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To View UFH Prospectus.PDF GENERAL PROSPECTUS 2020 THE UNIVERSITY’S VISION The University of Fort Hare is a vibrant, equitable and sustainable African university, committed to teaching and research excellence at the service of its students, scholars and wider community. MISSION STATEMENT The mission of the University of Fort Hare is to provide high quality education of international standard contributing to the advancement of knowledge that is socially and ethically relevant, and applying that knowledge to the scientific, technological and socio‐ economic development of our nation and the wider world. HERALDIC DESCRIPTION The coat of arms consists of a Per Fess (divided) short shield coloured with azure (blue) and sable (black). The shield is charged (decorated) with a rising sun and an open Bible. The Bible contains the text ‘in lumine tuo videbimuslumen’. The rising sun depicts Glory, Splendour and the Fountain of Life. The open Bible shows Manifest Glory. The text taken from Psalm 36 verse 10, from the Vulgate edition of the Latin Bible, may be translated as: “In thy light shall we 1 see light.” 1 Research conducted and presented by Mark P Snyders, Archivist – National Heritage and Cultural Studies Centre – August 2007. TABLE OF CONTENTS UFH Official Address 5 UFH Office Bearers 6 Key Dates 7 Message from the Vice‐Chancellor 8 Charter of Ethical Principles and Values 10 UNIVERSITY CALENDAR 12 GOVERNANCE 35 University Senior Officers 35 The University Council 37 Committees of Council 39 The University Senate 43 Committees of Senate 48 Combined Council and Senate Committees 58 The Management Committee (MANCO) 61 The Management Committees 62 The Institutional Forum 69 The Student Representative Council 70 HISTORICAL FORT HARE 71 Fort Hare: Past and Present 71 Past Vice‐Chancellors 74 Honorary Graduates 75 Professores Emeriti 77 ADMINISTRATIVE STAFF 78 RULES 96 General Rules 96 General Rules for Undergraduate Qualifications 98 General Rules for Postgraduate Qualifications 111 Rules applicable to Student Discipline 122 The University Library 134 Academic Dress 142 Fees payable to the University 148 International Student Policy 160 ACADEMIC ADMISSION REQUIREMENTS 166 FACULTIES AND THE DEGREES/DIPLOMAS CONFERRED 173 Faculty of Management and Commerce 173 Faculty of Social Sciences and Humanities 176 3 Faculty of Law 186 Faculty of Science and Agriculture 189 Faculty of Health 193 Faculty of Education 195 STUDENT AFFAIRS & STUDENT SERVICES 198 INTERNATIONAL OFFICE 205 PLANNING & QUALITY ASSURANCE 209 RESEARCH & TEACHING SUPPORT 211 Govan Mbeki Research and Development Centre (GMRDC) 211 Teaching and Learning Centre 214 Centre for Transdisciplinary Studies 217 Hunterstoun Centre, Hogsback 220 RESEARCH ENTITIES 221 Centre for Leadership and Ethics in Africa (CLEA) 221 Fort Hare Institute of Social and Economic Research (FHISER) 223 IsiXhosa National Lexicography Unit (XNLU) 226 National Heritage and Cultural Studies Centre (NAHECS) 228 The Nelson Mandela Institute for Education and Rural 231 Development 4 OFFICIAL ADDRESS All official correspondence should be addressed to: The Registrar, University of Fort Hare, Private Bag X 1314, Alice, 5700 E‐mail address: [email protected] 5 OFFICE BEARERS Chancellor Advocate DB Ntsebeza SC Chairperson of Council Advocate ND Orleyn Vice‐Chancellor Professor SM Buhlungu Interim Deputy Vice‐Chancellor – Academic Affairs Professor JP Hendricks Interim Deputy Vice‐Chancellor – Institutional Support Professor LY Majova‐Songca Interim University Registrar Professor PC Osode 6 7 MESSAGE FROM THE VICE‐CHANCELLOR This is going to be a highly productive year at the University of Fort Hare. In many ways, we are a University under construction, in the literal as well as the figurative sense. We will be working towards realising our aspirations, as set out in our strategic plan, putting up bricks and mortar structures but also crafting institutions, practices and values to structure and support us on our journey. Foundational to this project of ours is improving the experience of our staff and students, through improvements to our systems, upgrades to our facilities, positive changes to the ways we interact with each and the cultivation of an ethos and culture of high expectations, ethical conduct, and mutual respect. We will be building on the excellent output of 2018, which, the many challenges notwithstanding, signals that we are a University that means business. Last year we graduated 153 PhDs. This is a remarkable achievement and a significant contribution to the national and continental skills trust. This has been possible only because of an ongoing commitment to growing the depth and breadth of our research. We can see the results, not only in the number of research outputs, but also in the acclaim bestowed upon our most talented researchers, emerging as well as established. We now have 25 rated scholars in our midst. Identifying and growing our research niche areas and ensuring that the quality of our research keeps improving alongside ongoing engagement with the most critical challenges