12 May 2000
Issued by Office of the Presidency
The Vice Rector, Professor Derek Swartz
The Chairperson and members of the Council
The MEC for Education, Stone Sizani
Other Dignatories
Academics and Works
Ladies and Gentlemen
It gives me enormous pleasure to be able today to be amongst you on the occasion of the launch of the University of Fort Hare's Strategic Plan 2000 which outlines your vision for the future. This undoubtedly marks an important milestone in the transformation of this great institution. Having been assailed by the vagaries of change, trials and tribulations through the last few years, the full potential of the institution is ready to be unleashed again for the benefit of the people of this region and the country.
Fort Hare occupies a very special place in the collective memory of our people as well as in the history of intellectual and political development of this country. The establishment of Fort Hare postdates the formation of the oldest liberation movement by four years, having been established in 1916 as a missionary teaching college. It is also through no historical quirk that this institution was formed by such luminaries as Pixlex Ka Seme, John Tengo Jabavu, etc, who themselves were pivotal in the formation of the African National Native Congress in 1912 to fight for the freedom of the oppressed masses of South Africa in the then Union of South Africa.
Fort Hare represents so much that is noble, courageous and pathbreaking. It served as a beacon of light during the dark, dark of apartheid misrule and the remarkable list of leaders across the African continent that came to further their studies here from Oliver Tambo, Nelson Mandela, ZK Matthews to Robert Mugabe, Mangosuthu Buthelezi, etc. They came not only to enhance their academic knowledge, but also more importantly to be organic intellectuals who sought to further the cause of liberation on the African continent. It served as an important precursor of the African Renaissance we are pursuing in this epoch for the renewal and advancement of our respective countries.
This fearless and undaunted intellectual endeavours to ensure that the people shall govern, need now to be transformed into the pursuit of productive knowledge for the creation of a better life for all and to consolidate our democratic processes and institutions in our society. It is surely in recognition of this important contribution that all the major liberation movements, including the African National Congress, has deposited its archives at Fort Hare. This was an expression of the faith and trust in both the past and future of the institution.
The launch of your Strategic Plan 2000 takes place against the background of certain developments in the body corporate of the institution whose consequence was to dissipate the efforts of transformation and progress at Fort Hare. Drastic steps therefore had to be taken to arrest this downward slide. The institution established the task team to research, consult with all stakeholders in the institution to come up with the plan to turn the fortunes around of Fort Hare, for the better.
Let me commend you on this brave initiative. Your mission statement speaks eloquently to the needs of the institution within the specific context of the region and the Eastern Cape province. It is both realistic and eminently practically inclined.
In order to arrive at informed and balanced opinions on the challenges that face all universities in South Africa, the Department of Education has instituted a research study for reconfiguring the "shape and size" of the higher education sector that is to be concluded by end of June 2000. We eagerly await the findings of this report and the subsequent debate that will follow this process in order to appropriately shape the future framework of this sector to ensure its relevance for our country at this historical juncture.
The nature of the changes in the world economy in particular over the last decade has increased the pressure to align institutions of higher learning to become more relevant.
Globalisation has truly ushered in epochal changes. We have equally been engaged in efforts to help shape the multi-lateral institutions to reflect the concerns of the developing nations.
There has been a shift from the industrial era to the information age or the Network Society as some theorists refer to it. This is underpinned by the truly spectacular advances in the technology, genetical engineering, biochemistry, etc. These changes in the world system occurred at precisely the moment that we emerged from our undemocratic, repressive and uncompetitive era that resulted from our previous isolationist period.
Your Strategic Plan aptly points out that "these factors, undoubtedly, are posing challenges to the traditional market of South African universities who are now forced to find new ways of providing high quality education to a rapidly changing market place". The report further notes that issues of relevance, responsiveness, flexibility and innovation of teaching and research are becoming critical for the continued survival of the sector. It also correctly denotes the institutional underdevelopment suffered over the years and having to be able to compete on a level playing field in the era of globalisation where the distinctions between public and private are becoming blurred.
When we assumed control over state power in 1994, we had to respond to these changes in the global market place as well as transform the domestic higher education set up. The old system was predicated on balkanisation, inflexibility and vast inequities. The White Paper on Higher education of 1997 strove to change this framework for the better, focusing on issues of equity, efficiency, flexibility and relevance to our needs as a country and to be able to compete successfully with the best in the world. As much as have become a world class nation in the areas of governance, constitutional democracy and managing diversity successfully, so we have to become a world power in trade and industry.
Universities are expected to play a vital role in providing this country and its citizens with the requisite skills that will ensure we have the advantage to compete on equal terms with the nations of the developed world.
The pressures on the institution is both internal and external which has led to a contraction in the student population of this institution. At the same time it has meant the attraction of your less privileged student thereby increasing the pressure on the institution. Innovative bursary and loan schemes have to be developed to ensure these students can navigate their course successfully through the institution. Government has been increasing its contribution to this scheme steadily since 1994a we are aware of the onerous legacy that continues to burden our children. This is not unique to Fort Hare, but afflicts most if not all historically black universities in South Africa.
Fort Hare as a separate institution of higher education in turn is faced by extremely daunting challenges today. They range from ensuring financial sustainability in an economically depressed region, the academic viability of the institution to challenges of good governance, visionary leadership and effective management of the institution.
In this regard I am particularly impressed with your vision and mission statement for Fort Hare as outlined in the Strategic Plan.
The continuity with the past ethos of training our leaders remain, but this time beyond politics to include commerce, industry, agriculture, etc. The university is also to be firmly located within an African context, which is critical for our identity. The emphasis on excellence in the provision of high quality education to previously disadvantaged students. We should not compromise on the quality of the product to be delivered to these students. I am further heartened by the recognition of your rural location and to place a strong emphasis on development in the region and the province. I am responsible for the integrated, sustainable rural development strategy that cuts across the various government departments and we look forward to your contribution and co-operation in this regard.
The other critical element in your turn around strategy is to give concrete shape to the regional co-operative initiatives you have put in place with the other institutions in the province under the auspices of the Eastern Cape Higher Educational Association.
Experiences elsewhere have shown that is important to move beyond rhetoric in this regard, but to institute concrete programmes and strategic partnerships in a meaningful way. This will I am sure become a critical issue when the "shape and size" report emerge and the issue of sustainability for the historically disadvantaged institutions is starkly posed. Similarly, institutions like Fort Hare has to counter the negative perceptions pertaining to declining standards in the institution and that registration here would result in acquiring an inferior degree. I am speaking at the 50th celebration of the Evening Post this evening and I will ask them to express the required positive statements with regard to developments at Fort Hare. I also wish the other newspapers, radio stations and the SABC in the province to communicate this positive message.
In relation to the Plan, what is of paramount importance is the inclusive support of the entire university community as well as the community at large. A new management team is in place and they have the support of the university community. It is important the reiterate the words of the president in Thohoyandou on 8 January this year when he said that managers should manage, teachers should teach and students should learn thereby creating a stable climate conducive to teaching and learning and increasing confidence.
In conclusion, I wish to state emphatically that coming here today has reinvigorated me personally whilst listening to the excellently crafted and presented Strategic Plan 2000 which provides hope, vision and a concrete plan for the future viability of this institution. It is however, important to ensure that the Plan is diligently implemented and rigorously monitored. Now more than ever the unity of theory and praxis is vital. I am equally inspired and emboldened by the brand name you have developed which captures the present and future challenge and retains the link with the past, namely to "take the best of the past into taking up the challenges of the future". Proceeding along this path, I am sure you will continue to make us proud as well as sustaining this institution into the future.