This chapter draws upon international OECD best practices to offer essential guidelines for informing the future delivery of digital public services in Egypt. It examines the challenges and opportunities pertaining to the simplification of administrative procedures in Egypt, noting the predominant emphasis on digitalising to enhance public service delivery for citizens and businesses. Yet, it also underscores the significant burdens businesses and the public encounter when engaging with public entities and the lack of specific policies and guidelines for administrative simplification in Egypt, which should form an integral part of digital government plans moving forward.
OECD Public Governance Reviews: Egypt
Strengthening the Foundations for More Efficient and Effective Public Governance Reforms
Abstract
Egypt has made significant strides in leveraging digital solutions to enhance public service delivery in recent years. Recognising the transformative potential of technology, the government has embarked on a comprehensive digitalisation journey to improve efficiency, accessibility and transparency in its public administration. Adopting digital platforms and online services has undoubtedly brought about positive changes, easing the burden on businesses and citizens alike.
However, it is crucial to acknowledge that digitalisation alone cannot guarantee a seamless and efficient public service experience. While technology plays a pivotal role, it is only one of the tools within the administrative simplification toolbox. Administrative burden measurement and reduction efforts are equally vital to reducing the bureaucratic complexities that often hinder the effectiveness of digital solutions.
This chapter examines Egypt’s past and ongoing efforts to enhance public service delivery through administrative simplification and the utilisation of digital solutions. It examines the achievements and challenges the government faces in this regard, highlighting the lessons learned and the way forward. Drawing on international good practices, it provides valuable examples from other countries that have successfully harmonised administrative simplification, burden reduction and digital transformation. Finally, drawing on OECD best practices, standards and legal instruments, the chapter offers policy recommendations to support Egypt’s ongoing journey towards streamlined public service delivery.
The chapter finds that Egypt has an extensive strategy for digital government projects, which could help reduce administrative burdens for citizens and businesses. It notes that these digital programmes have been well integrated into the broader national policies of Egypt and enjoy strong political support. Yet, the chapter also observes that Egypt is missing a cross-cutting strategy for administrative simplification, which should form an integral part of the country’s information and communication technology (ICT) strategy for public service delivery.
By fostering a conducive environment for innovation, building robust digital infrastructure and promoting administrative burden reduction, Egypt can position itself as a leading example of efficient public service delivery in the Middle East and North Africa (MENA) region. Aligning administrative simplification efforts with digital solutions can significantly reduce the burden on citizens and businesses and ensure a more efficient and citizen-centric public administration.
Most OECD countries have accumulated significant stocks of regulations and administrative formalities over years or even decades without adequately reviewing and managing them. In economic and/or social terms, the accumulated costs can be high. Cumbersome regulations can be challenging for citizens and businesses to comply with. The OECD has found that administrative simplification is one of the most effective ex post evaluation tools for reducing regulatory complexity and updating the stock of regulations (OECD, 2010[1]).
Administrative simplification is a regulatory quality tool used to review and simplify administrative procedures by identifying and eliminating outdated and inefficient laws and regulations, thus reducing administrative burdens. Administrative burdens refer to unnecessary regulatory costs, such as asking for permits, filling out forms and carrying out reporting and notification requirements as required by the government (OECD, 2010[1]).
Notably, administrative simplification is an essential prelude to carrying out digital transformation programmes and should be undertaken with a clear understanding of public service users’ needs. Its final objective is to offer high-quality public services while promoting the rule of law and efficient economic environments. Simpler formalities correlate with higher compliance, as fulfilling regulatory requirements implies an opportunity cost for citizens and business representatives. Moreover, when the cost of complying is particularly high, it can represent an entry barrier for small and medium-sized enterprises (OECD, 2010[2]).
Various approaches to administrative burden reduction have been implemented across OECD countries, including consolidation, codification, reviews and revisions of regulations, streamlining and business process re-engineering. Administrative simplification policies can include ad hoc measures or be embedded in comprehensive and long-term strategies and a whole-of-government perspective with clear objectives, measures and allocated resources.
The 2016 OECD Regional Charter for Regulatory Quality, endorsed by Egypt, highlighted that regulatory policy is a cross-cutting theme for MENA countries supporting public administration modernisation, open government and citizen participation, as well as trust in governance. In particular, the charter advocates for:
“Regulatory reviews of existing stock of regulations to reduce unnecessary and burdensome regulatory burdens, including administrative burdens as well as implementing an ex post evaluation of new regulatory proposals.” (OECD, 2016[3])
The importance of assessing the ongoing worth of regulations and reducing burdens is also recognised in the 2012 OECD Recommendation of the Council on Regulatory Policy and Governance:
“Programmes of administrative simplification should include measurements of the aggregate burdens of regulation where feasible and consider the use of explicit targets as a means to lessen administrative burdens for citizens and businesses. Qualitative methods should complement the quantitative methods to better target efforts.” (OECD, 2012[4])
Measuring administrative burdens
Many OECD member countries have adopted administrative simplification strategies. These typically involve conducting a thorough assessment of the current burdens on businesses and/or citizens in close collaboration with relevant stakeholders from the private and public sectors. The objective is to formulate an action plan to systematically eliminate unnecessary bureaucratic procedures.
A practice that can contribute to a successful strategy for administrative simplification is the measurement of administrative burdens. Measuring the burdens generated by government regulations and formalities makes it possible to undertake a simplification plan based on more robust evidence and set priorities to tackle the most burdensome regulations or regulatory areas.
