Jerry Silverman | World Bank (original) (raw)

Papers by Jerry Silverman

Action-Planning supplements conventional planning and implementation approaches and strengthens t... more Action-Planning supplements conventional planning and implementation approaches and strengthens the institutional capacity within a developing nation to efficiently and effectively plan and manage implementation of their development strategies. Action-Planning is most useful when addressing complex programs, projects, and policy work. Conventionally, the design of development efforts is differentiated from implementation, often at the sacrifice of immediate and long-term development results. As an alternative, this paper provides guidelines for an action-planning approach which can be adapted to integrate design and implementation through an iterative, participatory process. Action-Planning during preparation and appraisal involves officials and beneficiaries in a participative process of planning and decisionmaking that strengthens design and contributes to improving capacity from the very beginning. Actioni-Planning used iteratively throughout design and implementation mobilizes commitment and enhances realistic planning among a critical mass of supporters and implementors to achieve the goals of programlproject or policy work. Action-Planning, in the form of identification and design workshops, project launch workshops and periodic (e.g., annual) workshops, activates and builds teams that can operate within the project, program or policy context to meet the essential conditions for success, Local ownership of development programs is ensured, effective organizations and teams are created, systems and procedures for implementation are established and management capacities are institutionalized. The action-planning approach encourages management teams at all levels to adapt concepts and tools directly applicable to the program/project or policy setting at hand to make operations more effective and, thus, builds their capacity to be self-reliant and make development programs sustainable.

This is a document published informally by the World Bank. In order that the information containe... more This is a document published informally by the World Bank. In order that the information contained in it can be presented with the least possible delay, the typescript has not been prepared in accordance with the procedures appropriate to formal printed texts, and the World Bank accepts no responsibility for errors. The publication is supplied at a token charge to defray part of the cost of manufacture and distribution. The World Bank does not accept responsibility for the views expressed herein, which are those of the authors and should not be attributed to the World Bank or to its affiliated organizations. The findings, interpretations, and conclusions are the results of research supported by the Bank; they do not necessarily represent official policy of the Bank. The designations employed, the presentation of material, and any maps used in this document are solely for the convenience of the reader and do not imply the expression of any opinion whatsoever on the part of the World Bank or its affiliates concerning the legal status of any country, territory, city, area, or of its authorities, or concerning the delimitation of its boundaries or national affiliation. The full range of World Bank publications, both free and for sale, is described in the Catalog of Publications; the continuing research program is outlined in Abstracts of Current Studies. Both booklets are updated annually; the most recent edition of each is available without charge from the

OBJECTIVE-The primary purpose of this paper is to suggest that we "get out of the box" of current... more OBJECTIVE-The primary purpose of this paper is to suggest that we "get out of the box" of current, conventional, ways of looking at the relationship between governance & poverty &, by so doing, provoke a lively & (hopefully) useful discussion following the Author's formal presentation. THEMES-The main theme of this paper is the need to differentiate between "Government" & "Governance"-the former being a formal organization & the latter being a social function which can be performed by both formal & non-formal organizations. That distinction is important if we are to give proper notice to, & build on the strength of, existing non-formal organizational capacities among the urban & rural poor. Distinctions are also made among several terms that are often used synonymously-such as "welfare" versus "development," "beneficiaries" versus "consumers," & "participation" versus "mobilization." Such distinctions help clarify the need for legitimate governance structures & processes in which civil society-& the poor in particular-have an essential role. Thus, "development" inherently involves political process & organization. The conventional view that development can be non-political is based on four fundamentally false assumptions: (i) conflict can-& should be-avoided; (ii) the historical evolution of political culture does not matter; (iii) people get the government they deserve; & (iv) governments, the people, & external support agencies (ESAs) necessarily share the same development priorities & choices. Although there is increasing interest in such concepts as participation, governance, civil society, & "process" approaches, relevant expertise within most ESAs in addressing the new paradigm outlined below remains severely limited. PRESENTATION STYLE-This paper does not pretend to be a scientifically researched & documented study. Rather it presents an argument based largely on experience & illustrated by stories that the Author has either lived through himself or which have been told to him by others. ISSUES ADDRESSED-From a governance perspective, some of the attempts to alleviate expected increases in poverty due to the East Asian Economic Crisis through redesigned "social safety net" & short-term employment schemes were counterproductive. To improve the sustainability of our efforts to move from "Crisis to Opportunity" in East Asia, a more targeted focus on the following issues is required: (i) the changing nature of "communities;" (ii) the international trend toward regionalizing-up & miniaturizing-down; (iii) contradictions among prevailing development objectives & conceptual models; (iv) the hubris of logical deduction & objective neutrality; (v) the ahistorical basis of development decisions; (vi) the definition of "poverty;" (vii) the definition & role of "Civil Society;" (viii) differences between "welfare" & "development;" (ix) decentralization performance vs. expectations; (x) the effects of the changing balance among official & private sector financing; & (xi) the absence of institutionalized channels for the efficient, effective, & sustainable participation of consumers of public sector services in official investment decision-making. SUGGESTED RESPONSES-In much the same way that non-formal sector "parallel economies" have been addressed since the 1980's, the "new paradigm" presented in this paper proposes the integration of "parallel governance" into our development models. That will require a fundamental reform of the way we think about both governance & poverty-with a major emphasis on creating mutual dependencies among formal & non-formal sector governance structures. A politically legitimate approach to "development" will require: (i) an appreciation of cultural evolution; (ii) a distinction between community-centered & consumer-centered development; (iii) the transformation of "beneficiaries" into "co-financiers;" (iv) movement away from reliance on "preferences" to reliance on "demand;" (v) cross-sectoral demand assessment combined with sector-specific supply responses; (vi) decentralization combined with avoidance of the elite capture trap; (vii) incentive-based capacity-building rather than skills training; (viii) supporting effective intermediation between formal & non-formal governance systems; (ix) a heightened emphasis on process; & (x) accountability of ESAs to civil society.

