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New Horizons in Adult Education and Human Resource Development, Feb 1, 2019

African Economic History, 1994

The planning of this seminar has involved close cooperation between the Scandinavian Institute of... more The planning of this seminar has involved close cooperation between the Scandinavian Institute of African Studies, Chr. Michelsen Institute in Bergen, Norway, and the Centre for Development Research in Copenhagen, Denmark. The main objective of the seminar was to examine some of the issues related to alternative modes of regional integration and cooperation and their relevance to Southern Africa after apartheid in a postcold-war world. In this context attention has also been paid to the role of external resources, especially development aid. To carry out a multi-dimensional analysis, the seminar approached the topic from four different perspectives: integration theory, an issue oriented approach, an organisational approach and finally from the standpoint of external resources. The number of topics that may be considered under the heading of an "issue-oriented" approach is almost unlimited. All of them cannot be covered during one seminar, which means that a number of perspectives relevant to regional development are absent, such as gender, environment, and the role of economic restructuring at the national level. Focusing on certain aspects inevitably marginalizes others. This volume contains an edited selection of the papers presented at the seminar following revision by the authors. Together they provide a multidisciplinary , social science perspective on the issue of the development of the post-cold war and post-apartheid Southern Africa. It should be seen as a Nordic-Southern Africa contribution to the ongoing international academic and aid agency discussion on the future of the Southern Africa region. Special thanks to Gun-Britt Nilsson for her tireless and creative editing support and assistance. Uppsala, October, 1992 Bertil Ode'n 12 Beutil Ode'n established lines. The perspectives and analysis in this book, concerned with the organisational setup in the region will therefore still be of interest and the functional and theoretical perspectives are as relevant for SADC as for SADCC. The chapters in this book follow the outline of the original seminar, which means they are divided into four categories, following the perspectives already mentioned; i.e. integration theory, issues, organisation and external resource-flows. REGIONAL INTEGRATION THEORY-WHAT RELEVANCE FOR SOUTHERN AFRICA ? Which theoretical framework is most applicable to the Southern Africa situation? Two papers presented at the seminar tried to examine this central question. Tom Ostergaard in his chapter Classical Models of Regional Integration: What Relevance for Southern Africa? carries out a critical review of the relevance of the classical models of regional integration to South Africa. He identifies and examines the market integration theory, the development integration model and the neo-functional model. His conclusion is that none of these three theories in its pure form is suitable for the Southern Africa situation, although elements in them might be useful and some eclectic combination might therefore be advisable. As a case he applies the theories to SADCC and concludes that SADCC cannot be considered a development integration scheme, and thus does not fit into any of the three models. He agrees with the suggestion that the SADCC approach should rather be characterized as "sectoral programming". Experience demonstrates that regional integration is inherently complicated. For a number of reasons, it is particularly difficult in Southern Africa. As the economies are overwhelmingly geared to supplying raw materials to overseas markets, the current economic interaction among the countries of the region is limited. Furthermore, the countries are generally poor, the economies are stagnant, and class formation is limited. Finally, many of the countries are undergoing political crises and the states are still preoccupied with nation building. 0stergaard's conclusion is that Southern Africa needs a less ambitious model of regional integration. The SADCC experience suggests the usefulness of adopting a much narrower scale of operation. The choice of activities should be guided primarily by the articulated needs from within the countries concerned. It should flow from the. bottom and up. The present minority government and much of the corporate sector-the orthodox perspective-seem to view future cooperation as little more than a return to a somewhat modified version of the old (i.e. pre 1970s) "normality". In the short run this would boost South African trade and possibly allow for unhampered capital movement. The role of South Africa as the "natural gateway" to the whole region for overseas trade and investment is also put forward. The main alternative perspective emerging within the democratic movement in South Africa is based on the view that regional trade and other economic relations need to be restructured as an integral part of a process of transforming the existing growth path. This is not just a matter of equity. This means that regional cooperation forms an important part in a project to change the present South African production structure in order to reduce its present dependence on exports of primary products. Davies thus envisages a mutually beneficial, negotiated restructu-This argument applies a forfiori to a situation in which South Africa becomes a legitimate player. Two sorts of justification are relevant. First, the normative, to pursue equity and a fair distribution of costs and benefits. Second, equity issues are the core of the regional project. In the following chapter, SADCC; Future Challenges, Emang Mothlabane Maphanyane from the SADCC Secretariat answers some of the criticism from different quarters felt by the organisation. The 1. Continued support should be given to assist poor countries to "put their house in order". 2. A special case can be made for substantial aid to resettlement, restructuring and rehabilitation in Angola and Mozambique, provided the process towards peace in these two countries is successful. 3. The special situation of South Africa ought to be a sufficient justification for aid in spite of the high GDP/capita. Two aid priorities should be kept in mind: support should be given in all possible terms to the fragile, emerging democracy and its institutions as well as to the acceleration of poverty alleviation. 4. SADCC's Programme of Action should receive continued support, with the emphasis shifting from project investment to management, maintenance, training and effective planning.