One of the most popular methodologies used internationally for measuring and reducing administrative burdens that derive from formalities is the Standard Cost Model (SCM). The Dutch Ministry of Finance developed the SCM as a quantitative methodology for determining the administrative burdens that regulation imposes on businesses and/or citizens. It provides a simplified, consistent method for estimating the administrative costs imposed by governments on regulated subjects and provides estimates that are consistent across policy areas. The SCM is popular across the political spectrum as it aims to remove or simplify unnecessary regulations and formalities, but it does not entail changing its policy objectives.
The methodology aims to help policymakers evaluate how much it costs businesses or citizens to comply with information obligations required by regulations. These obligations may include completing licensing applications, approvals, tax forms or providing other necessary data to the government, or a requirement for businesses to collect and maintain data. The SCM can be applied to measure a single law or selected areas of legislation or to perform a baseline measurement of all formalities in a country at different levels (Box 5.1)
The SCM has been the international standard method for over 20 years to measure the administrative burden placed on businesses or citizens by government regulation. The methodology aims to help policymakers evaluate how long it takes regulated subjects to comply with information obligations required by regulations. These information obligations may include completing licensing applications, approvals and tax forms, as well as providing other necessary data to the government or a requirement for the regulated subject to collect and maintain data.
To determine the SCM, one simply multiplies the quantity (i.e. the number of affected businesses) by the price of the information obligation or the cost of time incurred in meeting the obligation. The prices are simply the estimated cost per hour of an employee to fill the information obligation, including the hourly wage and the overhead cost per employee. Mathematically, the cost of each information obligation is:
Administrative cost
= [number of hours per administrative activity per year x (cost per hour of the employee + cost of equipment/materials)] x [number of affected businesses x frequency per year]
According to the SCM, administrative costs can be separated into any number of information obligations (Figure 5.1). Each information obligation may be separated into different data requirements and activities to fulfil each data requirement.
Description
1. Break the regulation down into separate information obligations.
2. Separate information obligations into data requirements.
3. Estimate the activities to fulfil each data requirement.
4. Cost each activity.
Source: International SCM Network (2004[5]), International Standard Cost Model Manual, https://web-archive.oecd.org/2012-06-15/153963-34227698.pdf.
In addition to the SCM, governments have also attempted to introduce qualitative, bottom-up approaches to understanding regulatory burdens by working closely with stakeholders to identify issues of most concern to them. A subset of qualitative techniques consists of perception surveys, which are used in a number of OECD countries, including the United Kingdom, to identify and sometimes measure irritation costs. A selection of different quantitative and qualitative approaches used internationally are set out in Box 5.2.
Portugal aimed to reduce 25% of the administrative burdens for companies in 2012 through the Simplex programme. The target considered all laws and regulations that had an impact on the companies’ life cycle. The exercise was based on an SCM-adapted version and focused on key legislation that would be subject to administrative simplification. The SCM adaptation included the total costs of complying with the regulation as well as the burdens for citizens. It focused on information obligations and integrated the delays and time spent waiting for an official response. From 2006 to 2011, more than 1 000 measures of administrative and legislative simplification and e-government were implemented.
In the United Kingdom, the perception of business reduction is measured yearly as part of an initiative called the Business Perceptions Survey, commissioned by the Department for Business, Energy and Industrial Strategy. The survey covers several topics. These include the businesses’ performance and challenges over the last 12 months, their attitudes towards regulation and the effort and cost of dealing with regulation. Businesses are also asked about their use of external support to comply with regulation, their experiences of dealing with regulators and their views on the government’s approach to regulation.
In Denmark, the Ministry of Industry, Business, and Financial Affairs launched the Danish Business Regulation Forum in 2012 to identify and discuss the compliance and administrative burden that businesses face. Forum members include industry and labour organisations, businesses and experts in simplification and digitalisation initiatives. It gathers three times a year and sends common proposals to the government on the possible avenues for regulatory simplification. These proposals are subject to a “comply or explain” approach, whereby the government is obliged to either pursue the proposed initiatives or explain why these are not pursued. As of 2016, 603 proposals had been made by the forum, of which 191 were fully implemented and 189 partially. The total savings for businesses implementing these simplification measures were estimated to amount to DKK 790 million.
In Germany, the Federal Statistical Office was commissioned by the federal government in 2015 to conduct surveys of individuals and companies on their subjective perception of public authorities and the body of law in specific life events. This survey exercise aims to identify measures for a more noticeable reduction in bureaucracy and is repeated every two years. The approach identifies typical life events in which citizens, people and companies interact with public authorities. Twenty-two life events for individuals were selected, ranging from the birth of a child to marriage, unemployment and the need for long-term care. Similarly, ten events for companies were selected based on a company’s life cycle, including business start-up, the appointment of employees and business discontinuation. For every life event, an interactive customer journey map was constructed displaying the typical and most important offices citizens or businesses must contact and the procedures they must complete to obtain the respective service.
Sources: UK Government (2020[6]), Business Regulation: Business Perceptions Survey 2020, https://www.gov.uk/government/publications/business-regulation-business-perceptions-survey-2020; OECD (2016[7]), Regulatory Policy in Chile: Government Capacity to Ensure High-Quality Regulation, https://doi.org/10.1787/9789264254596-en; OECD (2010[2]), Why Is Administrative Simplification So Complicated?: Looking beyond 2010, https://doi.org/10.1787/9789264089754-en.