The absolute number of people living in poverty has increased since Robert McNamara established a... more The absolute number of people living in poverty has increased since Robert McNamara established assistance to the poorest of the poor as the central development objective of the World Bank in 1973. If that trend is to be reversed, a new demand- driven/supply-responsive approach to poverty reduction is required. That new approach must include: (i) an expanded view of poverty that includes both objective and subjective elements, (ii) recognition that the poor have diverse interests among themselves, (iii) governments that are responsive to poor consumers' demand, (iv) effective intermediation between formal and nonformal governance systems, and (v) restructuring of formal-sector government incentives to support the other required elements of the new approach. Implications for governments and donors are specified.

The National interest,??(??),??-??., 2009

... Sturdy Dominos. Post a Comment. CONTRIBUTORS: Author: Silverman, Jerry Mark (b. 1942, d. ----... more ... Sturdy Dominos. Post a Comment. CONTRIBUTORS: Author: Silverman, Jerry Mark (b. 1942, d. ----. JOURNAL: The National interest, ??(? YEAR: 2009. PUB TYPE: Journal Article. SUBJECT(S): Central Asia, Afghanistan, Pakistan, American Foreign Policy, History. ...

International Journal, 1971

Institutional technical assistance is a slow process that requires, to succeed, continuity betwee... more Institutional technical assistance is a slow process that requires, to succeed, continuity between successive iterations in its design and implementation and the active substantive involvement of local professionals and potential beneficiaries. Yet most aid agency staff tend to make design recommendations on their own and merely on the basis of field interviews of national staff. This paper suggests that, instead, aid agency staff involved in identifying, preparing and appraising the nonengineering (or institutional) aspects of projects act as "teachers," "partners," and "mobilizers," and make more systematic use of the workshop technique to (i) identify local perceptions of problems and constraints; (ii) identify value-based and attitudinal limitations to which program/project responses must be adapted; (iii) mobilize potential local supporters and implementors; and (iv) obtain the commitment of appropriate supporters and implementors.

This report is an independent mid-term evaluation of the Partnership for Capacity Building in Afr... more This report is an independent mid-term evaluation of the Partnership for Capacity Building in Africa (PACT) as implemented by the African Capacity Building Foundation (ACBF). In each of three sections (policy direction and strategy; managing the internal environment; and appreciating the external environment) the report addresses the relevance, effectiveness, operational efficiency, institutional development impact, and sustainability of ACBF's responsibilities with respect to implementing the original mandate; assesses the effectiveness of ACBF's internal monitoring and evaluation of those efforts; and provides recommendations for improvement. The report concludes that ACBF has clearly enhanced the priority for capacity building in Africa and has contributed to the establishment and effectiveness of professional policy analysis within several African countries. At the same time, ACBF/PACT's scope and mandate require further refinement to maximize positive impact on Afri...

