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06 June 2022 | Story Prof Francis Petersen | Photo Sonia Small
Prof Francis Petersen
Prof Francis Petersen, Rector and Vice-Chancellor of the University of the Free State.

Opinion article by Prof Francis Petersen, Rector and Vice-Chancellor of the University of the Free State.
It is our harsh South African reality that racially charged incidents, such as the recent incident at Stellenbosch University, can happen at any institution at any time. Disheartening as they may be, they should not detract us from the very real journey towards true transformation and social cohesion that is taking place on South African campuses of higher education.

Along with all the various forms of change and transformation that different sectors in our country have undergone over the past few decades, there has also been a definite shift in the role of public universities. It has evolved from an almost exclusive focus on academics to a more society-focused role. An undeniable and very important part of universities’ mandate in modern-day South Africa is to make a positive difference in the communities we serve. This inevitably includes embracing transformation, inclusivity, and diversity. In short: universities must be microcosms of the kind of community that we want to see in the broader South African context.

Transformation in higher learning 

Since 1994, all university campuses have in one way or another implemented well-designed transformation processes and social cohesion programmes – reflected in their institutional culture, physical environment, and the Academic Project. What we should always bear in mind, though, is that transformation in its very essence can never be a complete process. It can never simply mean changing from one thing into something else, but it is rather an ever-continuing process that requires incessant focus and a resolute acceptance that you will never really arrive at a final destination. What this implies for universities is that – true to our nature – we should always challenge the status quo, question conventional wisdom, always wrestle with complex issues, and never settle. Only by doing this will we achieve perpetual renewal, which is what true transformation boils down to.

Over the years, there has been an important shift at traditionally white universities that runs much deeper than just a superficial change in numbers and racial composition. Black South Africans at these institutions have reached a critical mass, which means they can now more freely express their convictions about their individual lived experiences, and in the process assist in shaping the institutional culture in ways that recognise diversity. And often, certain events can act as triggers for them to express these lived experiences as a collective.

Trigger events that cause us to pause and reflect

In the past, transformation efforts at universities were centred around attempts to absorb, assimilate, and homogenise individuals into the dominant culture, instead of institutions shaping their institutional culture to adapt to their changing student population. The latter approach is far more effective and organic, requiring institutions to not only recognise and embrace diversification, but also to respond and adapt to it. Undesirable incidents or phenomena, whether in the form of acts of racism, gender-based violence, bullying, or any form of othering or intolerance then become triggers that should make us pause and reflect on where we are in our journey towards transformation, and whether we need to adapt in any area or in any way.  

I want to differ from observers who feel that the Stellenbosch urinating incident is not worth spending any time or discussion on. I believe it is vital that we understand these ‘triggers’, because it is in the process of grappling with it as a university society – in those sometimes-uncomfortable conversations that challenge us on so many levels – that true transformation occurs.  

Former trigger events at the UFS

A distressing trigger event in our own university’s history was in 2016, when white rugby spectators attacked a group of black protestors at the UFS. What made this particularly painful was that it happened almost a decade after the notorious Reitz video incident, when a racially offensive, humiliating student video made in response to the university’s residence integration policies at the time, surfaced. The Shimla Park incident was an immense disillusionment for the university leadership, as it flew in the face of the great strides made towards social cohesion in the preceding eight years. It was a stark reminder that transformation will always be a ‘moving towards’, as opposed to an ‘arrival at’. True transformation is a process that requires a constant listening to diverse student and staff voices from all angles, an unrelenting focus on visible leadership, constant interaction with the diverse groups that make up a campus community, which is then consistently translated into action and institutional reform. 

It also requires a continuous creation of spaces where students and staff can express themselves without fear. It is vital that platforms are created in different parts of an institution where diverse voices can be heard. And it is equally vital that we listen to these voices, and that intensive discourse be followed up with real action, ultimately shaping the institutional culture. It requires that we use these painful trigger events as moments to pause and reflect on our transformation journey. What is imperative, is that the entire institution should be involved in this reflection process – not only the policy drafters or those who specifically deal with social cohesion. 
 