Leveraging digital tools for streamlining public service delivery
The OECD Recommendation on Regulatory Policy and Governance (2012[4]) also points to the use of ICT to support administrative simplification. Concretely, the recommendation advises governments to “employ the opportunities of information technology and one-stop shops for licences, permits, and other procedural requirements to make service delivery more streamlined and user focused” (OECD, 2012[4]).
Digitalisation refers to the use of digital technologies and data as well as interconnection that results in new activities or changes to existing ones (OECD, 2019[8]). Digitalisation can simplify government operations and reduce the costs of transactions. This also has benefits for citizens and businesses, providing them direct and easy access to information on administrative services/obligations and, in some cases, the possibility of complying with the formalities required for business activity. Crucially, administrative simplification and digital processes must go hand in hand. Merely using ICT to provide online public services or portals by itself it not enough to reduce burdens on the public and businesses: a cross-government effort to streamline and simplify the “back office” is also needed. This involves mapping the various procedures in place and then identifying and measuring the key bottlenecks and constraints which could lead to simplification.
The digitalisation of government services also enables a faster exchange of information between the administration and other stakeholders, easier access to information, increased transparency and a reduction in the costs of the administration, thereby becoming more efficient and better at meeting stakeholder expectations (OECD, 2021[9]).
The OECD has developed substantive analytical and normative work to support the development and implementation of digital government strategies and administrative simplification. The Recommendation of the Council on Digital Government Strategies (OECD, 2014[10]) aims to help governments adopt strategic approaches in the use of digital technologies and data. Building on the principles in the recommendation and drawing on the experience of the OECD in analysing countries’ digital government transition, the OECD Digital Government Policy Framework was designed to identify key drivers of digital government maturity (Box 5.3). In addition, the Recommendation of the Council for Agile Regulatory Governance to Harness Innovation (OECD, 2021[11]) emphasises the importance of using the full potential of technological solutions to improve the quality of evidence and develop data-driven, risk-proportionate and responsive approaches to regulatory enforcement and delivery. Finally, the “OECD Good Practice Principles for Service Design and Delivery in the Digital Age” provide a clear, actionable and comprehensive set of objectives for the high-quality digital transformation of public services (OECD, 2022[12]).
The OECD Recommendation of the Council on Digital Government Strategies (2014[10]) underscores the paradigm shift from e-government to digital government required to realise the digital transformation of the public sector. According to the recommendation, digital government is understood as “the use of digital technologies, as an integrated part of governments’ modernisation strategies, to create public value” (OECD, 2014[10]). This recommendation is the basis for OECD Digital Government Reviews, which provide analysis and policy recommendations to help improve digital government maturity around the world.
In 2014, the Recommendation of the Council on Digital Government Strategies was adopted by the OECD and subsequently by ten non-member countries. Over the following years, those ideas crystallised into the importance of six dimensions that help governments leave e-government practices behind. These are:
Digital by design: “Digitalisation” is considered a technical topic and a mandatory transformative element embedded throughout public policy and service processes.
Data-driven: Data are used and managed as key strategic assets in a trustworthy and secure way to generate public value throughout public policy and service design and delivery cycles.
Government as a Platform: Civil servants can focus on meeting users’ needs by working in an ecosystem that leverages shared and integrated tools and resources.
Open by default: Public policy processes, digital tools including algorithms and government data are made available for the public to engage with within the limits of legislation.
User-driven: Users are awarded a central role in shaping and informing public policy and service design and delivery processes, and this is conducted inclusively.
Proactiveness: Civil servants anticipate people’s needs individually and collectively and take steps to respond to them rapidly.
Sources: OECD (2021[9]), The E-Leaders Handbook on the Governance of Digital Government, https://doi.org/10.1787/ac7f2531-en; OECD (2014[10]), OECD Recommendation of the Council on Digital Government Strategies, https://legalinstruments.oecd.org/en/instruments/OECD-LEGAL-0406.
For a successful digital transformation in governance, digital technologies must be embedded into policymaking and service design from inception, making the public sector “digital by design”. This implies harnessing existing and emerging technologies and data to rethink and re-engineer business processes and internal operations. The aim is to simplify procedures, innovate public services and open multiple channels of communication and engagement with the public and private sectors, civil society and the public.
“Digital by design” encompasses the design, development, management and monitoring of internal government processes to maximise the potential of digital technologies and data. However, it should not be equated with “digital by default”, where services are preferentially delivered on line, as the latter approach has the potential to generate discrimination against segments of the population with limited online access or ability to use digital technologies (OECD, 2020[13]).
One-stop shops: A key instrument for administrative simplification
One-stop shops have been one of the key instruments used in simplifying the delivery of public services across the OECD and MENA region, to facilitate access to information and make service delivery user-‑focused. One-stop shops are digital or physical platforms that gather a wide range of information requirements to provide information to businesses and citizens and/or carry out transactions between the platform’s clients and public administration. They can help reduce transaction costs for citizens and increase efficiency. Establishing and managing a one-stop shop requires human, technological and financial resources. It involves co-ordination and collaboration between different institutions, ideally across levels of government (OECD, 2020[14]).
One-stop shops should form part of broader administrative simplification strategies. They are a critical component of regulatory delivery and can help maximise the potential gains of regulatory reduction programmes. One-stop shops should be user-centred and based on life events. In this way, they can help bring the government closer to citizens and businesses in the least burdensome way possible (OECD, 2020[14]).
