Putting Cooperative Development in Urban Development Agenda: An Analysis and Lessons from Co-operative Reform and Modernization Program Implementation Intervention with Case Reality in Tanzania
Cooperative development in Tanzania and elsewhere in the world has been a vehicle for improving livelihoods of the residents in both urban and rural settings. It has a historical movements trend from agriculture crop productivity, marketing and value additions needs and movements, which in most developing countries required joint efforts and partnership in its operations for member based benefits in sustainable urban development agenda. Management of these cooperative societies as a vehicle for poverty reduction has been facing various challenges including but not limited to corruption, policy and legal setting as well as institutional structure and systems in place, which among others necessitate many developing countries to have cooperative reform programme to redress the situation, Tanzania inclusive. This paper therefore is centered on documenting factors constraining co-operatives reform and modernization program implementation in Tanzania, which pave the way of putting cooperative development in urban development agenda in view to poverty reduction, institutional and systems development as well as empowerment needs. It examines the case of Kalali Women Dairy Co-operative Society Ltd in Hai District Council to evidence the need. It analyses the co-operative reform awareness among co-operative members. Similarly, highlights the type of services offered by the society as well as factors hindering the implementation of co-operative reform and modernization program. The paper wind up by establishing prospects for future implementation modalities and required capacity for improvement, thus contributing to poverty reduction and meeting the interest of co-operative movement, needs, principles and therefore becomes an integral part of urban development agenda in Tanzania. Normal 0 false false false EN-US X-NONE AR-SA
United Republic of Tanzania
Tanzania faces exceptional balance of payments needs resulting from the impact of COVID-19 and has requested support under the Catastrophe Containment window of the CCRT. At present, there is no IMF-supported program.
Complexity, Network-Decisions And Alternative Risk Premia: Some New Theories Of Structural Change And Portfolio Decisions.
Structural Change is the basis for many decisions such as government fiscal and monetary policies, government interventions, corporate-expenditure decisions, corporate strategic decisions, portfolio management decisions in finance; household allocation decisions, etc.. Structural change in industries and national economies is increasingly more difficult to detect partly because of the growth and dominance of Complex Systems and “Networks” in modern industries and economies – such Networks and Complex Systems include GVCs (global value chains), retail store networks; franchising networks; internet networks; services networks; credit-chains in industries; online social networks; etc.. The relationship between Complexity and Structural Change is well established in the physics, applied math and economic dynamics literatures. Traditional definitions and modeling of structural change have erroneously focused on changes in labor, technological progress, market share, and or capital – which are grossly inadequate in the new economy and post- global financial crisis (as confirmed by changes in the global retailing and housing industries and other industries). Also the modeling of structural change seems to be constrained by the availability of data, and often omits the relationship between structural change on one hand, and globalization, financial stability and international financial contagion. This article: i) introduces the Operations Strategy Model of structural change, explains how it differs from the Lewis Model of Structural Change; and explains the often omitted relationship between operations strategy (of companies and government agencies) and structural change; ii) introduces other new Complexity-based models/theories of Structural Change in industries; iii) reviews the relationships among Operations Research, Complexity and Structural Change; iv) explains the symbiotic relationship between structural change on one hand, and economic growth, financial stability, financial contagion and globalization; v) discusses the significant gap between academic research and practice and explains some issues and factors that should be considered in the development and testing of structural change models; vi) explains how alternative risk premia can be generated from new models of Structural Change.