of our era are really important factors that will shape our long‐term trajectory. The University has been growing over the last few years, despite the limits of our infrastructure. This does require a cautious and planned approach to future growth, as outlined in our enrolment plan, which we need to submit to DHET in March. Yet, we are very pleased nonetheless that much of the substantive growth over the last few years has been in our postgraduate student numbers. A strong postgraduate student cohort is a prerequisite for a university that values research and for which knowledge production is a key aim. The number of partnership agreements we are entering is expanding and these cut across all segments of society, including key role‐players in all sectors. In the Eastern Cape, we have strong and durable partnerships with municipalities, provincial government, traditional authorities, metropolitan councils, SETAS, and research entities. These dense partnerships ground us in place and context and provide us with many resources and social capital without which we would have been impoverished. We have to thank Raymond Mhlaba municipality for the considerable work they have put in to revitalise Alice and we are looking forward to closer cooperation with Buffalo City Metropolitan Municipality on spatial planning in relation to our East London campus. We are incredibly proud of the state‐of‐the‐ art Phyllis Ntantala Collaborative Library in East London, which was formally opened by Minister Naledi Pandor in October last year. Not only are we collaborating more closely with our two partners – the University of South Africa (Unisa) and Walter Sisulu University (WSU) – but we are also changing the look and feel of our campus and the experience of our students in East London. We have been awarded DHET funding for a student Centre in East London. We will keep staff and students informed on how this project is unfolding. In Alice, we will kick‐off of the year with the construction of Phase Two of the Alice Student Village. The duration of the project will be two years. Decent and dignified student housing provides for an environment in which grit, self‐respect and curiosity can flourish. These are the qualities we like to see in our students. We will also be focusing on securing the necessary funding to upgrade and extend the Alice Library – which is one of the Chancellor’s Projects. At the same time we are finalising a spatial planning framework for Alice, which will be submitted to Council in March. 8 Our lecture venues, offices and laboratories have been in a state of emergency for years. We will roll out the deferred maintenance project in 2019, which will encompass the main campus in Alice as well as the East London and Bhisho campuses. Undoubtedly, all this construction will be disruptive and messy, but I hope it will also imbue all of us with new energy and commitment. Last year we conducted an extensive and University‐wide governance review. This year will see the systematic implementation of the findings of the governance review, to improve our compliance and accountability and to strengthen the structures and systems that need to be in place to protect our integrity. Linked to improved governance is the need to focus on improving our performance management system in order to give expression to the Council‐ adopted consequences framework. Framing all of this is the need for principled and ethical leadership at all levels of the institution. I want to commit myself and senior management in particular to a zero tolerance approach to sexual harassment, rape and other forms of gender‐ based violence. We will continue to improve our record in terms of our responsiveness and support for victims of rape, gender‐based violence and sexual harassment. We have a firm commitment to revise our rules, improve our processes, and put policies in place to root out the destructive culture that enables GBV and to improve on follow‐through and consequences for those guilty of these offences. The University of Fort Hare has an unusual and irreplaceable location in the history of ideas and the development of higher education institutions on the continent. We have a very important responsibility in the way we keep this history alive and define ourselves in the present era. Anchored in place and context, with an irrepressible outward‐looking orientation, we are very much a part of re‐ building society, taking care of students for whom access to University is an immense opportunity and supporting them to excel. Professor Sakhela Buhlungu Vice‐Chancellor and Principal 9 CHARTER OF ETHICAL PRINCIPLES AND VALUES In lumine tuo videbimus lumen In Thy light we see light Preamble The University of Fort Hare recognizes that any institution or community is ultimately governed by norms, values and belief systems that reflect its distinctive identity, traditions and orientation. The university believes that knowledge is a positive force only if integrated with values and that it should provide a nurturing context of strong ethical norms and principles.
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