New Horizons in Adult Education and Human Resource Development, 2019

Bulletin of the School of Oriental and African Studies, 1992

Principles, Practices, and Creative Tensions in Progressive Higher Education, 2017

Organizational Challenges to a Radical Vision Empire State College (ESC) founders and its early f... more Organizational Challenges to a Radical Vision Empire State College (ESC) founders and its early faculty developed and shared innovative ideas about higher education. As a small and nimble institution under the umbrella of a large public university system, in some ways ESC had more flexibility than other non-traditional institutions; at the same time, the College was more beholden to the bureaucratic structures of a large system than some small schools (see, for example, Gross, 1976; Skidmore College, 2011; Ryan, 1988). This tension between its identity as a small non-traditional institution and its place in a larger traditional system has challenged Empire State College since its earliest days. New York state has changed a great deal since 1971, and, recently, the College has been challenged to grow, while maintaining its core values. There are new students; there is a large State University of New York (SUNY) system; and there are statewide needs that ESC did not so directly have to respond to and serve when it was founded. The challenges and tensions surrounding whether it can even try to serve significantly larger numbers of students in the particular way it has been structured for more than four decades are the focus of this chapter. Can Empire State College now, 45 years since its founding, effectively respond to the external pressures and internal conflicts it faces? From the outside, the College is confronted with: unfavorable demographics in large swaths of New York state, which is losing population in its northern and western parts; federal and state government expectations for increased assessment and for systematic evaluation of higher education services and outcomes; and SUNY expectations that the college continue to grow and serve its constituents across the state. Internally, there is evidence of increasingly disparate patterns of growth within the college and an organizational structure that may no longer be adequate to meet changing needs of students and faculty mentors. The confluence of these pressures from outside and in has spurred us, Cindy Conaway, a faculty member in the Center for Distance Learning (CDL), based at the Metropolitan Center in New York City, and Christopher Whann, interim associate dean at the Metropolitan Center, to consider the notion of "growth and its discontents" as this growth challenges ESC. Both of us are enthusiastic about possibilities for the College. ESC can continue to provide meaningful opportunities for students who are looking both for experimental approaches to study and for the chance to succeed when they have the talents to

