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UFS Thought-Leader Series
The 2023 Thought-Leader Panel. From left: Prof Bonang Mohale, Dr Lindie Koorts, Prof Francis Petersen, Dr Sipho Pityana and Prof Piet Croucamp.

Panelists at the University of the Free State’s (UFS) Thought-Leader Panel discussion disagreed whether South Africa has a culture of acceptance, with one panelist claiming “it is absolute nonsense”.

Prof Piet Croucamp, who teaches politics at the North-West University (NWU), answered the question whether South Africans just accept things as if they were normal because they do not know anything different with a frank: “It is absolute nonsense”. 

Prof Croucamp was one of four panelists who took part in the panel discussion titled: “A Culture of Acceptance – South Africa’s Greatest Threat?” as part of the 2023 Thought-Leader Series on Thursday (13 July 2023). The other panelists were Prof Bonang Mohale, President: Business Unity South Africa and UFS Chancellor; Dr Sipho Pityana, Founder and Chairman: Izingwe Capital; and Dr Lindie Koorts, Research Fellow: International Studies Group (ISG), UFS.

Prof Francis Petersen, UFS Vice-Chancellor and Principal, was the facilitator. 

Biggest motion of no confidence 

Prof Croucamp said only 47% of registered voters turned up to vote during the 2021 elections and only 12% of eligible voters voted for the ANC, while 88% voted for other political parties or stayed away.

“The reason why the ANC dipped below 50% is because people stayed away and by staying away, they were saying something. They were saying ‘we have lost confidence in this particular system’, but more so in this political party. It is the biggest motion of no confidence that I have seen in this country.

“Only 12% could identify with that narrative. So do not tell me people are passive and have nothing to say and that they have just accepted things. It is simply not true,” Prof Croucamp said.

According to him, black entrepreneurs who have benefited from black economic empowerment and who operate mostly in the informal economy, are responsible for the recent burning of trucks. They are now seeking to enter the value chain of the formal economy, in this case, the logistics economy.

“They compete with each other through the use of violence. Bheki Cele (minister of police) said the burning of trucks is business-related and I agree with him. It spilled over from the mining industry in Mpumalanga. These are economically empowered entrepreneurs who use violence and crime as a way to establish themselves in the value chain. Do not for one moment believe it has something to do with the violence of July 2021.”

Culture of acceptance 

Prof Mohale said the timing of the recent truck burnings is interesting because it happened on the second anniversary of the violence that occurred in July 2021. These attacks on the trucks are clearly coordinated. By Thursday morning (13 July this week) 21 trucks had been burned. There is no way this was spontaneous, he said. 

“The timing is important. Look at the data; from 9 July 2021 – two weeks which are referred loosely to as a failed insurrection with rampant looting – Minister Bheki Cele at that time talked about the “Dirty Dozen” because 12 people were identified as responsible and he said they would be arrested soon. 

“Yesterday (Wednesday 12 July) he tells us about the Dirty Dozen again. Look how easily we accept this number. The same way that we accepted a report in 2003 from the Truth and Reconciliation Commission which said those people who did not get full amnesty because they did not disclose must be charged. Twenty years later nobody has been charged,” said Prof Mohale.

According to him, there is a culture of acceptance of everything we are promised. We are told they were going to do “A”. Nothing is done and there are no consequences.

The two weeks in July 2021 are important, he said. There were two components, part of it was highly organised and orchestrated via WhatsApp messages. Then the other half was spontaneous.

“Look at the economic consequences.” They were not helping black people but were plunging them further into poverty. More than 350 people were killed and 200 malls burned and 5 000 businesses destroyed. Some 40 000 jobs were put at risk, eight warehouses and 11 factories were gutted and 1 400 ATMs were destroyed and R160 million was stolen. More than 1.5 million rounds of ammunition were stolen which later found their way to cash-in-transit robberies, Prof Mohale said. 

Constitution an empowering tool in the hands of citizens

Dr Pityana said the most urgent threat facing this country today, is that of becoming a failed state and the acceleration towards that failure. The questions that citizens have to ask is what can be done to stem that acceleration?

“My reference point when I think about this nation is the constitution because the constitution is a fantastic tool in the hands of each and every citizen. It is a very empowering tool. There are two things we did when we adopted the constitution; two very important pieces of legislation were passed. The first was the Promotion of Administrative Justice Act. The next is the Promotion of Access to Information Act (PAIA).

“The constitution enjoins us to drive a value-based society. A value-based society as distinct from a majoritarian society. The importance of that, is that it is a tool that is about saying to each and every one of us as South Africans what is the vision of the country that we want to build. The value of the constitution is that we must build an inclusive society and it does not matter what our station is. For as long as there is a poor person somewhere, we are exclusive. For as long as there is somebody somewhere who feels they do not belong, they do not have access to health, education, they do not have access to a range of things, it is not good enough to say that at least I get it,” said Dr Pityana. 

Elites feeding off the people 

Dr Koorts, who often writes on the links between current affairs and history, agreed with Prof Croucamp that the stay-away vote was a huge vote of no confidence in the ANC. But, she continued, it is keeping the country where it is. The ANC suffers from what she calls the “broad-church disease”. 

 “We need transition. Does the answer lie with our opposition parties? I would say they suffer from the same ‘broad-church disease’, unfortunately, because you trying to find as many votes as possible and you accommodate as many as possible, which is very laudable. But again, contradictory forces mean you are not getting anywhere. Unfortunately, if there's one party that does not suffer from broad-church disease, I would say it’s EFF who really know what they stand for,” Dr Koorts said. 

She also said elites are feeding off the people because people are doing things for themselves. 

“If people are doing things for themselves, for example, fixing potholes themselves – great, that money can be pocketed. Getting refuse to the dumps by ourselves, more money to be pocketed, solar panels, water tanks, etc. But tax collection does not stop. You have an elite feeding off people. ‘Do-it-yourself’ cannot go without accountability. Because otherwise you will just be doing more and more for yourself”.

Watch the series below:

                                                 

 

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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