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Doing Business in 2005 -- Removing Obstacles to Growth

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62 DOING BUSINESS IN 2005<br />

In Lithuania the parties are encouraged to go into a<br />

summary proceeding, which takes a third of the regular<br />

procedure’s time. The full evidence is presented at the<br />

beginning of the trial. The old practice was to keep some<br />

evidence to the end, and use it if things went wrong. Fees<br />

for appealing the court’s judgment were increased substantially,<br />

to discourage abuse.<br />

Summary proceedings<br />

The most popular reform in 2003 was introducing summary<br />

proceedings, especially for the collection of small<br />

debt. 5 For example, in Israel the new civil procedure<br />

code incorporates a swift proceeding. Debt cases under<br />

NIS50,000 (about $12,000) are filed at the magistrate’s<br />

court. Within 45 days the debtor has to enter his defense.<br />

The court then schedules a hearing within the next 135<br />

days. The hearing cannot be postponed by anyone but<br />

the presiding judge of the court. This is rare. After the<br />

hearing the court has 14 days to issue judgment. In total<br />

the process takes less than 200 days.<br />

In Norway a similar summary procedure, previously<br />

available only for returned checks and promissory notes,<br />

is now available for debt under NOK100,000 ($15,000).<br />

In Portugal the new code allows summary proceedings:<br />

the creditor need only present the judge with evidence of<br />

the transaction and nonpayment. In the Philippines the<br />

rules for summary proceedings cover cases like a bounced<br />

check or nonpayment of a promissory note. So, debt<br />

cases no longer go through preliminary investigation before<br />

the city prosecutor, as was the case before. This cuts<br />

nearly 4 months off the debt recovery time.<br />

Two other countries sped up debt enforcement by<br />

moving it to a lower jurisdiction or out of court. In Lao<br />

PDR debt collection cases below $2,500 are now handled<br />

in the district courts. In Bangladesh the new law encourages<br />

settlement before a case enters the regular proceedings.<br />

The judge helps mediate such settlements.<br />

Enforcing judgments<br />

FIGURE 8.4<br />

Lengthy delays in enforcement<br />

Days between judgment and enforcement<br />

162<br />

Poor<br />

countries<br />

75<br />

Rich<br />

countries<br />

Source: Doing <strong>Business</strong> database.<br />

The second most popular reform in 2003 focused on enforcing<br />

judgments. In rich countries the average duration<br />

from the time the judge hands down a decision<br />

to the time the creditor gets her money back is 75 days.<br />

In middle income countries it takes 134 days. In poor<br />

countries, 162 days. In India, Jordan and Mexico enforcement<br />

accounts for more than half the debt recovery<br />

process (figure 8.4). Reforms in Austria, Colombia, Estonia<br />

and Portugal introduced stricter time limits on enforcement<br />

procedures, or allowed professionals other<br />

than court officials to do it.<br />

Setting deadlines<br />

Enforcement as a percentage<br />

of the entire debt recovery process<br />

Jordan<br />

Mexico<br />

India<br />

55%<br />

57%<br />

72%<br />

Enforcement<br />

Filing and<br />

judgement<br />

The third main type of reform—seen in Finland, Lithuania,<br />

Norway and Slovakia—puts emphasis on imposing<br />

and adhering to deadlines for filing documents and presenting<br />

arguments through case management. The<br />

Finnish experience illustrates the benefits. 6 An electronic<br />

case management system keeps track of deadlines for contesting<br />

claims or appealing judgments. If the deadline has<br />

passed, the system automatically notifies the court clerk<br />

and the plaintiff, and the case moves to the next stage. It<br />

also sets dates for court hearings. Case management in<br />

Finland has yielded other benefits as well. For cases that<br />

have remained dormant over a prescribed limit—typically<br />

9 months—the case management system sends a reminder<br />

to the presiding judge. Frequently the case has<br />

been settled out of court or the plaintiff has decided not<br />

to pursue it further. Either way, the judge can close it.<br />

In Slovakia the main reduction in delays due to case<br />

management has come from the random assignment of<br />

cases as they enter the courts. Cases are sent to whichever<br />

judge has the lightest load, ensuring faster service. Case<br />

management has reduced corruption: it makes it more<br />

difficult to know which judge to bribe for a favorable ruling.<br />

In 2002 a poll indicated that 79% of Slovaks saw judicial<br />

corruption as a major problem. In early 2004 only<br />

42% did—huge progress, even if there is a lot of room<br />

for further improvement. 7

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