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07 January 2025 | Story Gerda-Marie van Rooyen | Photo Supplied
KovsieX
KovsieX offers a comprehensive digital experience through podcasts, video content, and social media. This initiative is set to transform the student experience, creating a strong sense of belonging and collaboration across campuses.

Optimising student experience while providing students with multimedia training using state-of-the-art equipment and aligning with Vision 130, KovsieX is set to become a great asset to the university, its students, and the community. 

This initiative, approved by the UFS Rectorate on 29 November 2023, combines various student media brands on the Bloemfontein and Qwaqwa campuses (KovsieFM, Q-Lit, KovsieTV, KovsieCAST) into a unified brand consisting of three student-driven sub-departments. This includes audio (radio and podcasts), video (long and short form), and social media (including TikTok, Instagram, WhatsApp, and YouTube). 

An all-digital approach 

Gerben van Niekerk, Head of Student Experience (KovsieX), explains: “This all-digital approach leverages digital radio, podcasts, and social media platforms to create a sense of belonging among students by reflecting on and leading student life across the campuses.” KovsieX has achieved remarkable success, reaching an audience of more than 1,2 million in the first semester alone, with multiple TikTok videos surpassing 100 000 views. 

“Recognising the evolving radio landscape, our approach integrates a comprehensive digital strategy to adapt to changing media consumption preferences and provide students with hands-on experience on emerging platforms, strengthening their market relevance. KovsieX (previously KovsieFM) moves away from traditional FM broadcasting and has enabled the students to cover a wider range of topics that affect the Kovsie community,” says Van Niekerk. He adds, “The essence of KovsieX can be summarised in our one-word slogan: IMAGINE.”  

KovsieX supports Vision 130, as it leverages emerging technologies to enrich academic and non-academic student experiences. Furthermore, it also provides students with the opportunity to gain on-the-job and leadership experience in the KovsieX executive committee (KovsieXco), comprising a small group of ‘dynamic and highly talented students’, with their first objective: to decide on a brand name and setting on KovsieX – with the ‘X’ referring to experience. 

A mobile app provides students with easier access to KovsieX’s content. This initiative is set to increase students’ experience even more, as possible partnerships are in the pipeline to deliver a year-long dialogue series on themes pertinent to students. “This initiative will engage students on key issues such as leadership, mental health, heritage, and anti-discrimination through a blend of digital content – including interviews, social media posts, and expert discussions – and live on-campus events.”  

State-of-the-art facilities 

The construction of the KovsieX Pod on the Bloemfontein Campus allows students to produce content in a state-of-the-art podcast and video studio with Apple Mac workstations and a meeting room. A similar space in the current Student Media Building on the Qwaqwa Campus, named the KovsieX Q-Pod, is on the cards, as is the integration of KovsieX across the Bloemfontein and Qwaqwa campuses. “KovsieX will be broadcast from two locations and will, therefore, allow students from both campuses to interact with one another live on air. Both radio studios will be rebuilt to allow students to stream directly on YouTube, Instagram, and TikTok from both campuses simultaneously. This is made possible by cutting edge cloud-based software – popular in Europe – but KovsieX will be the first to leverage this technology in the country,” shares Van Niekerk.

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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