International Journal: Canada's Journal of Global Policy Analysis

Teaching Political Science, 1977

Abstract: Summary and evaluation of a simulation game developed for a second-year undergraduate i... more Abstract: Summary and evaluation of a simulation game developed for a second-year undergraduate international politics course at McMaster University, Ontario, Canada. Purpose of simulation was to provide students with insight into nature of national relations ...

World Bank Technical Papers, 1992

The purpose of this Mid-Term Evaluation is to: (i) address the relevance, effectiveness, operatio... more The purpose of this Mid-Term Evaluation is to: (i) address the relevance, effectiveness, operational efficiency, institutional development impact, and sustainability of The African Capacity Building Foundation's (ACBF) responsibilities with respect to implementing the mandate set forth in the World Bank's original Memorandum of The President (1999); (ii) assess the effectiveness of ACBF's internal monitoring and evaluation of those efforts; and (iii) provide recommendations for improvement (if any). The Report is divided into an Introduction, 3 main sections (Policy Direction & Strategy; Managing The lnternal Environment; and Appreciating & Influencing The External Environment) and a brief Conclusion. Pact Mid-Term Evaluation management process, ACBF is well positioned to continue its transition into an increasingly autonomous organization. Governance Structure. The integration of PACT into ACBF did not alter the Foundatiori's preexisting governance structure composed of a Board of Governors, an Executive Board, and an executive Secretariat. Ultimate authority for ACBF resides in its Board of Governors, including all bilateral donors to the ACBF, 13 African governments, and the World Bank, UNDP, AfDB, and IMF. The Board of Governors, normally meeting once annually, is responsible for establishing ACBF's broad policy framework and monitoring its overall performance. The Executive Board consists of 12 persons: 8 selected as experts in capacity building serving in their personal capacities; 3 who officially represent the AfDB, UNDP, and World Bank respectively; and the Executive Secretary ex-officio. The Executive Board normally meets twice per year and is responsible for approving ACBF operations and approving its annual budgets and business plans, as well as monitoring its management and administrative policies. The Secretariat is based in Harare, includes 23 professional staff assisted by 15 support staff, and is led by an Executive Secretary responsible for conducting ACBF's business and ensuring that its policies and programs are properly developed and implemented. The Secretariat's current structure consists of 7 Departments and has been in place since January 2002. Four professional staff vacancies currently existbut even when filled ACBF will remain a lean organization rehtive to the size of its work program. Finally, it is important to note that ACBF consists of all three bodies; assessments of ACBF's operations and management should not be limited to just the Secretariat alone. Financing Structure. The most important thing to understand about ACBF/PACT's financing structure is that, with only a few peripheral exceptions, funds provided are not "targeted' by donors for specific activities. Rather, the funds are co-mingled in a common PACT-ACBF Trust Fund administered by the World Bank and transferred to ACBF as required. Financial stakeholders influence allocation decisions through their membership on the Board of Governors. Specific allocation decisions are made by the Executive Board, primarily in response to recommendations made by the Secretariat. This approach runs counter to the level of "controf' normally required by donor agencies. Clearly, the continuing commitment of financing to ACBF/PACT by a wide range of donors and African governments is itself an indicator of substantial donor confidence in the capacity and demonstrated performance of ACBF. Nevertheless, there are 2 potential risks inherent in ACBF's current financing structure: (i) given current practice, commitment authorities approved by ACBF's Executive Board could theoretically exceed actual contributions in future and (ii) the willingness to accept discrete "targeted' funds might eventually undercut ACBF's relatively unique common-pool financial structure and the programming flexibility that results. To mitigate those risks, ACBF should consider: (i) limiting annual commitment authorities for new ACBF projects to 20% less than the annualized amount of explicit "pledges" received; (ii) moving the cycle of pledging and subsequent financial commitments forward so that financing of subsequent cycles (e.g., 2006) will already be iii place prior to the expiration of the previous cycle; and (iii) establishing a policy strictly prohibiting acceptance of targeted financing held separate from the common-pool PACT-ACBF Trust Fund. Change Management. The ACBF Secretariat was engaged in a systematic change management process throughout 2002. During that past year, it effectively addressed management processes, operating procedures, staff and career development, corporate vision and culture. It has a deeper understanding and appreciation of management, leadership, and teamwork. It is now a question of whether or not ACBF will pro-actively build on the work begun during the change management process and will