Doing Business Indicators Enhancement

The World Bank Group developed the Doing Business Index with the objective of providing insight into the plethora of factors affecting a country’s ability to efficiently and effectively engage in business. The index identified critical indicators affecting business activities, which were then graded and ranked using a numerical system in order to lay out a scale reflecting the comparative ease of doing business in various countries. The World Bank considered 10 sub-categories for the Index, including: Starting a Business, Dealing with Construction Permits, Getting Electricity, Registering Property, Getting Credit, Protecting Minority Investors, Paying Taxes, Trading Across Borders, Enforcing Contracts, and Resolving Insolvency.

Higher rankings (a low numerical value) indicate better (usually simpler) regulations for businesses and stronger protections of property rights. Empirical research funded by the World Bank to justify their work show that the economic growth impact of improving these regulations is strong. A high ranking across these indicators signals simple and efficient regulations that provide strong protection for property and contractual rights. This assessment which is based on an annual study by the World Bank of laws, regulatory frameworks and institutional structures of 185 countries based off input and verification from government officials, lawyers, business consultants and other professionals with relevant experience.

IOS Partners and IOSsoft have developed a framework that identifies four Strategic Lines as the basis of the approach to successfully implementing the Strategic Plan to improve a country’s ranking at the Doing Business Index. These lines are each discussed below:

Strategic Line One: Comprehensive analysis and examination of the ten indicators and their sub-components which contribute to the overall Doing Business ranking. Our focus will be on identifying the indicators and systems currently in place for which a select country is poorly ranked in order to ensure our proposed services will be targeted at supporting reforms with the greatest likelihood of having the greatest positive impact on the business environment.

Strategic Line Two: Development of a detailed Gap Analysis (GA) by indicator, which is a key first step in addressing the constraints and limitations of the indicators for which the country is poorly ranked. The primary objectives of this self-assessment will be to identify the relative strengths and weaknesses of the regulatory environment, legal framework, and the operational and administrative actions taken by the Client assessed against best practice.

Strategic Line Three: Develop an Action Plan and accompanying Strategic Approach for the indicators and sub-indicators identified as priority issues requiring concerted efforts to target an improvement in these specific areas. Critical will be the inclusion of an assessment of how these indicator-specific action plans will contribute to the broad strategy to target an overall rising in the rankings for country’s Doing Business score. Separate courses of action (legal, operational and administrative) will be presented to the Client as the avenues through which the greatest change can be effected, and these strategies will be presented to the World Bank for the purpose of monitoring and evaluation of progress as part of the improvement plan.

Strategic Line Four: Strengthening inter-sectoral coordination to address microeconomic challenges that the Client must address to improve public services and facilitate a business environment that is more conducive to robust economic activity among existing entities as well as those induced to enter the country’s markets through targeted policies and incentive regimes.