Youth Month – an opportunity to assess involvement

Youth Month gives us the opportunity to consider just how well we are listening to the voices of young South Africans – specifically in our higher education sector. We need the youth to speak out, and to take up the positions that institutions of learning have created for student representation in their leadership structures as an important part of the transformation process. We also need them to respond in a very circumspect and mature way to the trigger events that challenge our transformational journey. They should expose and denounce them in no uncertain terms, but guard against triggering similar actions in the process, which will only lead to further polarisation and discord. Instead, they should treat trigger events as opportunities to pause and reflect on how they can become part of the journey towards solutions.

Trigger events don’t define individuals or institutions

There are numerous challenges facing universities countrywide: racism, gender-based violence, xenophobia, mental health challenges, intolerance, and many more. Try as we might, we cannot always prevent these challenges from ‘breaching our defences’.  And when they do, we need to draw on all sectors of our university community to come to terms with it as an institution and devise a strategy going forward. It is in this process that we make progress on our journey towards true social cohesion.

I recently came across this very apt description relating to mental health – which is one of those issues we need to continuously and openly address on our campuses:  

“Mental health problems don’t define who you are. They are something you experience. You walk in the rain and you feel the rain, but you are not the rain.” 

In the same way, trigger events that happen in our university spaces are issues that we have to deal with, talk about, address, and learn from. They are part of our students’ lived experience and should therefore shape our institutional journeys. But they do not define, limit, or reflect who and what we are. Or what we may become. 

News Archive

Official opening ceremony of the UFS Qwaqwa Campus
2006-02-15

Official opening ceremony of the UFS Qwaqwa Campus
11th February 2006 – Multipurpose Hall

Opening Speech:
Prof. Peter A. Mbati
Campus Principal

Successfully rising to the challenges of incorporations and mergers – developing a vibrant and academically stimulating satellite campus of the University of the Free State.

Thank you Mr. Program Director and good morning ladies and gentlemen.

I wish to once again welcome all of you to the official opening ceremony of the University of the Free State QQ campus.  Thank you for taking time to share with us an important date in our campus academic calendar.  I bring you greetings from our Rector and Vice Chancellor Prof. Frederick Fourie.

During such occasions we try and reflect on important matters that have affected us as an institution in the preceding year, commit ourselves to specific objectives for the current year, while planning for the proceeding year.

Today I shall be talking on Successfully rising to the challenges of incorporations and mergers – developing a vibrant and academically stimulating satellite campus of the University of the Free State’.

SRC inauguration
I would like to congratulate the SRC President and the entire SRC leadership for being elected into important positions of student leadership and authority. 

As a university we are proud of the quality of our student leadership on the Qwaqwa campus.  I am confident that you young leaders will rise to the challenges of your office and discharge your duties with diligence and without fear or favour.  That you will rise above your party affiliations and provide effective leadership to the entire student body on campus.
                              
Leadership is complex and requires you to be objective, just and fair in your approach to the many challenges that you will encounter.  You will be judged not by the populist decision that you take when confronted with difficult choices, but rather, on the wisdom that you exercise in reaching consensus in decision making processes.

The era when management and student leadership viewed each other with suspicion and as adversaries is long gone.  Management, academic and administrative staff, parents and students must have common agendas in as far the  quality growth and development of our university is concerned and to strive towards academic excellence.  I leave the challenge to you students, and more so to the inaugurated student leaders to define your agenda in achieving this noble objective.  I trust that you will make the right choices.

Brief history of incorporation
On the recommendations of the National Working Group of Higher Education, the Qwaqwa Campus of the then University of the North was incorporated into the University of the Free State on 1st January 2003.  We suddenly had to move from a campus that was originally semi-autonomous and with its own culture developed over almost 20 years, into a campus that had to operate as a fully integrated campus of the UFS, a 100 year old institution with its distinct culture.

Following incorporation, we not only had to continue with our core business of teaching, learning, research and community service, but we also had to engage in other important aspects such as exploring the most appropriate models of governance for the campus, encouraging dialogue and interactions at all levels between personnel at the different campuses with a view to developing trust between colleagues. And with the added dimensions such as participation in the transformation task team we in effect are at the fore front of developing a new institutional culture at the UFS and a truly South African University.

UFS Strategic objectives
The strategic and transformation priorities of the University of the Free State for 2006 – 2008 as approved by the Executive Management at its retreat in January 2006 are:

  • Quality and Excellence
  • Equity, diversity and redress
  • Financial sustainability
  • Regional co-operation and engagement

Central to this priority is the integration of the Qwaqwa campus as a valuable constituent part of the UFS, and the strategic reconfiguration of the campus in order that the UFS can play a meaningful role in regional engagement and development.