effectively address current strategic issues. ACBF is ready to take 011 more responsibility for its own internal management, and indications are that the Executive Board is ready for it to do so. Nevertheless, a change management process is never finished. It is iterative. The lessons learned are not in the products themselves, but in understanding the need for them, and knowing when they need to be revisited in response to changing circumstances and mandates. If ACBF institutionalizes that understanding and capacity to continue to address such issues, the organization can be expected to effectively take responsibility for iis own V Pact Mid-Term Evaluation professional capacity for policy analysis in Africa. In large part due to the expanded resources provided by PACT, ACBF provides support to an expanding number of key African organizations throughout the region that, in turn, provide economic education, training, policy analysis and advice of international quality directly to their respective governments-and, increasingly. to the private commercial sector and civil society organizations as well. That is a remarkable achievement, especially when the amount of financing provided to accomplish it has been infinitesimal as a share of total resources provided for technical cooperation in Africa. Nevertheless, ACBF/PACT's scope and mandate require further refinement to maximize positive impact on African development. Its original mandate was too narrow; its current scope is too broad. Whatever decisions are made, they should build gradually on ACBFIPACT's successful experience and comparative advantage. It is time to allow the Secretariat to "take a breath" while continuing to "take stock" at a less hurried pace than allowed during recent years. Although moving systematically and cautiously forward with a strategic process along the lines summarized in this Report is essential over the next two or three yearsespecially in anticipation of the post-2006 strategy and financing cycle-our final bit of advice is: build on ACBWPACT's well earned success and avoid spoiling a good thing. vii Pact Mid-Term Evaluation viii * See World Bank, Terms of Reference for lndependent Evaluation of the Partnership for Capacity Building in Africa (PACT, Washington, DC: World Bank, September 22, 2002), reprinted as Appendix 7 to this Repon. See World Bank, The African Capacity Building Initiative: Toward lmproved Policy Analysis and Devc2lopment Management (Washington, DC: World Bank, 1990). Marked most notably by a meeting among other donors and government representatives convened by tlie World Bank in Kenya during 1988 to discuss that specific capacity building issue. As examples, during 1989 The lndependent Group on Financial Rows to Developing Countries (chaired bv Helmut Schmidt) called for the establishment of a 1billionendowmenttofinance"policy−making,professional,techiologicalandmanagerialleadershipinSub−SaharanAfrica;"theAfDB′sCommitteeofTenrecommendedestablishmentofasimilar1 billion endowment to finance "policy-making, professional, techiological and managerial leadership in Sub-Saharan Africa;" the AfDB's Committee of Ten recommended establishment of a similar 1billionendowmenttofinance"policy−making,professional,techiologicalandmanagerialleadershipinSub−SaharanAfrica;"theAfDB′sCommitteeofTenrecommendedestablishmentofasimilar500 million endowment; and Japan's Minister of Finance announced that his Government would establish a Special Fund for Policy and Human Resources Development within the World Bank in the amount of $300 million to assist "governments [to become] ... more efficient and improve their capacity in formulation and implementation of policies which are needed in those countries" (See World Bank, The African Capacity Building lnitiative Toward lmprovedfolicy Analysis and Development Management [Washington, DC: World Bank, 19901, p. 45). See Agreement (The African Capacity Building Foundation) among African Development Bank, lnternatioiial Bank for Reconstruction and Development, United Nations Development Program (February 9, 1991); hereinafter referred to as the "ACBF Constitution" & reprinted as Appendix 2 to this Report). ' 4. ACBF's first four operational years (1992-1995) were designed as a pilotphase, at the end of which period a decision would be made as to its longer-term future (if any). During that initial period, ACBF was managed directly by the World Bank within the Regional Vice-Presidency for Africa and was implemented by World Bank staff and long-term consultants at the Bank's Headquarters in Washington, DC. ACBF's Executive Board decided in 1995 to institutionalize ACBF with its own management and staff, including authorization for ACBF to establish its own Headquarters in Harare, Zimbabwe.6 The move to Harare marked the beginning of ACBF's autonomous existence, although ACBF Phase I/, marked by the adoption of its Strategy and lndicafive Work Program (SIWP), did not commence until 1998.' Incorporation of PACT within ACBF's responsibilities in 2000 marked that organization's third major milestone within a period of only 9 years8 5. During its first eight fully operational years as an African capacity building foundation (1992-1999), ACBF approved a total of 42 projects in 23 countriesg supporting: (i) economics education and research through the improvement of M.A programs within African universities and financing Ph.D. education abroad;'' (ii) on-thejob...

