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14 December 2023 | Story Dr Jared McDonald | Photo Supplied
Scholarship of Teaching and Learning Conference
From the left: Dr Eleanor Bernard, Assistant Director in the Centre for Teaching and Learning on the UFS Qwaqwa Campus; Dr Jared McDonald, Chief of Staff in the Office of the Vice-Chancellor and Principal; and Prof Pearl Sithole, Campus Vice-Principal: Academic and Research on the Qwaqwa Campus.

From 21 to 23 November, more than 160 delegates gathered at the Golden Gate Highlands National Park in the Eastern Free State for the fourth biennial conference on Scholarship of Teaching and Learning (SOTL) in the South, dubbed SOTL 4 the South.

This year’s iteration was proudly hosted by the University of the Free State (UFS) and organised by Dr Jared McDonald, Chief of Staff in the Office of the Vice-Chancellor and Principal; Dr Eleanor Bernard, Assistant Director in the Centre for Teaching and Learning on the UFS Qwaqwa Campus; and Prof Zach Simpson, Editor-in-Chief of the SOTL in the South journal. Established and emerging scholars, as well as postgraduate students working in the field of teaching and learning from across disciplines in Southern Africa, came together to share ideas, debate perspectives, and learn from experiences related to the conference theme: Teaching and Learning for Sustainable Futures.

The programme included presentations on a wide variety of topics, such as the challenges and opportunities of artificial intelligence in higher education, academic literacy, student success, teaching and learning for sustainable development, curriculum design, and digital futures. The programme also included two keynote presentations by leading scholars in education for sustainability, Prof Heila Lotz-Sisitka, Distinguished Professor and SARChI Research Chair in Global Change and Social Learning Systems in the Environmental Learning Research Centre at Rhodes University, and Prof Kasturi Behari-Leak, Associate Professor of Higher Education Studies and Dean of the University of Cape Town’s Centre for Higher Education Development.

The organisers were delighted with the quality of the scholarship that was shared. “This conference has been 18 months in the making, and we are grateful to all the delegates for embracing, and engaging with, the conference’s theme. We are also appreciative to all the reviewers on the Scientific Review Committee who were generous with their time, reflections, and critiques in assisting us to deliver a compelling, impactful programme,” said Dr McDonald. Dr Bernard added that “the conference would not have been possible without the generous support of the University of the Free State’s Executive Management and Centre for Teaching and Learning, as well as the senior management of the Qwaqwa Campus, who have supported the conference from the time it was just an idea”.

Prof Zach Simpson expressed his gratitude to the UFS for its support and assistance. “The last in-person conference of SOTL in the South was in 2019, before the COVID-19 pandemic. It was wonderful to see so many scholars come together in a beautiful location to engage with a compelling and topical conference theme.” Selected papers have been invited to contribute to a special issue of SOTL in the South, edited by the organisers and due for publication in mid-2024.

SOTL is an informal ‘body’ that is not affiliated with any particular parent organisation or institution. Its aim is to advance scholarship in teaching and learning across the Global South – conceived of not just in geographic terms – but as concerned with questions of power, access, inequity, and marginalisation, even where these might be present in the Global ‘North’. Moreover, it aims to give voice to novice SOTL practitioners and to serve as a platform for academics, particularly novice academics, to contribute their scholarly work.

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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