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02 December 2019 | Story Leonie Bolleurs | Photo Leonie Bolleurs
Solomon read more
Poverty in the Thabo Mofutsanyana District (the poorest district in the Free State province) has implications for both the mountain environment and the people in the area. Pictured here is Prof Geofrey Mukwada, Associate Professor in the Department of Geography on the UFS Qwaqwa Campus, also affiliated to the Afromontane Research Unit (ARU).

Poverty, defined by Statistics South Africa as earning less than R300 a month, is a reality that many mountain communities struggle with.

Prof Geofrey Mukwada, Associate Professor in the Department of Geography on the UFS Qwaqwa Campus, also affiliated to the Afromontane Research Unit (ARU), published a number of articles on the mountain population in the Thabo Mofutsanyana District (the poorest district in the Free State province). In a research paper with postgraduate student Solomon Zondo, he specifically focuses on the value-chain analysis of the Witsieshoek conservation area and its environment. 

They looked at the inter-relationship between nature and the rural population and how the environment has changed as a result. For this largely poor community, the income generated from natural resources is an important source of livelihood. 

To earn a living, the community is pursuing several ways to generate an income. This has implications for both the mountain environment and the people in the area. 

Impacting the environment

Whether it is mining for sandstone, herding cattle or selling medicinal plants, all these activities have an ecological and socio-economic impact. 

A large percentage of the population in the Witsieshoek Community Conservation Area derives their income from livestock grazing. Cattle herding often leads to overgrazing – which results in soil erosion in the long term, preventing water from draining into the ground and depriving plants from much-needed moisture. Connected to the excessive removal of indigenous plants, is the spread of invasive species. As invasive trees and vegetation gulp up water, the severe impact of drought in the area is increasing.

Harvesting and selling medicinal plants to generate income for a sustainable livelihood also affect the surrounding environment. The mostly elderly ladies harvest and sell, among others, Arum lily and Pineapple lily for their medicinal properties and ornamental use. Harvesting these plants adds to the spread of invasive species, as they push away indigenous plants.

Small sandstone mining operations are another means to earn a living. Neither the customer, locally or outside the Witsieshoek area, nor the supplier, usually from Witsieshoek, is held accountable for the degradation of the environment. Careless mining not only results in a decline in ecosystem health, with scree from sandstone cutting littering the rangelands and the finer particles causing silt in rivers and dams (damaging any equipment used to extract water from rivers and dams); it also spoils pastures which locals depend on for their livelihood. 

Even with the 15% increase in tourism (2016), a living through the holiday industry is not always keeping the wolf from the door. According to Prof Mukwada, many literature sources have shown that tourism may fail to reduce poverty. During a study, respondents interviewed in the Clarens area indicated that they only receive wages during the busy months of the year (approximately 4–6 months). Many of the workers in Clarens and the Golden Gate Highlands National Park do not have easy access to chain stores, but only to small grocery stores where goods are much more expensive. Travelling to a town where they will pay less for groceries is costly, making it difficult to have the same standard of living as workers elsewhere.

“With the current situation, water insecurity is likely to worsen,” says Prof Mukwada.

Coming up with solutions

Is it possible to look for alternative livelihood sources? It is not easy to come up with simple solutions to the challenges. As Prof Mukwada explained, what might be a solution to one problem could have negative implications on another front. “One needs an integrated approach,” he says. 

In terms of tourism, one could consider training the locals in tourism-related skills, adequately equipping them with skills to increase their value. “Develop tourism that is inclusive and will benefit low-income earners who cannot invest in hotels and restaurants,” Prof Mukwada adds. 

And with a large number of people earning their income from herding, one can suggest that nearby, flatter land is made available to resettle communities, thus providing an alternative area for grazing. In flatter areas there is also less erosion. It is, however, key to determine whether the communities would be prepared to move to a new area.

Having a voice

He also believes that good relationships between industry, government, and the community are important to make a positive difference in the area. A platform is needed where the people’s limited voice will be heard in policy making. 

“The most effective way to find a solution is to listen to the people in the community. Give people the information and find out from them which of these options are possible within their local context. And do not prescribe. One needs to understand the community and its values,” he adds.

When there is understanding between the different role players and when the community has a voice, the park resources, if managed properly, have a chance to provide long-term sustainable benefits to the people of the area. 

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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