Environment Department Dissemination Notes, Aug 31, 1996

The National interest,??(??),??-??., 2009

... A False Awakening. Post a Comment. CONTRIBUTORS: Author: Silverman, JerryMark (b. 1942, d. --... more ... A False Awakening. Post a Comment. CONTRIBUTORS: Author: Silverman, JerryMark (b. 1942, d. ----. JOURNAL: The National interest, ??(? YEAR: 2009. PUB TYPE: Journal Article. SUBJECT(S): Afghanistan, American ...

The National interest,??(??),??-??., 2009

International Journal, 1971

International Journal: Canada's Journal of Global Policy Analysis

Teaching Political Science, 1977

World Bank Technical Papers, 1992

Environment Department Dissemination Notes, Aug 31, 1996

The National interest,??(??),??-??., 2009

The main theme of this paper is the need to differentiate between “Government” and “Governance” -... more The main theme of this paper is the need to differentiate between “Government” and “Governance” -- the former being a formal organization & the latter being a social function that both formal & non-formal organizations can perform. That distinction is important if we are to give proper notice to and build on the strength of existing non-formal organizational capacities among the urban and rural poor. Distinctions are also made among several terms that are often used synonymously -- such as “welfare” versus” development,” “beneficiaries” versus “consumers,” and “participation” versus “mobilization.” Such distinctions help clarify the need for legitimate governance structures and processes in which civil society -- and the poor in particular -- have an essential role. Thus, “development” inherently involves political process & organization. The conventional view that development can be non-political is based on four fundamentally false assumptions: (i) conflict can – and should be – avoided; (ii) the historical evolution of political culture does not matter; (iii) people get the government they deserve; & (iv) governments, the people, and external support agencies (ESAs) necessarily share the same development priorities & choices. Although there is increasing interest in such concepts as participation, governance, civil society, and “process” approaches, relevant expertise within most ESAs in addressing the new paradigm outlined below remain severely limited.

and analytical frameworks in favor of a new paradigm that focuses primarily on the symbiotic rela... more and analytical frameworks in favor of a new paradigm that focuses primarily on the symbiotic relationship between "governance" and "poverty."

SASE Conference Paper, 1992

This paper, written and presented in 1992, argued that an adequate understanding of governance in... more This paper, written and presented in 1992, argued that an adequate understanding of governance in Sub-Saharan Africa requires consideration of not only the economic role of the informal sector, but also its political role. The principal theses are that:
(a) The failure of the formal sector in many African countries to contribute to economic growth with equity has been due to its largely static and inflexible character;
(b) Dynamic adaptation of the informal sector to changing conditions in both domestic and international arenas has been an important domestic contributor to economic survival in those same African countries;
(c) A superficial understanding of the arguments propounded by both the advocates and critics of dual economy theories (during the 1950's and 1960's in particular) contributed to the establishment of counterproductive formal sector economic development policies in African countries; which, in turn,
(d) Contributed to the absence of sufficient attention being paid to the dynamic contribution of the informal sector to those economies;
(e) The inadequate performance of the formal sector in both economic and political terms resulted in the alienation of formal government structures from the political communities they were expected to serve; and, given that alienation;
(f) The requirements of the informal sector (parallel economies) reinforced historically rooted authority structures and/or resulted in the creation of "parallel governments."
Given the experience of the last two decades, increasing attention is being given to redressing the imbalance in our understanding of the relative roles of the formal and informal sectors. However, much of that new attention remains too narrowly focused on conventional economic premises. Therefore, this paper argues that reconsideration of those respective roles requires broader consideration of the political and cultural dimensions of the issue. The most important institutional policy implication derived from the above analysis is that legitimating the informal sector (from the perspective of the formal sector) will require:
(a) Intermediaries/interlocutors between culturally rooted practices and those of the internationally sanctioned formal sector; and
(b) Attention to the legitimacy of informal sector quasi-governmental institutions which are an inherent part of that sector's economic role and behavior.
Because current thinking about the role of the informal sector and its relationship to the formal sector in Africa (and elsewhere) is yet in its early stages, this paper is limited to: (i) providing a critique of both the proponents and critics of previous dual economy theories; (ii) outlining the elements of a new, more appropriate, conceptual framework; and (iii) suggesting some implications for applying the suggested conceptual framework to both policy and operational aspects of economic development in Africa. Thus, this paper is limited to setting forth the conceptual argument. Testing the hypotheses of that framework will need further empirical work.