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07 October 2024 | Story Anthony Mthembu | Photo Stephen Collett
Global Social Innovation Indaba
Panel discussion during the 2024 Global Social Innovation Indaba held at the University of the Free State, Bloemfontein Campus.

Insightful, thought-provoking and inspiring: These were some of the words used to describe the 2024 Global Social Innovation Indaba, which took place at the Centenary Complex on the University of the Free State’s (UFS’s) Bloemfontein Campus from 30 September to 2 October 2024.

The three-day conference was hosted by the global Social Innovation Exchange (SIX) in collaboration with the UFS, under the theme ‘People Powered Change’. The conference brought together leaders and innovators from South Africa and several other countries, including Louise Pulford, CEO of SIX; Markus Lux, Senior Vice-President at Robert Bosch Stiftung, and Desmond D’Sa from the South Durban Community Environment Alliance (SDCEA), among others.

In her opening address, Acting UFS Vice-Chancellor and Principal Prof Anthea Rhoda welcomed the guests and described the conference as an opportunity to “deliberate, debate, and dissect ideas around the all-important topic of harnessing people-powered change in order to build successful societies”.

Powering social change

As part of the conference guests engaged in a series of panel discussions and activities, and attended presentations on various topics.

D’Sa was one of the first speakers, delivering a keynote address titled ‘An activist guide to people-powered change’. He referred to moments throughout his career in which he has actively worked towards change in his community and beyond, and highlighted some of the work the SDCEA continues to do. Guests were also treated to a spoken word performance by Napo Masheane, Artistic Director at the Performing Arts Centre of the Free State (PACOFS).

Advocate Tembeka Ngcukaitobi touched on several points in his talk, such as what the law meant or means to indigenous people. He explored this by referring back to the colonialist era. Ngcukaitobi, who described law as the most ubiquitous and most stable concept that European settlers brought, indicated that it was brought in two faces: the face of justice, and the face of violence. Therefore, he said, “… the future of law that has been most enduring is the ability of the law to transform itself from violence to justice.”

Guests said they regarded the presentations and dialogues as insightful, and also highlighted their appreciation for being able to interact with the campus itself. This sentiment in large part stemmed from the attendees being split into smaller groups and taken to see different parts of the campus. They also got to see an exhibition exploring the role of art in social justice at the Department of Fine Arts.

Lessons from the conference

The last day featured a panel discussion titled ‘Challenging power dynamics and redefining global exchange’, which included an engagement session with the audience. Guests were able to reflect on the information they had acquired at the conference and challenged themselves to continue working towards change and innovation.

“What I learnt from these three days is that since we all want to do the right thing, we all know what the job that needs to be done is,” said Michael Ngigi, CEO of Thinkplace Africa. “As such, we need to be bold in going for that, and really push back on the status quo that is formed by the places we represent.”

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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