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11 July 2023 | Story Leonie Bolleurs | Photo Supplied
iKudu Coil Chevon Slammbee
Chevon Slambee says the COIL approach connects students and educators from different cultural backgrounds through online platforms, allowing participants to engage in cross-cultural learning and collaboration.

Internationalisation of the curriculum has been mandatory for institutions of higher education since 2020, according to the National Policy Framework for the Internationalisation of Higher Education in South Africa.

The iKudu project, an Erasmus+Capacity-Building in Higher Education (CBHE) co-funded project, which aims, among others, for universities to include internationalisation and decolonisation dimensions to transform their curricula, recently published the document: Considerations for enabling guidelines, strategies, and policies for internationalised curriculum renewal for universities with a focus on the diverse South African contexts. 

The University of the Free State (UFS) Office for International Affairs (OIA) played a key role in the publication of this document.

In his editorial of the document, Dr Cornelius Hagenmeier, Director of the OIA, states that in the spirit of the iKudu values – which include Ubuntu, trust, and equality – the project stakeholders have developed a document that will serve as a repository of ideas from which all consortium member universities can intelligently borrow when developing their institutional guidelines, strategies, and policies for curriculum renewal, Collaborative Online International Learning (COIL), or other forms of virtual exchange.

He says they are publishing this document to make the ideas available to the broader higher education community, in the hope that they will contribute to further debate on internationalised curriculum renewal processes.

The iKudu project is one of the few major EU-funded capacity-building projects coordinated by a South African university.

UFS coordinates iKudu

According to Chevon Slambee, iKudu Project Manager in the UFS OIA, the consideration document serves as a guiding document for all universities, but specifically focuses on South African universities, taking into account the unique and diverse contexts of South Africa’s higher education landscape and how these contexts influence the curriculum renewal processes.

Slambee explains that the COIL approach connects students and educators from different cultural backgrounds through online platforms, allowing participants to engage in cross-cultural learning and collaboration within the existing curriculum. 

Through joint projects, shared courses, and virtual exchanges, it aims to foster intercultural competence, global awareness, and mutual understanding among students. Moreover, the initiative creates inclusive opportunities for all students who take part in COIL, as the inequalities due to financial resources are factored out. “It expands the classroom beyond classroom borders, and grants students the opportunity to engage in a digital international world,” says Slambee. 

The five participating South African universities – the UFS, Durban University of Technology, University of Limpopo, University of Venda, and the Central University of Technology – together with the five European universities – the University of Siena (Italy), Coventry University (England), The Hague University of Applied Sciences (The Netherlands), Amsterdam University of Applied Sciences (The Netherlands), and the University of Antwerp (Belgium) – have implemented 51 of their target of 55 COIL programmes, with almost 10 months remaining in the project. “For us, this is a milestone in the iKudu journey,” says Slambee. 

Sharing COIL experiences

One of the UFS lecturers who completed a COIL project is Prof Mariette Reyneke, Associate Professor in the UFS Department of Public Law.

Prof Reyneke recently completed her second COIL experience, this time with Prof Alessandra Viviani from the University of Siena. She says one of the best aspects of this initiative is giving our students the opportunity to broaden their horizons by exposing them to peers from a different country and culture. “Moreover, one also gets to expose students from developed countries to the realities and challenges of a developing country,” she adds.

“Through this initiative, we also get the chance to teach South African students that they have valuable contributions to offer the world. In some instances, our legal solutions to problems are fascinating and enriching for international students. Our theory and implementation of human rights are also sometimes more liberal than what students from Europe experience in their own countries,” says Prof Reyneke, who believes that COIL fosters an innovative and enriching experience for students, while also enhancing academic networks.

“It was very satisfying for me to realise that the students not only enjoyed the experience, but also found it beneficial for their personal growth,” she remarks.

Moving forward, Slambee says the OIA is working closely with the Centre for Teaching and Learning and is in the process of establishing a COIL/virtual engagement hub for the university. Furthermore, the Curriculum Internationalisation Project (CIP) has been approved and is being piloted in specific departments and faculties. For more information about the CIP, contact Prof Lynette Jacobs, Slambee, or Nooreen Adam from the OIA.

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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