Some countries have implemented informational one-stop shops that may also provide advice and guidance to carry out various transactions with the administration but, usually, the objective of physical one-stop shops is the delivery of public services. Two basic models exist:
Individual services: Different government entities are present at the one-stop shop providing their own services. Normally, each entity has its own separate counter where its officials and public servants deliver the services.
Integrated services: The provision of services tends to be based on a single life event (e.g. having a child, starting a business, etc.) so that a single official can resolve all transactions with the citizen or business in a holistic manner.
The main model of online one-stop shops is based on providing either individual or integrated services (or both) based on user needs. They generally tend to be central “umbrella” portals across all of government, although more specialised ones can exist in concert with other individually focused one-stop shops (OECD, 2020[14]). To assist governments in implementing one-stop shops, the OECD has developed a set of Best Practice Principles for One-Stop Shops, summarised in Box 5.4.
One-stop shops should form part of broader administrative simplification strategies. They are a critical component of regulatory delivery and can help maximise the potential gains of regulatory reduction programmes. One-stop shops should be user-centred and based on life events. In this way, they can help bring government closer to citizens and businesses in the least burdensome way possible. The Best Practice Principles for One-Stop Shops cover ten areas:
Political commitment: One-stop shops need continual support from the top in order to flourish.
Leadership: Managers need to be openly committed to a culture of experimentation. Mistakes will be made but it is most important that these form the basis of improved service delivery in the future.
Legal framework: The early identification of legal barriers to establishing and potentially expanding one-stop shops is crucial to avoid rollout delays.
Co-operation and co-ordination: The extent to which government agencies can (and are permitted to) work together to serve citizens and businesses better is a critical component of one-stop shops.
Role clarity: Establishing one-stop shops with a clear objective is central to managing both internal and external expectations.
Governance: The overarching arrangements are important, particularly for one-stop shops across various levels of government, but should not drive the design of one-stop shops from an operational perspective.
Public consultation: Citizen and business clients are an important source of information about what may or may not work and may also offer solutions to identified problems.
Communication and technological considerations: The standard industry communication means should be emulated wherever possible. Interoperability opportunities should also be identified early in the design of one-stop shops.
Human capital: At the heart of a well-functioning one-stop shop is its people. Like any other part of the organisation, they require investment. They also have valuable insights into day-to-day operations.
Monitoring and evaluation: Assessing whether one-stop shops continue to meet client needs is important, as these may change over time. Gathering citizens’ and businesses’ views can help establish what is working well and what can be improved and foster a culture of continuous improvement in one-stop-shop staff.
Source: OECD (2020[14]), One-Stop Shops for Citizens and Business, https://doi.org/10.1787/b0b0924e-en.
Egypt has primarily focused on digitising government services to enhance public service delivery for citizens and businesses. While there is no explicit mandate or strategy to manage Egypt’s regulatory stock, the digitalisation process has often led, in practice, to the review and optimisation of many processes. However, this is not occurring systematically and in a co-ordinated manner throughout the administration.
National strategies in Egypt for streamlining public service delivery
The policy framework for administrative simplification in Egypt encompasses several high-level documents, including: Egypt’s Sustainable Development Strategy: Egypt Vision 2030; Egypt’s ICT 2030 Strategy: Digital Egypt; the Public Administration Reform Plan (PARP); and the National Anti-Corruption Strategy 2023‑30.
However, none sufficiently addresses the management of Egypt’s stock of regulations; in other words, there is still room for developing a holistic, whole-of-government strategy for reviewing and managing this existing stock. Although references to administrative simplification exist in high-level strategic documents, they are discussed in a fragmented, topic-specific manner.
The Sustainable Development Strategy: Egypt Vision 2030 aligns national strategic objectives with the United Nations Sustainable Development Goals and the African Agenda 2063 and outlines a series of goals to achieve these objectives (OECD, 2018[15]). The vision commits to enhanced governance and partnership in its 6th strategic objective. Within this objective, the vision places considerable emphasis on implementing administrative reform and emphasises the importance of developing a comprehensive plan that targets the establishment of an efficient and productive administrative structure that is accountable through effective monitoring, follow-up and evaluation systems (MPED, 2023[16]). Strategic Objective 6, however, only partially addresses good regulatory practices for managing Egypt’s complex stock of laws and regulations. The language level remains relatively high, providing ample opportunity to integrate concrete tools which may support the attainment of the proposed ways forward.
Notably, the updated Egypt Vision 2030 positions digital transformation as a key enabler that aids in achieving all of the objectives outlined in Egypt Vision 2030 (MPED, 2023[16]). As a result, there is a strong commitment across the Egyptian administration to develop a digital society that enhances the transparency and efficiency of all institutions (MoPMAR, 2014[17]). Presently, Egypt stands in a promising position to become a digital forerunner in the MENA region (World Bank, 2020[18]): at the regional level, Egypt is among the foremost MENA countries on issues related to digital transformation and financial inclusion (UNDP, 2021[19]).
