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![Page 1: State-Building: The Missing Dimensions of Stateness Francis Fukuyama Johns Hopkins University School of Advanced International Studies.](https://reader035.fdocuments.us/reader035/viewer/2022062304/56649c735503460f94925921/html5/thumbnails/1.jpg)
State-Building:The Missing Dimensions of Stateness
Francis Fukuyama
Johns Hopkins University
School of Advanced International Studies
![Page 2: State-Building: The Missing Dimensions of Stateness Francis Fukuyama Johns Hopkins University School of Advanced International Studies.](https://reader035.fdocuments.us/reader035/viewer/2022062304/56649c735503460f94925921/html5/thumbnails/2.jpg)
Functions of the State
Source: World Bank, World Development Report, 1997
Addressing market failure Improving equity
Minimal Functions Providing pure public goodsProtecting the poor
DefenseAntipoverty programs
Law and Order Disaster reliefProperty RightsMacroeconomic managementPublic Health
Intermediate FunctionsAddressing externalities:
Regulating monopoly:
Overcoming imperfect information:
Providing social insurance
Providing social insurance:
education utility regulation InsuranceRedistributive pensions
environmental protection anti-trust Financial regulationFamily allowances
Consumer protectionUnemployment insurance
Activist FunctionsCoordinating private activity: Redistribution:
Fostering marketsAsset redistribution
Cluster initiatives
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The Scope of State FunctionsM
inim
al F
un
ctio
ns
Inte
rmed
iate
Fu
nct
ion
s
Act
ivis
t F
un
ctio
ns
Pro
vidi
ng p
ure
publ
ic g
oods
D
efen
se, L
aw a
nd o
rder
P
rope
rty
righ
ts
Mac
roec
onom
ic m
anag
emen
t
Pub
lic h
ealth
Impr
ovin
g eq
uity
P
rote
ctin
g th
e po
or
X-axis
Add
ress
ing
exte
rnal
ities
E
duca
tion,
env
iron
men
tR
egul
atin
g M
onop
oly
Ove
rcom
ing
impe
rfec
t edu
catio
n
Insu
ranc
e, f
inan
cial
reg
ulat
ion
Soc
ial I
nsur
ance
Indu
stri
al p
olic
yW
ealth
red
istr
ibut
ion
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Two Dimensions of Stateness
Scope of State Functions
Str
engt
h of
Sta
te I
nsti
tuti
ons
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State Capacity
Defen
se
Law a
nd Ord
er
Prope
rty R
ights
prot
ectin
g th
e po
or
Mac
roec
onom
ic m
anag
emen
t
Public
Hea
lth
educ
atio
n
finan
cial r
egulat
ion
redis
tribu
tive
pens
ions
envir
onm
enta
l pro
tect
ion
unem
ploym
ent i
nsura
nce
asse
t red
istrib
ution
Foste
ring
mar
kets
Cluste
r initia
tives
state function
cap
acit
y
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Stateness and Efficiency
Scope of State Functions
Str
engt
h of
Sta
te I
nsti
tuti
ons
Quadrant I Quadrant II
Quadrant III Quadrant IV
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The Stateness Matrix
Scope of State Functions
Str
engt
h of
Sta
te I
nsti
tuti
ons
USSR
Japan
BrazilSierra Leone
United States
France
Turkey
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Change over Time
Scope of State Functions
Str
engt
h of
Sta
te I
nsti
tuti
ons
USSR 1980
Japan 1980
Russia 2000
Japan 2001
New Zealand 1981
New Zealand 1995
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Reform Paths
Scope of State Functions
Str
engt
h of
Sta
te I
nsti
tuti
ons
Path II
Path I
Path III
Path IV
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Tax Extraction Rates v. Per Capita GDP
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Components of Institutional Capacity
component discipline transferability
Organizational design and management
management; public administration; economics high
Institutional designpolitical science; economics; law medium
Basis of legitimation political science medium-lowSocial and cultural factors sociology; anthropology low
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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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Principal-Agent Theory
• Coase, theory of the firm 1937
• Alchian and Demsetz, firms as nexus of contracts 1972
• Williamson, opportunism and bounded rationality
• Jensen and Meckling, agency costs 1976
• Fama, markets for managers 1980
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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
Low Transaction volume High
Low
Sp
ecif
icit
y
Hig
h
Quadrant I Quadrant II
Quadrant III Quadrant IV
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Monitorability of Public Sector Outputs
Low Transaction volume High
Low
Sp
ecif
icit
y
Hig
h
Central banking
Aircraft maintenance
Primary school teaching
Highway maintenance
Preventative medicine
Telecoms
Guidance counseling
Foreign affairs
Railroads
University education
Court systems
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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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Applications
• Japan: MacArthur’s decision to keep the Emperor– versus the clean break in Germany
• Iraq: disbanding the Iraqi Army
• Iraq: tribalism in the Sunni triangle
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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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Implications for Democracy Promotion
• Need to rethink 1990s emphasis on civil society– Good theory but questionable allocation of
resources
• Need to deal first with problem of weak states– Party-building ahead of civil society promotion