  • National leadership

The five strategic objectives cannot be viewed in isolation and run simultaneously and in concert with each other. 

The Question must therefore be what we on the QQ campus, staff and students, parents and our broader community are willing to do to achieve these strategic objectives. The reconfiguration and strategic planning of this campus, and therefore its success, must be a collaborative effort between colleagues at QQ and on the main campus.  We must all be ready to work together, to plan together, to shoulder responsibilities together and sometimes, to share the pain and disappointments together. 

The second question must therefore be: are we prepared to go that extra mile for our campus to ensure that we claim our rightful stake within the ranks of well respected academic institutions of higher learning in this country?  At this point in its history this campus requires committed men and women from across the cultural spectrum who appreciate the challenges ahead of us and who are ready to give of their best and to constructively engage at all levels to make this dream a reality.  Because this dream is possible and this dream will be realized!

Quality and Excellence (1st strategic objective)

As mentioned by the Rector in his speech at the official opening ceremony of the university on the main campus on Friday 3rd February, the university will in 2006 pay extra attention to Quality and Excellence.  This is informed by the Higher Education Quality Committee’s (HEQC) institutional audit which is scheduled to take place this year.  Our university as well as several other HEI’s will be subjected to this audit.  This will call for a lot of hard work on your part in preparation for a successful audit and in this regard therefore I request for your cooperation.

As a further step in confirming our commitment to quality and excellence, we have simultaneously introduced on the QQ campus and the main campus workshops on performance management systems to a cohort group.  This will be expanded in 2006 to a wider group of managers on the QQ campus to include among others all Program Heads and Subject Heads. PMS is an invaluable tool for fair, effective and efficient management of a very important resource on campus – the human resource.  Benefits of PMS include among others:

  • Instilling and enriching a culture of performance management (quality assurance) as an integral part of the day to day functioning of staff at the campus
  • Improving staff performance through mentoring, development and training

Tri campus project
One of the more important projects that we as a university undertook in 2005 was the Tri Campus Project which was coordinated by the Free State Higher Education Consortium (FSHEC) through Niel Butcher and Associates consultants.

The Tri-Campus project focused on the strategic planning for higher education campuses in the Free State that have been incorporated with UFS and CUT during the reshaping of the South African higher education landscape. The Bloemfontein Vista campus and the Qwaqwa campus of the University of the North were incorporated with the UFS, and the Welkom Vista campus with the CUT.

The planning process involved a range of research and consultation activities during the course of 2005. This included:

  • Conducting situational analyses of the Qwaqwa campus during which staff and students were widely consulted;
  • Consulting with the campus and with a range of stakeholders in the sub-region
  • Review of the Free State Provincial Growth and Development Strategy and Integrated Development Plans (IDPs) of the regions and other research of relevance to the sub-regions, province and country.

An operational framework for the reconfiguration of the campus with a range of possible Program Qualification Mixes has been produced.  In December 2005, the Rector, the Vice Rector Academic Planning Prof. Magda Fourie and I discussed this document with senior members of the DoE in Pretoria, and we will soon be meeting with the National Minister of Education Me Naledi Pandor for her guidance and to seek support in the further refinement of the document and subsequent implementation.

Recapitalization
This year a further R 6 M has been budgeted for recapitalization.  In about two weeks time the third of phase of renovations on campus will commence and attention will be given to the administration building, the humanities and the outstanding work in the lecture hall complex.  There- after the library, sciences and education buildings will follow.  As you will recall a substantial portion of the R 8.4 million in 2005 was used to upgrade the student residences and the lecture hall complex.

I am certain that the renovations and upgrading of our infrastructure and physical facilities including landscaping will create an enabling environment for you to enjoy your work and studies on this campus.

Renovations come with some measure of inconveniences and I therefore wish to request for your patience and support during this period.

Closing remarks
There is a heightened spirit of optimism on what the future holds for this campus.  This is evident when I talk to a large cross section of staff and students of this campus – and I therefore invite all of you to come and be partners with us on this journey of optimism and hope of what the future holds for the UFS – QQ campus.

Thank you and God bless!

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