In 2018, based on Pillar 1 of the previous iteration of Egypt Vision 2030, the government adopted its ICT 2030 Strategy: Digital Egypt (hereafter Digital Egypt), reflecting Egypt’s aspiration to accelerate the digital transformation and embrace the digital economy as the new catalyst for job creation and growth (MCIT, 2018[20]). Embedded within this strategy is the advancement of ICT infrastructure, promotion of digital inclusiveness, transitioning to a knowledge-driven economy, fostering innovation, curbing corruption, ensuring cybersecurity and boosting Egypt’s global and regional stand (MCIT, 2023[21]). Digital Egypt outlines a comprehensive vision and blueprint for Egypt’s digital evolution, which is built on three core pillars: digital transformation; digital skills and jobs; and digital innovation. Anchoring these pillars are two foundational components: digital infrastructure and the legislative framework (MCIT, 2023[21]).
While administrative simplification is not explicitly included in Egypt’s ICT strategy, Digital Egypt is crucially positioned and de facto plays an important role in advancing streamlined public service delivery. Through its digital transformation pillar, the strategy emphasises leveraging digital tools to transform existing government services and the community ecosystem into an entirely digital and data-driven one, aiming to simplify and expedite them. However, the lack of direct mention of administrative simplification generates challenges that Egypt could consider addressing. For instance, one of the challenges is the need for a mandate and clearer guidance on administrative simplification. Indeed, the absence of these guidelines hinders the full realisation of the potential benefits of Digital Egypt in terms of enhancing the delivery of public services, as further detailed below. As MCIT has underlined, effective administrative simplification requires a unified approach with clear, overarching guidelines that apply across all government entities. When each entity independently pursues its own simplification efforts without coordination, it can lead to inconsistencies, duplication of efforts, and even confusion.
In addition, streamlined public service delivery has been included as part of the pillars of the PARP led by the Central Agency for Organization and Administration (CAOA) (see Chapter 3). As part of its ongoing efforts, the CAOA is in the process of establishing an observatory for public services in Egypt. The planned primary objective of the observatory is to closely monitor the performance of public services by measuring their performance against predetermined indicators and standards through the collection and analysis of data on service delivery metrics, citizen satisfaction levels and efficiency measures. Based on this analysis, CAOA will propose policy changes or interventions to enhance the quality and efficiency of services. To maximise the impact of this observatory and ensure a comprehensive approach, CAOA may consider incorporating an explicit administrative burden metric to collect data on the burdens associated with these services. In addition, it could also consider further co-ordination and collaboration with the Ministry of Communications and Information Technology (MCIT), the key player in services automation and digitalisation, as well as integrating data from the reports generated by the unified government complaints system.
Finally, Egypt’s National Anti-Corruption Strategy for 2023-30 highlights the country’s efforts to fight corruption through measures aimed at eliminating discrepancies between laws, co‑ordinating between government entities, enhancing human and institutional resources, and addressing the oversized administrative system.
While these strategic documents show a commitment to simplifying Egypt’s regulation stock and reducing the burden of regulations affecting businesses and citizens, there is no clear detail on how this might be operationalised. Notably missing is any reference to developing a cross-cutting administrative simplification strategy for Egypt to identify, measure and prioritise policy sectors where burdens should be reduced for citizens and businesses.
Legal and institutional framework for streamlining public service delivery
Currently, Egypt seems to lack an explicit legal framework specifically dedicated to reviewing and managing its regulatory stock. While the country has pursued administrative reform and streamlining public service delivery, no distinct set of laws or regulations comprehensively addresses administrative simplification measures. The absence of a dedicated legal framework for administrative simplification leaves room for ambiguity and may impact the systematic implementation of measures to reduce bureaucratic complexities.
As outlined in Chapters 3 and 4, the structure of the Egyptian government is complex, comprising approximately 707 public entities (Gobba, 2020[22]) and employing 5 million workers (MPED, 2023[23]). This structural complexity raises notable challenges related to overlapping mandates and responsibilities, complex and intertwined administrative components, and a lack of standards for establishing and amending state organisational units (MoPMAR, 2014[17]).
The institutional framework in Egypt for streamlining public service delivery appears complex and fragmented. For instance, it seems that the responsibility for administrative simplification is dispersed across multiple public bodies. Entities such as the MCIT, the Egyptian Regulatory Reform and Development Activity (ERRADA), CAOA and various line ministries all possess mandates related to administrative burden reduction within their respective domains. Co‑ordination among those entities is suboptimal, suggesting the necessity to identify a leading institution responsible for streamlining administrative processes across the government: it appears that the MCIT leads the efforts to enhance the provision of digital public services for citizens as well as improve government performance with the simplification of procedures, whereas ERRADA leads the efforts to improve the business environment. However, there is a need for clarification regarding their distinct mandates.
The MCIT leads Egypt’s digital transformation, which aims to transform Egypt into a digital society and provide public services online. The ministry notably manages an ecosystem of digital platforms to support a robust infrastructure in Egypt. Findings reveal that the digital transformation has consisted of the digitalisation of over 168 public services from 9 ministries on 5 main outlets\channels: the Digital Egypt e-platform, mobile applications, call centres, post offices and citizen service centres. The MCIT provides training for citizens and public officials to improve their digital literacy and relevant skills. It is also conducting a series of surveys to understand the perceptions and habits of certain population groups on the use of digital technologies.
ERRADA leads the efforts to improve the business environment, focusing on streamlining business administrative procedures. It was established in 2009 under the umbrella of the Sub-cabinet Committee for the Productive Sector within the Ministry of Trade and Industry (Decree No. 1089/2008) and has since transitioned among various ministries (OECD, 2018[15]). By 2019, ERRADA received endorsement at the highest political level and became affiliated with the Egyptian Cabinet (Prime Minister’s Decrees No. 998/2019 and No. 1652/2019); it is supervised by the MPEDIC. ERRADA’s efforts have been severely hindered by institutional challenges and its role in co-ordinating and overseeing initiatives from various ministries to simplify business administrative procedures needs clarity (OECD, 2018[15]).
