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14 March 2023 | Story Prof Frikkie Maré | Photo Supplied
Prof Frikkie Mare
Prof Frikkie Maré is the Academic Departmental Head: Agricultural Economics, University of the Free State

Opinion article by Prof Frikkie Maré, Department of Agricultural Economics, University of the Free State.
President Cyril Ramaphosa recently announced a state of disaster due to the electricity crisis and the appointment of the new Minister of Electricity in the Presidency, Dr Kgosientsho Ramokgopa. Although there are many arguments for and against the state of disaster and the position of a Minister of Electricity, I think all South Africans agree that drastic measures must be taken to improve the current situation. However, I do not think the state of disaster, or the Minister of Electricity will bring any quick fixes to the table, and therefore we have to assume the crisis will remain in the short to medium term.

The Cause of the Crisis

As South Africans, our biggest crisis at this stage is load shedding. We are confronted with darkness daily, or even twice or thrice a day. Although the impact of load shedding varies according to the time of day it is implemented, it generally hinders us from doing our work, preparing food, and relaxing in front of the television after work. It directly impacts the quality of life of those who need electricity for oxygen machines for them to breathe. It causes damage to our electrical appliances, especially due to power surges when the electricity is turned back on. In short, load shedding is disrupting our lives. It is a nuisance we do not need, and the sooner it ends, the better.

Load shedding may be be a crisis for us as citizens, but it is Eskom’s solution to keep the national grid from collapsing. Thus, the real cause of the crisis is not load shedding but the inability of Eskom to supply enough electricity to meet the demand. The second big concern is the rising cost of electricity in South Africa. From 2007 to 2022, electricity prices increased by 653% in an attempt by Eskom to increase revenue to try and catch up with its heavy debt burden while simultaneously trying to maintain the current power stations and add some new generation capacity.

The problem

South Africa, up until load shedding started in 2007, was always praised as one of the countries in the world with the most stable electricity supply, and electricity was priced among the lowest in the world. Our economy thus developed around the national grid and is heavily reliant on it. Given the above, our food system faces three problems. First and most visible is load shedding that is causing interrupted national power supply and increasing production and processing costs as fuel generators and solar power must be relied on. Secondly, the cost of food production, processing, and distribution increases sharply as national electricity prices increase. Third, new investments in the food chain are discouraged as it is heavily reliant on electricity, which there is not enough of.

The impact

Over the last number of months, the media was full of the impact of load shedding on the food system in South Africa. Visually it ranged from photos and videos of withered irrigated crops which failed as there were not enough hours of electricity to supply water. There were pictures of chicken farms full of dead broilers that died when the heating and ventilation systems could not function during load shedding. Many articles also warned that load shedding would hurt food security in South Africa as it would not be possible to produce or process enough food.

These reported impacts of load shedding on food security caused quite a frenzy among consumers as people tend to run with what is announced in headlines without reading or understanding the context. Consumers immediately fear a situation where there will be insufficient food in South Africa as the headlines read that food security is under pressure.  

Yes, although all the photos, videos and articles in the news might be true and certainly do impact food security, we must also remember that food security is a combination of the availability and affordability of food.  

The impact of load shedding on food production depends on the type of production system. While load shedding has a minimal impact on extensive red meat production, it can be detrimental to intensive systems like poultry production, especially if electrical heating is used to regulate the temperature. It also negatively affects producers relying on irrigation to water their crops as the quality and quantity of the crop will be influenced.

The effect of load shedding can be severe on certain primary producers and even cause farming operations to close. Still, it will not necessarily result in a food shortage in the country as our primary agricultural sector is diverse. However, the price of certain commodities will increase due to a lower supply and higher production costs, negatively influencing food affordability.

The larger problem with load shedding can be found in terms of processing the food, especially fresh produce reliant on a sustained cold chain. For food safety and quality reasons, fresh produce must be kept at constant temperatures, and processors and distributors thus have no choice but to use expensive private electricity generation, further pushing up the cost of food.

Another problem is that, for example, the cold rooms of processors are connected to generators, as power failures might happen even when load shedding is not a problem. Still, the processing line cannot operate without grid-supplied electricity. Although there is thus enough food in the country on a commodity level, these commodities cannot be processed into final food products as fast as in the past. This bottle-neck effect further reduces the supply of food products and increases their price.

We often forget about the impact of load shedding on the consumers’ food choices. If you need electricity to prepare food, the availability of electricity at the time you need to prepare it will affect what you eat. The problem is that more affordable foods usually take longer to prepare, while the quick-to-prepare, ready-to-eat fast foods are expensive. The higher demand for these more expensive products due to load shedding puts further upward pressure on the price of food.

So where are the monsters?

The electricity crisis impacts all roleplayers in the food value chain, from primary producers to final consumers. Although load shedding is the most visible monster here, the fast-increasing price of electricity and the general electricity shortage that discourages future investment are also lurking in the dark and contributing to problems in the overall food system. In my opinion, the electricity crisis currently does not yet threaten food security in terms of availability. Still, it is creating a monster in terms of food prices (inflation) and thus making food less affordable.  

Although private solar power and fuel generators do assist in alleviating some of the influences of the electricity crises, it is not the solution. The problem with solar power, for users requiring large amounts of electricity, is that it is too expensive to install storage capacity (batteries) to use during the night. You also have a problem when it is overcast and rainy, so solar is a mere addition to supplement the national grid during the day. On the other hand, fuel generators can supply electricity 24 hours a day. Still, only the fuel cost to generate 1kW is double what Eskom charges, making it too expensive in the long run.

In my view, the only option to ensure the sustainability of the food value chain in future is to get the national electricity grid functional again. There are many short-term solutions, but none is currently sustainable enough to provide affordable energy needs. Although it will certainly take time to get Eskom fully functional again, I do not think we will run out of food in South Africa. However, we must tighten our belts to be able to afford food while the monsters lurk in the dark.


For more information contact Frikkie Maré at MareFA@ufs.ac.za

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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