According to Prof Morgan, translation is a very difficult process, as translators and interpreters normally translate into their mother tongue and not the other way around.  “The translation process with any novel is handled by two publishers; in this case, Tafelberg (South Africa) and Actes Sud (France),” Prof Morgan said. The translator is appointed after that. Prof Morgan worked with Georges Lory, a well-known French translator who understands Afrikaans.

 With unique words and phrases in Afrikaans, it can be quite a struggle to translate from Afrikaans into French. Words that are inherent to a language and/or culture can be difficult to translate. “One of the challenges was also the fact that the main character, Susan Nell, at times quoted from the Dutch State Bible written in seventeenth-century Dutch. What do you do with this? Or with the Afrikaans onomatopoeia of bird sounds?” Prof Morgan explained. 
 
Future plans for more Afrikaans-French translations?

Future plans for the translation of other books into French unfortunately do not depend on Prof Morgan, because the contracts are concluded between publishers, and because Afrikaans novels are usually first translated into English. “Therefore, if translation errors occur in the English version, the French translator does not realise this,” Prof Morgan said. There are also only three French translators who can translate directly from Afrikaans.  

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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