Pursuant to the establishment decree of CAOA, its mandate encompasses the improvement of administrative systems as well as public service delivery within the government (See Chapters 3 and 4 for further information). Its role in service simplification entails streamlining procedures, optimising the efficiency of government services and refining work systems. CAOA collaborates with diverse entities, conducts inspections, evaluates performance and engages with scientific institutions to leverage their experiences to continually enhance government operations.
Numerous ministries and authorities, each with distinct roles and operating within diverse sectors, potentially engage in actions without necessarily co-ordinating to streamline administrative procedures effectively in their respective domains (Gobba, 2020[22]). This scenario becomes particularly pronounced when examining the challenges the MCIT faces in leading digitalisation initiatives. In the context of digitalisation, the MCIT assumes a pivotal role. However, findings reveal important difficulties encountered by the MCIT, including varied levels of capacity, knowledge and available tools, as it strives to undertake administrative simplification efforts within the services it champions for digitalisation. Furthermore, this extends to its supportive role for various ministries’ digital transformation units (DTUs), as outlined below.
The key role of the MCIT and DTUs in streamlining public service delivery
Within this institutionally complex landscape and given the national priority afforded to digital transformation, MCIT stands out as a key player. The ministry leads in the implementation of Digital Egypt, overseeing digital transformation and national infrastructure modernisation (MCIT, 2023[24]). A central aspect of MCIT’s mandate involves establishing and supervising DTUs. MCIT also ensures standardised ICT usage, robust data governance and cybersecurity, all while fostering innovation, sharing good practices and preserving digital service integrity. The ministry leads e-government initiatives and capacity-building programmes, empowering government entities and public servants with digital literacy.
MCIT works towards implementing Egypt’s ambitious digital transformation strategy through three key divisions. First, the Administrative Development, Digital Transformation and Automation Division plays a central role in driving digital transformation across government entities through policies, training and the use of emerging technologies, promoting nationwide digital inclusion and societal digital empowerment through capacity-building programmes and initiatives. Additionally, the Institutional Development team within MCIT is responsible for establishing and co-ordinating with government entity DTUs. Second, the Telecommunication and Infrastructure Division plays a key role in advancing Egypt’s digital landscape, ensuring citizen connectivity, promoting innovation, supporting economic growth through technology and facilitating integration into the global digital economy. Third, the Institutional Development Division aims to establish a smart and sustainable work model within government institutions, focusing on digital transformation to meet citizens’ needs and expectations.
Furthermore, MCIT ensures inter-ministerial co-ordination concerning ICT needs. For instance, it facilitates dialogue to exchange relevant datasets among various ministries. In addition, it co-ordinates with DTUs as further elaborated below.
Digital transformation units
DTUs, through co-ordination with MCIT and other concerned stakeholders, contribute to achieving Digital Egypt. DTUs were established by Prime Minister’s Decree No. 1146/2018, which aimed at setting up new organisational divisions in the state’s administrative apparatus. Subsequently, Decree No. 87/2019, enacted by CAOA’s Information Systems and Digital Transformation Units, establishes the mandate for DTUs. In addition, the Standard Operations Manual (SOM) for DTUs, developed by the MCIT, outlines the competencies of DTUs, which include automating activities, providing technical support, generating digital reports and statistical studies, supplying information to decision-makers, managing the unit’s website for effective communication, developing and evaluating training plans for information systems and digital transformation, upholding digital governance and information security, creating a framework for the unit’s digital transformation plan in co‑ordination with the MCIT, formulating digital transformation plans and initiatives in collaboration with relevant organisational divisions, establishing indicators for measuring and sustaining digital transformation, and managing, updating and securing systems, applications and databases for all internal and external unit activities.
The SOM outlines the key expected outputs of DTUs, emphasising the importance of modern, integrated and secure information technology systems, continuous availability of systems, automation of business activities, digitisation of documents and support for decision-making.
The MCIT has initiated the integration of information systems and DTUs within all ministries and state agencies during the transition to the New Administrative Capital (NAC), a project undertaken by the government aiming to create a modern and technologically advanced administrative hub serving as the focal point for governmental operations. Units have been formed in entities such as the Egyptian Authority for Unified Procurement, the National Authority for Social Insurance and the Supreme Council for Media Regulation. Notably, most ministries now have a DTU and the MCIT is actively engaged in extending this integration to similar public entities as part of the ongoing relocation process to the NAC.
DTUs consist of three organisational subdivisions: i) infrastructure and information security; ii) systems applications and technical support; and iii) statistics, reporting and electronic publishing. Functions within these divisions, such as data and business analysis and policy and operations specialists, could be well placed to play a key role in optimising administrative procedures. The organisational level and number of employees of the entity’s information systems and DTUs are determined based on several factors, the most important of which are the volume of operations, services and activities in the entity.
The predominant expertise of public servants employed in DTUs lies in technical domains, encompassing roles such as digital project manager specialist, business intelligence designer, application and infrastructure designer, data engineer and network administration specialist. It seems that they do not possess substantial knowledge and proficiency in administrative simplification, including familiarity with its instruments and tools such as service mapping, user journey and the SCM.
