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From the right: Dr Ralph Clark,, with fellow researchers, Dr Stephanie Payne, Dr Sandy-Lynn Steenhuisen, Dr Onalenna Gwate and Evelin Iseli, a Swiss PhD student on RangeX at the open top chambers on the Maloti-Drakensberg mountain range.

What impact has global change had on alpine vegetation in our own mountains and those around the world, and why are certain plants in mountains around the world rapidly expanding their ranges?

This is the question on which the Afromontane Research Unit (ARU) on the Qwaqwa Campus will be shining the research lens over the next three years, through Project ‘RangeX’, a multi-institutional research consortium under the Mountain Invasive Research Network (MIREN), with ETH Zurich (Switzerland) leading the research project. The project is underway in the Witsieshoek area of the Free State component of the Maloti-Drakensberg, as part of a global consortium to better understand the ecological drivers of range-expanding plant species in mountains around the world.

South Africa’s participation in the project is led by the ARU Director, Dr Ralph Clark. Other RangeX partners are Germany, Norway, Sweden, Denmark, Australia, China, Chile, and France, with research locations in the Swiss Alps, Himalayas, Andes, Australian Alps, and Scandes.

The official launch of the research site for the Maloti-Drakensberg mountains, which took place on 20 October, marked the beginning of the South African component of globally coordinated research to understand how range-expanding species may affect current alpine environments under future climatic conditions. The launch involved a site visit to the summit of the Maloti-Drakensberg. Situated at 3 100 m above sea level in the Witsieshoek area, the research seeks to determine whether typical range-expanding species might colonise the alpine zone above 2 800 m under a simulated future warmer climate. 

The South African component of RangeX is funded by the Department of Science and Innovation (DSI) through BiodivERsA, an initiative of the European Union’s Horizon 2020, which promotes research on biodiversity and ecosystem services and offers innovative opportunities for the conservation and sustainable management of biodiversity.
Speaking at the launch of the project, Dr Clark said the alpine zone of the Maloti-Drakensberg is an ecologically severe environment, resulting in only specialised species being found above 2 800 m. “However, with climate warming, it can be expected that many lower elevation plants might start to ‘climb’ the mountain and invade its upper reaches. This will have a major impact on ecology, livelihoods, endemic alpine species, and water production.”

This is the first time that such experiments will be undertaken in the alpine context of the Maloti-Drakensberg, Dr Clark explained. The ARU is using this project to promote an ambitious and long-term alpine research programme centred on the Mont-aux-Sources area, where the Free State, KwaZulu-Natal, and Lesotho meet.  

Toto Matshediso, Deputy Director: Strategic Partnerships at DSI, said the Range X project with South African funding from the DSI was aligned with the departmental priorities for investment in global change and biodiversity research and innovation. 

“The research conducted is strengthening international cooperation in terms of research collaboration with its European Union partners as a region, as well as bilateral partners involved in the project. The project is also located in an area that has been historically disadvantaged, and the DSI is proud to be part of contributors to mountain research initiatives and direct contribution to the local community. The project also places the spotlight on the rich biodiversity data of the area, and how it could contribute to the overall government priorities regarding biodiversity.”

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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