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28 April 2021 | Story Prof Francis Petersen | Photo Sonia Small (Kaleidoscope Studios)
Prof Francis Petersen is Rector and Vice-Chancellor of the University of the Free State (UFS).

You should have seen it coming. In the wake of the recent student protests and resulting suspension of tuition on some higher education campuses throughout the country, management teams from public universities have become used to having this bit of stinging criticism levelled against us from various fronts. 

You should have seen it coming. 

And the implied add-on: You could have done something to stop it.

But as with most crises, foreseeing something and preventing it are often worlds apart. 
That much we have learned from the COVID-19 pandemic. For decades preceding 2020, health scientists and a large section of the informed public had known that the world’s next big health crisis would probably be caused by some variant of the coronavirus. Yet “seeing it coming” could not prevent an eventual outbreak.

In the same way that the COVID-19 pandemic exposed fault lines in the global health system, student protests continue to expose fault lines in our higher education funding model. 

The unfortunate truth is that no single institution’s foresight and ameliorative measures can prevent the outbreak of symptoms of a deeper systemic problem that needs to be addressed in a comprehensive, sustainable way and on a national level.  

Complicating the access challenge

In a post-COVID-19 landscape, it is even more challenging to find solutions for students’ very legitimate demands for access to education. Here at the beginning of 2021, we find ourselves in a fragile society ravaged by illness, loss, fear and uncertainty and reeling from the lingering effects of sweeping economic blows.

It is more important than ever to keep the wellbeing and future of an entire society in mind when making decisions affecting individuals.

It is equally vital to be guided by principles of social justice in every decision, striking a careful balance between different rights. In our case: The right to demonstrate versus the right to safety and protection of property; and the right to education of those wanting to enter an institution versus the rights of those already studying within that institution.

The need to look beyond one’s own rights and also consider the rights of others is aptly reflected in the masked faces we see around us nowadays. A face mask ultimately offers greater protection to bystanders than to the individual wearing it. This attitude of always considering the “greater good” should more than ever guide our decisions in all spheres of society.

And here universities have a continued vital role to play: To not only equip graduates with skills and knowledge, but to help create responsible citizens with a wider vision than just the immediate. 

Current financial model unsustainable

It is clear that the current model of student funding in South Africa is simply unsustainable. 

Student numbers rise each year, as does inflation. Household incomes are not keeping up, leading to more and more families who will qualify for the subsidised free higher education for households with a combined annual income of R350 000 or less, announced by former president Jacob Zuma four years ago. 

Add to that the effects of the COVID-19 pandemic that has placed tremendous extra pressure on the fiscus, plus the apparent challenges that the National Student Financial Aid Scheme (NSFAS) experiences in administering student bursaries, and it becomes clear that government simply will not be able to sustain these financial commitments going forward.

Short term vs sustainable solutions 

It is also clear that government’s reaction to this year’s student protest dilemma, i.e. re-allocating funds originally earmarked for other areas within higher education, was a short-term solution. Continued measures like these will, in the long term, only lead to the steady deterioration of the very institutions these students are trying to access.

Likewise, a cancellation of students’ so-called “historical debt” (at the moment adding up to around R14 billion) will have a devastating effect on South Africa’s higher education institutions. .  

Once again, a well-considered balancing of interests is required – facilitating access to higher education while at the same time ensuring the sustainability of institutions.

Tackling change together

We live in a time where, on different fronts, courage is needed to do things differently.  
When it comes to finding a new financial solution for higher education, we should think beyond a mere tinkering of existing models, tweaking it here and there, and rather consider total transformation.

One of the models that show great potential is the income-contingent loan scheme, whereby students start paying loans back once they have secured a regular income, with specific parameters in place to ensure sustainability. 

But regardless of what model is chosen to replace the status quo, one thing is certain:
it will require a combined effort and commitment from government, higher education institutions as well as the private sector. 

At a time when there is a great emphasis on distancing, there needs to be a huddling and a clustering on another level.  We all need to take hands and move closer together to find solutions for a problem that ultimately affects all of us.

It is abundantly clear that there is an urgent need for significant private sector involvement, not only from potential financers like banks and pension funds, but by all potential future employers in all business sectors.

Ultimately, both public and private sectors are key beneficiaries of the output of universities. The students we deliver represent their future work force. This vested interest should translate into active involvement – not only at the point where students exit our institutions, but also ensuring that they’re able to enter them in the first place.

This is why the National Task team that Dr Blade Nzimande, Minister of Higher Education, Science and Technology wants to establish to address the student funding challenge is so crucial – and should, at least include role players from all three sectors. 

Focus on social justice during Freedom Month

South Africans are currently celebrating our freedom, commemorating our departure from inequality and oppression.  