The success of DTUs in achieving their goals and purpose depends on several factors. Foremost among them is the availability of a qualified workforce for information systems. Effective management of the change associated with implementing the digital transformation strategy is also paramount. Support from senior executive management across various entities is crucial for successfully adopting the strategy. Furthermore, a commitment to applying best scientific practices and methodologies, and implementing management by objectives by linking performance evaluation to the achievement of targets and key performance indicators are integral to their success.
Notably, while Decree No. 87/2019 does not explicitly incorporate a mandate for simplifying procedures, DTUs do de facto contribute to streamlining services and procedures. By establishing frameworks for digital transformation plans and implementing digital initiatives, these units are strategically placed to streamline processes, reduce bureaucratic complexities and enhance overall efficiency in service delivery. The MCIT has identified this area as a priority area for future endeavours, acknowledging DTUs as key players in leading simplification efforts. However, it should be observed that simplification efforts are currently occurring in a demand-driven and ad hoc manner, and DTUs currently need guidance and expertise on administrative simplification. Additionally, the extent to which simplification efforts are well‑planned and incorporated in the planning stage of DTUs’ work cycles needs more clarity. Finally, these efforts are not necessarily occurring within all DTUs to enhance digitised processes and services. According to CAOA, Decree No. 22/2019 foresees for organisational development departments affiliated to HR departments to provide support in terms of process engineering and simplification, wherever relevant. Thereby, organisational development departments could be important stakeholders for DTUs to coordinate with in this regard.
Communication and co‑ordination between DTUs and MCIT primarily adopt a formal approach. Further, communication is conducted on an ad hoc and irregular basis through meetings, emails and phone calls. Yet co‑ordination remains compartmentalised, relying on the mandates of each ministry and the internal mandates of the MCIT. Monthly meetings between MCIT and DTUs are organised based on specific needs, with varying levels of participation depending on the topics to be discussed. To optimise co‑ordination and communication, the MCIT could consider establishing a network with a defined mandate, roles, responsibilities and tools for co‑ordination, moving beyond ad hoc calls and emails. Meetings should serve as informative sessions or open discussions with experts to build capacities. MCIT might also explore the creation of communities of practice, with one focused on administrative simplification.
MCIT does not possess a mandate for oversight and quality control over the work of the DTUs. The latter are free to seek advisory support from the MCIT on an as-needed basis. However, the MCIT’s advice to DTUs is advisory (i.e. not binding). DTUs function under the MCIT umbrella but report to the line ministries within which they are located. A significant challenge in this context is the empowerment of DTUs, which is contingent upon the ministry’s priorities and high-level strategic support. This factor can potentially limit the scope of their role.
In May 2021, MCIT established the “Digital Transformation Units Academy“ to support DTUs in implementing their work. The academy convenes all DTUs and provides support through capacity-building and training workshops. It is essential to emphasise that, although the academy plays a pivotal role in enhancing capacity, it does not operate as a co‑ordination platform. Furthermore, MCIT conducts regular meetings with DTUs to address any challenges they encounter in the execution of their functions. To strengthen this co-operation, the MCIT could consider expanding on this good practice and creating communities of practice, including one on administrative simplification.
Past and ongoing efforts in Egypt to streamline public service delivery through administrative simplification and the utilisation of digital solutions
While the efforts to gather stakeholder feedback on burdensome areas and to simplify administrative procedures were not exhaustive (they did not cover all services or incorporate all segments of users), various ministries and agencies have launched initiatives focused on reducing administrative burdens for citizens and businesses. Digitalisation has been a cornerstone of many of these efforts.
Examples of ERRADA’s administrative simplification efforts in practice include:
Egypt’s e-Registry:1 This electronic database offers the public free access to regulations. As a result, individuals and businesses have seen annual savings surpassing EGP 24 million since they no longer need to subscribe to commercial databases. Additionally, by providing easy access to their rights and obligations, the e-registry has promoted higher compliance levels among citizens and businesses (Gawad, 2013[25]).
Streamlining inventoried regulations: In collaboration with the private sector and civil society, over 2 000 regulations were streamlined following ERRADA’s recommendations between August 2008 and February 2012 (Gawad, 2013[25]).
Reducing administrative burdens: Using the SCM methodology, ERRADA simplified administrative procedures across various sectors, leading to annual savings of roughly EGP 9 million in areas such as diving and marine activities, hotel management and agricultural land construction. Furthermore, ERRADA made recommendations for numerous industry and trade sectors that could, if enacted, lead to potential annual savings of up to EGP 68 million. Areas of savings concerned construction permits for industrial enterprises, industrial registry and operating licences, customs release for hazardous chemicals, licensing for steam boilers and thermal machines and trademarks.
General Guide to the Simplification of Administrative Procedures: More recently, ERRADA developed a General Guide to the Simplification of Administrative Procedures in co-operation with Support for Improvement in Governance and Management (SIGMA).2 This guide aims to enable the application of the Principles of Good Administration through the review and simplification of existing procedures or during the development of new procedures (OECD, 2018[15]).
Egypt has also launched multiple reforms to enhance the business environment, aligned with its Egypt Vision 2030. These reforms primarily target the reduction of administrative burdens on businesses. For instance:
The Investment Law (No. 72/2017): The main objective of the Investment Law is to promote investment in Egypt by offering incentives for investment, reducing bureaucratic procedures and simplifying and improving administrative processes (OECD, 2018[15]). This law empowers the General Authority for Investment and Free Zones (GAFI) to issue “golden licenses”, creating a streamlined pathway for setting up certain industrial and infrastructure projects. This singular “golden license” approval encompasses the entire span of a project, from its establishment, including aspects like land allocation and building licensing, to its operation and management.
