StateBuilding: The Missing Dimensions of Stateness

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State-BuildingThe Missing Dimensions of
Stateness

• Francis Fukuyama
• Johns Hopkins University
• School of Advanced International Studies

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The Scope of State Functions
Addressing externalities Education,
environmentRegulating MonopolyOvercoming
imperfect education Insurance, financial
regulationSocial Insurance
Providing pure public goods Defense, Law and
order Property rights Macroeconomic
management Public healthImproving equity
Protecting the poor
Intermediate Functions
Industrial policyWealth redistribution
Minimal Functions
Activist Functions
X-axis
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Two Dimensions of Stateness
Strength of State Institutions
Scope of State Functions
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Stateness and Efficiency
Quadrant I
Quadrant II
Strength of State Institutions
Quadrant III
Quadrant IV
Scope of State Functions
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The Stateness Matrix
France
Japan
United States
Strength of State Institutions
USSR
Turkey
Brazil
Sierra Leone
Scope of State Functions
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Change over Time
New Zealand 1995
USSR 1980
Strength of State Institutions
New Zealand 1981
China 1978
China 2000
Russia 2000
Scope of State Functions
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Reform Paths
Path I
Path IV
Strength of State Institutions
Path III
Path II
Scope of State Functions
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Tax Extraction Rates v. Per Capita GDP
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Components of Institutional Capacity
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Weak States and the Black Hole of Public
Administration

• Central issue of all organizational theory is
  delegated discretion
• Underlying issue in socialism debate (Hayek),
  corporate structure (Chandler), federalism
• Contemporary approach brings this under a
  principal-agent framework

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Domains of Organizational Uncertainty

• Ambiguity of goals
• Impossibility of erecting formal system of
  monitoring and incentives
• Inability to determine appropriate degree of
  delegation ex ante

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Public Sector Outputs
Quadrant I
Quadrant II
Low Specificity High
Quadrant III
Quadrant IV
Low Transaction volume
High
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Monitorability of Public Sector Outputs
Aircraft maintenance
Telecoms
Central banking
Railroads
Highway maintenance
Low Specificity High
Foreign affairs
Court systems
Primary school teaching
University education
Preventative medicine
Guidance counseling
Low Transaction volume
High
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Consequences of Organizational Ambiguity

• Need to understand better where different public
  sector activities fall in the matrix
• Seek to fix problems that are actually solvable
• New approaches to activities for which there are
  no best practices
• Need to teach development differently

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What follows if public administration is not a
science?

• Need for metis (Scott)
• Does not necessarily imply leaving local
  institutions in place
• Requires rather contextual judgment about
  applicability of foreign models
• Need to think about the structure of
  decision-making rather than content of decisions

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Some Historical Examples

• Japan MacArthurs decision to keep the Emperor
• versus the clean break in Germany
• Iraq disbanding the Iraqi Army

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Making Things Worse

• IFIs and donor community complicit in destruction
  of institutional capacity
• Contradiction between objectives of
  capacity-building and provision of services
• Need to rethink aims and emphasis of Phase II
  nation-building

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Application to Failed States

• Inevitable conflict between need to provide
  governance and early local ownership
• Recent cases of authoritarian state building
• High representative in Bosnia, CPA in Iraq
• Need to tolerate loss of control in the interests
  of local buy-in