Maybe this Freedom Month – and particularly Freedom Day – is a time to reflect not only on what makes us free but on what binds us together. A time to build new relationships based on common needs and shared interests and values.  

We have moved away from oppression. We should now move towards greater co-operation and voluntary, mutually beneficial alliances in order to truly ensure access to education for all.

Because if we don’t, student protests will remain as consistent as seasonal flu, characterising the beginning of each academic year.

News Archive

MBA Programme - Question And Answer Sheet - 27 May 2004
2004-05-27

1. WHAT MUST THE UNIVERSITY OF THE FREE STATE (UFS) DO TO GET FULL ACCREDITATION FOR THE MBA PROGRAMMES?

According to the Council on Higher Education’s (CHE) evaluation, the three MBA programmes of the UFS clearly and significantly contribute to students’ knowledge and skills, are relevant for the workplace, are appropriately resourced and have an appropriate internal and external programme environment. These programmes are the MBA General, the MBA in Health Care Management and the MBA in Entrepreneurship.

What the Council on Higher Education did find, was a few technical and administrative issues that need to be addressed.

This is why the three MBA programmes of the UFS received conditional accreditation – which in itself is a major achievement for the UFS’s School of Management, which was only four years old at the time of the evaluation.

The following breakdown gives one a sense of the mostly administrative nature of the conditions that have to be met before full accreditation is granted by the CHE:

a. A formal forum of stakeholders: The UFS is required to establish a more structured, inclusive process of review of its MBA programmes. This is an administrative formality already in process.

b. A work allocation model: According to the CHE this is required to regulate the workload of the teaching staff, particularly as student numbers grow, rather than via standard management processes as currently done.

c. Contractual agreements with part-time staff: The UFS is required to enter into formal agreements with part-time and contractual staff as all agreements are currently done on an informal and claim-basis. This is an administrative formality already in process.

d. A formal curriculum committee: According to the CHE, the School of Management had realised the need for a structure – other than the current Faculty Board - where all MBA lecturers can deliberate on the MBA programmes, and serve as a channel for faculty input, consultation and decision-making.

e. A system of external moderators: This need was already identified by the UFS and the system is to be implemented as early as July 2004.

f. A compulsory research component: The UFS is required to introduce a research component which will include the development of research skills for the business environment. The UFS management identified this need and has approved such a component - it is to take effect from January 2005. This is an insufficient element lacking in virtually all MBA programmes in South Africa.

g. Support programmes for learners having problems with numeracy: The UFS identified this as a need for academic support among some learners and has already developed such a programme which will be implemented from January 2005.

The majority of these conditions have been satisfied already and few remaining steps will take effect soon. It is for this reason that the UFS is confident that its three MBA programmes will soon receive full accreditation.

2. WHAT ACCREDITATION DOES THE UFS HAVE FOR ITS MBA PROGRAMME?

The UFS’s School of Management received conditional accreditation for its three MBA programmes.

Two levels of accreditation are awarded to tertiary institutions for their MBA programmes, namely full accreditation and conditional accreditation. When a programme does not comply with the minimum requirements regarding a small number of criteria, conditional accreditation is given. This can be rectified during the short or medium term.

3. IS THERE ANYTHING WRONG WITH THE ACADEMIC CORE OF THE UFS’s MBA PROGRAMMES?

No. The UFS is proud of its three MBA programmes’ reputation in the market and the positive feedback it receives from graduandi and their employers.

The MBA programmes of the UFS meet most of the minimum requirements of the evaluation process.

In particular, the key element of ‘teaching and learning’, which relates to the curriculum and content of the MBA programmes, is beyond question. In other words, the core of what is being taught in our MBA programmes is sound.

4. IS THE UFS’s MBA A WORTHWHILE QUALIFICATION?

Yes. Earlier this year, the School of Management – young as it is - was rated by employers as the best smaller business school in South Africa. This was based on a survey conducted by the Professional Management Review and reported in the Sunday Times Business Times, of 25 January 2004.

The UFS is committed to maintaining these high standards of quality, not only through compliance with the requirements of the CHE, but also through implementing its own quality assurance measures.

Another way in which we benchmark the quality of our MBA programmes is through the partnerships we have formed with institutions such as the DePaul University in Chicago and Kansas State University, both in the US, as well as the Robert Schuman University in France.

For this reason the UFS appreciates and supports the work of the CHE and welcomes its specific findings regarding the three MBA programmes.

It is understandable that the MBA review has caused some nervousness – not least among current MBA students throughout the country.

However, one principle that the UFS management is committed to is this: preparing all our students for a world of challenge and change. Without any doubt the MBA programme of the UFS is a solid preparation.

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