New Horizons in Adult Education and Human Resource Development, Feb 1, 2019

African Economic History, 1994

The planning of this seminar has involved close cooperation between the Scandinavian Institute of... more The planning of this seminar has involved close cooperation between the Scandinavian Institute of African Studies, Chr. Michelsen Institute in Bergen, Norway, and the Centre for Development Research in Copenhagen, Denmark. The main objective of the seminar was to examine some of the issues related to alternative modes of regional integration and cooperation and their relevance to Southern Africa after apartheid in a postcold-war world. In this context attention has also been paid to the role of external resources, especially development aid. To carry out a multi-dimensional analysis, the seminar approached the topic from four different perspectives: integration theory, an issue oriented approach, an organisational approach and finally from the standpoint of external resources. The number of topics that may be considered under the heading of an "issue-oriented" approach is almost unlimited. All of them cannot be covered during one seminar, which means that a number of perspectives relevant to regional development are absent, such as gender, environment, and the role of economic restructuring at the national level. Focusing on certain aspects inevitably marginalizes others. This volume contains an edited selection of the papers presented at the seminar following revision by the authors. Together they provide a multidisciplinary , social science perspective on the issue of the development of the post-cold war and post-apartheid Southern Africa. It should be seen as a Nordic-Southern Africa contribution to the ongoing international academic and aid agency discussion on the future of the Southern Africa region. Special thanks to Gun-Britt Nilsson for her tireless and creative editing support and assistance. Uppsala, October, 1992 Bertil Ode'n 12 Beutil Ode'n established lines. The perspectives and analysis in this book, concerned with the organisational setup in the region will therefore still be of interest and the functional and theoretical perspectives are as relevant for SADC as for SADCC. The chapters in this book follow the outline of the original seminar, which means they are divided into four categories, following the perspectives already mentioned; i.e. integration theory, issues, organisation and external resource-flows. REGIONAL INTEGRATION THEORY-WHAT RELEVANCE FOR SOUTHERN AFRICA ? Which theoretical framework is most applicable to the Southern Africa situation? Two papers presented at the seminar tried to examine this central question. Tom Ostergaard in his chapter Classical Models of Regional Integration: What Relevance for Southern Africa? carries out a critical review of the relevance of the classical models of regional integration to South Africa. He identifies and examines the market integration theory, the development integration model and the neo-functional model. His conclusion is that none of these three theories in its pure form is suitable for the Southern Africa situation, although elements in them might be useful and some eclectic combination might therefore be advisable. As a case he applies the theories to SADCC and concludes that SADCC cannot be considered a development integration scheme, and thus does not fit into any of the three models. He agrees with the suggestion that the SADCC approach should rather be characterized as "sectoral programming". Experience demonstrates that regional integration is inherently complicated. For a number of reasons, it is particularly difficult in Southern Africa. As the economies are overwhelmingly geared to supplying raw materials to overseas markets, the current economic interaction among the countries of the region is limited. Furthermore, the countries are generally poor, the economies are stagnant, and class formation is limited. Finally, many of the countries are undergoing political crises and the states are still preoccupied with nation building. 0stergaard's conclusion is that Southern Africa needs a less ambitious model of regional integration. The SADCC experience suggests the usefulness of adopting a much narrower scale of operation. The choice of activities should be guided primarily by the articulated needs from within the countries concerned. It should flow from the. bottom and up. The present minority government and much of the corporate sector-the orthodox perspective-seem to view future cooperation as little more than a return to a somewhat modified version of the old (i.e. pre 1970s) "normality". In the short run this would boost South African trade and possibly allow for unhampered capital movement. The role of South Africa as the "natural gateway" to the whole region for overseas trade and investment is also put forward. The main alternative perspective emerging within the democratic movement in South Africa is based on the view that regional trade and other economic relations need to be restructured as an integral part of a process of transforming the existing growth path. This is not just a matter of equity. This means that regional cooperation forms an important part in a project to change the present South African production structure in order to reduce its present dependence on exports of primary products. Davies thus envisages a mutually beneficial, negotiated restructu-This argument applies a forfiori to a situation in which South Africa becomes a legitimate player. Two sorts of justification are relevant. First, the normative, to pursue equity and a fair distribution of costs and benefits. Second, equity issues are the core of the regional project. In the following chapter, SADCC; Future Challenges, Emang Mothlabane Maphanyane from the SADCC Secretariat answers some of the criticism from different quarters felt by the organisation. The 1. Continued support should be given to assist poor countries to "put their house in order". 2. A special case can be made for substantial aid to resettlement, restructuring and rehabilitation in Angola and Mozambique, provided the process towards peace in these two countries is successful. 3. The special situation of South Africa ought to be a sufficient justification for aid in spite of the high GDP/capita. Two aid priorities should be kept in mind: support should be given in all possible terms to the fragile, emerging democracy and its institutions as well as to the acceleration of poverty alleviation. 4. SADCC's Programme of Action should receive continued support, with the emphasis shifting from project investment to management, maintenance, training and effective planning.

New Horizons in Adult Education and Human Resource Development, 2019

Bulletin of the School of Oriental and African Studies, 1992

Principles, Practices, and Creative Tensions in Progressive Higher Education, 2017

Organizational Challenges to a Radical Vision Empire State College (ESC) founders and its early f... more Organizational Challenges to a Radical Vision Empire State College (ESC) founders and its early faculty developed and shared innovative ideas about higher education. As a small and nimble institution under the umbrella of a large public university system, in some ways ESC had more flexibility than other non-traditional institutions; at the same time, the College was more beholden to the bureaucratic structures of a large system than some small schools (see, for example, Gross, 1976; Skidmore College, 2011; Ryan, 1988). This tension between its identity as a small non-traditional institution and its place in a larger traditional system has challenged Empire State College since its earliest days. New York state has changed a great deal since 1971, and, recently, the College has been challenged to grow, while maintaining its core values. There are new students; there is a large State University of New York (SUNY) system; and there are statewide needs that ESC did not so directly have to respond to and serve when it was founded. The challenges and tensions surrounding whether it can even try to serve significantly larger numbers of students in the particular way it has been structured for more than four decades are the focus of this chapter. Can Empire State College now, 45 years since its founding, effectively respond to the external pressures and internal conflicts it faces? From the outside, the College is confronted with: unfavorable demographics in large swaths of New York state, which is losing population in its northern and western parts; federal and state government expectations for increased assessment and for systematic evaluation of higher education services and outcomes; and SUNY expectations that the college continue to grow and serve its constituents across the state. Internally, there is evidence of increasingly disparate patterns of growth within the college and an organizational structure that may no longer be adequate to meet changing needs of students and faculty mentors. The confluence of these pressures from outside and in has spurred us, Cindy Conaway, a faculty member in the Center for Distance Learning (CDL), based at the Metropolitan Center in New York City, and Christopher Whann, interim associate dean at the Metropolitan Center, to consider the notion of "growth and its discontents" as this growth challenges ESC. Both of us are enthusiastic about possibilities for the College. ESC can continue to provide meaningful opportunities for students who are looking both for experimental approaches to study and for the chance to succeed when they have the talents to