business licensing

Faster Together: A One-Stop Shop for Business Registration in Senegal, 2006–2015

Author
Maya Gainer, Stefanie Chan, and Laura Skoet
Country of Reform
Abstract

In 2007, Senegal opened a Business Creation Support Office that vastly reduced the time required to register a business from two months to 48 hours. Before the creation of the office, foreign investors as well as local entrepreneurs had to deal with six different government agencies, each of which had its own requirements and procedures. The onerous undertaking discouraged business investment, kept significant revenue sources off government tax rolls, and created fertile ground for corruption. In 2006, President Abdoulaye Wade decided to change the situation. Wade assigned the Agency for Investment Promotion and Major Works, or APIX, the task of making it possible to register a business in just two days. A small team from the agency examined the options and decided that a one-stop shop would best meet Senegal’s needs. The model required no legislative changes, and it allowed agencies to retain control over their procedures—while reducing red tape and letting APIX supervise the entire process. APIX leaders worked hard to win the cooperation of institutions and individual agents, and the Business Creation Support Office opened in downtown Dakar in November 2007. The institutions involved in registration sent representatives to work in the office, and APIX staff collected applications, supervised the office, and coordinated gradual improvements in procedures. After the office opened, entrepreneurs could complete the registration process at a single location and be done within 48 hours. By 2016, the office had further reduced the time required to a single day.

Maya Gainer, ISS Research Specialist, and Stefanie Chan and Laura Skoet of Sciences Po’s Paris School of International Affairs drafted this case study based on interviews conducted in Dakar, Senegal, and Abidjan, Côte d’Ivoire, in January 2016. This case study was funded by the French Development Agency. Case published ­­­­­­­­­­­­­­­May 2016.

Palermo Renaissance Part 2: Reforming City Hall, 1993-2000

Author
Rushda Majeed and Laura Bacon
Country of Reform
Internal Notes
1.22.13 uploaded new drafts that include corrected titles and Palermo links as well as reader feedback language.
Abstract
In 1993, Palermo, Italy, mayor Leoluca Orlando launched an ambitious strategy to reclaim a city from Mafia-related corruption and violence. To move projects forward, however, he had to overcome several obstacles. Nepotism and patronage had created a mismatch between the skills available and the talents required to run the city effectively. Municipal offices lacked adequate records, and information retrieval was difficult and time-consuming. City finances were in shambles. And citizens did not trust the government to get things done and deliver services. Using a landslide electoral victory as an opportunity for major institutional change, Orlando and his cabinet members worked with community leaders to develop a “culture of legality” by cutting the Mafia out of government transactions and transitioning the city from norms of secrecy and bribery to norms of transparency and respect for rules. The administration improved records management, built administrative capacity in key departments, improved budget processes and expanded revenues, increased efficiency and tackled corruption, and started to rebuild the social contract between government and citizens. Those reforms earned Palermo multiple awards, as well as a strong first-time rating (Aa3) from ratings company Moody’s Investors Service. Although some gains slipped after Orlando left office in 2000, his reforms weakened the Mafia’s hold over government. This case study recounts Orlando’s reform efforts at city hall from 1993 to 2000.
 
Rushda Majeed and Laura Bacon drafted this case study based on interviews conducted in Palermo, Italy, in March 2012. Aldo Civico, assistant professor in the department of sociology and anthropology at Rutgers University and cofounder of the International Institute for Peace, provided initial ideas and guidance. Roberto Pitea, Valentina Burcheri, and Brian Reilly provided research assistance. Case published September 2012.
 
Two companion case studies address simultaneous reform efforts in Palermo from 1993 to 2000. “Palermo Renaissance Part 1: Rebuilding Civic Identity and Reclaiming a City From the Mafia” focuses on the restoration of public spaces, arts and culture, tourism, and schools. “Palermo Renaissance Part 3: Strengthening Municipal Services” details efforts to improve service delivery, management, hiring, and bidding processes in Palermo’s water, gas, transportation, and waste management services.
 

Palermo Renaissance Part 3: Strengthening Municipal Services, 1993-2000

Author
Rushda Majeed and Laura Bacon
Country of Reform
Abstract
In 1993, Palermo, Italy, mayor Leoluca Orlando took charge of city services that were on the verge of collapse. Garbage and trash lined the streets of the city. Natural gas for cooking and heating was available only intermittently, and public buses rarely ran on time. The municipality rationed water during the day. The city’s four municipal companies for waste disposal, natural gas delivery, public transportation, and water had deteriorated during decades of mismanagement and corruption. The Mafia’s hold over the companies’ public works and procurement contracts contributed to massive waste of tax money and other resources. But Palermo’s fortunes began to turn at the beginning of a seven-year period known as Palermo’s Renaissance (1993–2000). Orlando hired competent managers and gave them broad leeway to root out corruption and fix operations and finances. Under the new managers, the companies expelled Mafia-linked companies from contracts, implemented stronger control and supervision procedures, and sharply improved the quality of service for Palermo’s citizens and businesses. Although public transportation and garbage collection services slipped when Orlando left office in 2000, Palermo’s upgraded gas and water systems continued to serve the entire city. This case study recounts Orlando’s efforts to rebuild municipal companies and improve the provision of public services.
 
Rushda Majeed and Laura Bacon drafted this case study based on interviews conducted in Palermo, Italy, in March 2012. Aldo Civico, assistant professor in the department of sociology and anthropology at Rutgers University and cofounder of the International Institute for Peace, provided initial ideas and guidance on the cases. Roberto Pitea, Valentina Burcheri, and Brian Reilly provided research assistance. Case published November 2012.
 
Two companion case studies address simultaneous reform efforts in Palermo from 1993 to 2000. “Renaissance in Palermo, Italy, Part 1: Rebuilding Civic Identity and Reclaiming a City from the Mafia in Italy,” details the restoration of public spaces, arts and culture, tourism, and schools. “Renaissance in Palermo, Italy, Part 2: Reforming City Hall,” focuses on the city’s budget, taxes, one-stop shop for licenses and documents, and citizen outreach.