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13 March 2019 | Story Rulanzen Martin | Photo Rulanzen Martin
Prof Neil Roos, editor of the Journal for  Contemporary History
From left; Prof Neil Roos, newly appointed editor; Dr Chitja Twala; Prof Heidi Hudson, and Prof Henning Melber, editor of the Acta Academica Journal.

The repositioning of The Journal for Contemporary History in the Faculty of the Humanities can be likened to the French word ‘renaissance’; maybe an overused cliché even in this lofty academic arena, but with a new editor, the journal will construct a new identity for itself and the faculty.

“In my view, this journal occupies an important place in the faculty’s strategy. It is not only a vehicle to promote interdisciplinarity and internationalisation, but also serves as an important space for building capacity,” said Prof Heidi Hudson, dean of the Faculty of the Humanities.

Prof Neil Roos, new editor of the journal, succeeds Prof Pieter Duvenage. He will steer the journal along with Prof Heidi Hudson and Dr Chitja Twala, Vice-dean of the Faculty of the Humanities.

On Thursday 14 February 2019, Prof Heidi Hudson, hosted a function on the Bloemfontein Campus of the University of the Free State to reset the journal’s agenda.

Finding a new focus

Prof Roos pointed out that the Journal for Contemporary History has a long history; it is an archive in itself because it contains published work which would probably not have been published elsewhere. He added that History as a discipline has changed over time and that “the journal needs to change to where the discipline finds itself these days”.

“It has been interdisciplinary, and it must remain that way, as it invites work from other fields. I would like to encourage submissions that cover a stronger theoretical engagement.”

Commenting on how the journal might be repositioned, Prof Roos said, “We can ground the journal in the Global South and soften the restriction that articles must come from sub-Saharan Africa”. Prof Roos is also of the opinion that this could encourage articles from other parts of the Global South, stimulate theoretical and comparative discussions beyond South Africa, and potentially enrich debates about history, politics, and global ethics. He suggested to the editorial board that the name of the journal be changed to the Southern Journal for Contemporary History

Making the journal a first choice for scholars across disciplines

The Journal for Contemporary History first appeared in 1975; until 2015, 94 issues have appeared, 764 articles and 240 book reviews were published, and the journal had five editors. “The journal has shifted from the histories of whites, while a growing number of liberation histories were included in the journal,” said Prof Roos.  Only essays with its empirical core focusing on sub-Saharan Africa since 1945, were considered. The journal was accredited by the Department of Higher Education in 1991.

Prof Roos insisted that in order to make this a journal of choice, “we must be quite clear about its identity and what it stands for”. It will retain and strengthen its current interdisciplinary feel, although all submissions will be expected to address the unique disciplinary feature of History, namely, the study of change over time. In addition, it will include a section for shorter review essays (dealing, for instance, with the regional or comparative historiographies of any number of topics; or the oeuvre of major scholars and commentators on the contemporary history of the Global South). Providing a platform for essays of this sort, or where several authors take on a particular theme, would further mark the journal’s unique identity. 

News Archive

Five mega projects to help reposition the UFS
2008-02-01

The University of the Free State (UFS) today announced that it will focus on five mega-projects to help reposition the UFS in the next five years as one of South Africa’s leading universities that is successfully managing excellence and diversity.

Speaking at the official opening of the university today, the Rector and Vice-Chancellor, Prof. Frederick Fourie, identified the five mega projects as:

  • The successful implementation of strategic academic clusters to focus the teaching and research expertise of the UFS.
  • The development and implementation of new models of teaching and learning.
  • Finding new sources of income (including third-stream income) to minimise dependence on government subsidies and tuition fees.
  • Creating a new institutional culture for the university by finalising the Institutional Charter.
  • The ongoing transformation of the UFS in all its dimensions.

According to Prof. Fourie, the strategic clusters – initiated in 2006 – are a very important initiative which is aimed at making the UFS a world leader in six broad areas. The focus of the six clusters has now been determined. These clusters are not just research based, but will include postgraduate programmes and filter down to undergraduate learning programmes and curricula.

He also indicated that other research at the UFS will continue to be supported and funded as before.

The second project, to establish a new teaching and learning model, is meant to address current success rates which indicate the need for this issue to receive a high priority.

New income streams to enable higher levels of financial sustainability is the third project, especially in view of dwindling government subsidies and limits on student numbers. This is necessary to fund sustained higher levels of investment in the quality of academic activities and in the necessary capacity and facilities.

Prof. Fourie said the fourth project regarding institutional culture is an ongoing effort to create a sense of belonging for all staff and students at the UFS through the adoption of an Institutional Charter for the university.

“What the draft Charter does – in addition to describing overarching values espoused by the institution and its people – is to describe the outlines and constitutive principles of the ‘post-redress’ UFS,” said Prof. Fourie.

The Charter – initially launched in 2007 – is and remains a critical element of guiding transformation effectively and speedily towards a widely-accepted goal. It is a critical element of the “social sustainability and robustness” of a new UFS, especially in tumultuous political times.

The fifth project is the Transformation Plan, launched in 2007. “We simply must pursue this plan diligently, given our commitment to comprehensive and deep transformation, and to best practice transformation. All universities will have to face up to the challenge of transformation and the UFS can break new ground, as it did in the past by managing transformation innovatively and creating a campus where all can find their rightful place,” said Prof. Fourie.

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  
1 February 2008
 

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