supervision

Where Credit is Due: Microfinance Regulatory Reform, Tunisia, 2011-2014

Author
Robert Joyce
Country of Reform
Abstract

In the wake of the 2011 civil uprising that toppled a longtime dictator, Tunisia’s transitional government struggled to meet citizens’ demands for economic opportunity. Interim Finance Minister Jaloul Ayed saw limited access to financial services as a barrier to building the private sector and creating jobs, but the microfinance industry was overregulated and dominated by a majority-state-owned bank that loaned government funds to nonprofit associations, which in turn loaned to clients at unsustainably low rates. Ayed and his deputy, Emna Kallel, crafted a strategy to expand small businesses’ and entrepreneurs’ access to loans by revising requirements and opening the door to private-sector lenders under the watch of a new supervisory authority. The law upended the existing microfinance industry, creating new opportunities but also disrupting the government-funded associations. Four years later, uncertainties remained, but Tunisia’s microfinance sector had begun to move toward a market-based system under a new regulatory environment that allowed for the industry’s future expansion.  

Robert Joyce, ISS Research Specialist, and Natalie Wenkers of Science Po's Paris School of International Affairs, drafted this case study based on interviews conducted in Tunis, Tunisia, during September and October 2015. This case study was funded by the French Development Agency. Case published in February 2016.

A Higher Standard of Service in Brazil: Bahia's One-Stop Shops, 1994-2003

Author
Michael Scharff
Focus Area(s)
Country of Reform
Abstract
Until 1994, the Brazilian state of Bahia delivered public services with little attention to efficiency or effectiveness. Citizens found it difficult to obtain basic documents like birth certificates, identification cards, and work permits, which were essential to earning a livelihood and participating in political life. Because issuing centers were mainly in urban areas with limited operating hours, citizens in interior areas were underserved, and applicants often had to wait in long lines and visit offices on different floors or shuttle between various buildings to fulfill all requirements. Poor management aggravated the problem. The state government usually placed its worst-performing employees in customer service positions. In 1995, Bahia’s newly elected governor, Paulo Souto, moved to improve service delivery by creating one-stop shops that would provide all kinds of documents under one roof in selected locations throughout the state. Souto’s reform team at the state Secretariat of Administration—the body responsible for public management—worked to enlist the cooperation not only of state agencies but also of national and municipal governments, all of which played roles in processing citizen documents. The state also hired new workers, streamlined procedures, expanded the number of locations, and deployed a fleet of mobile units to increase service access in remote areas. Regular customer-satisfaction surveys indicated the system was highly popular with the public. By 2003, when Souto won reelection, his reforms had not only simplified and accelerated document access but also demonstrated that government could be responsive and accountable to citizens.
 
Michael Scharff drafted this case study based on interviews conducted in Salvador, Brazil, in April and May 2013. Case published August 2013.