The Errada programme: This initiative aims to support the implementation of some of the goals outlined in the economic axis and the transparency and efficiency pillar of Egypt Vision 2030. It involves government institutions aiding the state in creating enhanced governmental regulations and enacting policies that sustainably stimulate both economic and social growth. The programme also underscores the Egyptian government’s commitment to:
Adhere to international best practices and standards and apply them appropriately.
Ensure transparency and the availability and accessibility of information for all relevant stakeholders.
Work on the legislative frameworks’ unification, integration and interdependence and resolve any inconsistencies and complexity.
In addition, Egypt has paid particular attention to the opportunities e-government offers to map and re‑engineer business processes in government organisations, with the objective of reducing the cost of business (OECD, 2006[26]). Accordingly, several one-stop shops have emerged as a way for governments to provide better services and improve regulatory delivery to citizens and businesses, including:
The Investors Service Centre:3 On 21 February 2018, the GAFI launched the Investors Service Centre (ISC), serving as a one-stop shop for business start-ups. Entrepreneurs have the choice of the standard process or an enhanced process for an additional charge (World Bank, 2020[27]). It simplifies the investment process for international investors interested in the opportunities provided by Egypt’s domestic economy and its strategic position as an export hub for Europe and the MENA region. Beyond promoting investment opportunities in various sectors in Egypt, the ISC offers a comprehensive service package to investors, which includes: company incorporation assistance, branch establishment, board of directors and general assembly minutes approval, capital increases, activity modifications, liquidation procedures and other corporate affairs (U.S. Department of State, 2023[28]). The centre’s goal is to issue necessary licenses, approvals and permits for investment activities within 60 days from the date of application.
Digital Egypt e-platform:4 This platform, introduced in 2001 in collaboration with the MCIT and the then Ministry of Administrative Development, offers online access to public services (OECD/UN ESCWA, 2021[29]). At present, it delivers 165 online services, with expansion plans for other governorates. Numerous online services were designed and introduced for several agencies, such as law enforcement, notarisation, personal status, family courts, supply, electricity, agriculture, traffic, real estate registration, the Mortgage Finance Fund and GAFI. The platform has witnessed a surge in subscribers, numbering 6.5 million in 2022, up from 4.2 million in 2021. The platform facilitated 28.3 million transactions in 2022 (MCIT, 2023[24]).
Additionally, in 2022, the MCIT documented various achievements in line with its Digital Egypt strategy (MCIT, 2023[24]):
Adopting the Digital Egypt 360 vision, which represents the culmination of efforts to establish integrated, shared national databases. This vision focuses on the transition from traditional government applications to digital platforms, thus streamlining the delivery of public services. The transition rests on three foundational platforms:
Citizen 360, including all citizen data, i.e. support provided, skills, properties and residence.
Asset 360, including information on assets, encompassing details such as licenses, registration and taxes.
Company 360, including data on companies, covering aspects such as exports, workforce and insurance.
Strengthening collaboration with authorities within all state sectors, to accelerate digital transformation and fully digitalise public services. This collaboration aims to offer efficient digital services and enhance government performance. In this context, the MCIT has initiated numerous projects within the Digital Egypt framework to provide digital government services to the public.
Creating a government intranet linking government buildings nationwide. More than 33 000 buildings are being connected.
Optimising the Government-to-government (G2G) system, which facilities electronic sharing of data and/or information systems between government agencies, departments or organisations.
However, in the absence of an encompassing strategy for identifying and measuring administrative burdens stemming from regulation, it is unclear how public authorities have been able to analyse and choose which policy areas to prioritise for reform or to measure the success of the reforms, e.g. whether relevant stakeholders are finding administrative procedures less burdensome.
When assessing administrative burdens, gathering information on the costs connected with complying with information obligations is necessary. Unless relevant standardised statistical data are available and fit for purpose, it is difficult to obtain these data without consulting the regulated subjects. They have real-life experience with compliance and are able to provide data that are closer to reality than expert assessments by civil servants. Therefore, regulated subjects and communication with them play an important part in the process of measuring administrative burdens (OECD, 2010[2]). This is, nevertheless, not the only phase in which regulatees should be involved in administrative simplification. When identifying “candidates” for simplification among regulations or areas of regulation, it is always useful to take the regulated subjects on board. The regulation that is the most burdensome is not necessarily the one that is perceived by regulated subjects as the most irritating and the basic version of the SCM does not provide a tool to deal with this issue. Focusing on the most irritating regulations may contribute to a more positive reaction by regulated subjects to the results of the project (OECD, 2010[2]).
Additionally, Egypt’s digitalisation endeavours focus on achieving administrative simplification through the digitisation of multiple administrative procedures. However, the degree to which these procedures are optimised through digitalisation is not well-defined. In fact, MCIT service mapping occurs on various levels based on need and simplification of services prior to digitalisation is not necessarily consistent.
Consequently, Egypt’s review and management of the stock of regulation appears to follow an on-demand approach. This means that specific issues are addressed based on the immediate priorities of the competent ministry. Such priorities often correlate with pressing issues or challenges.
Capacities for streamlining public service delivery
Important financial and analytical resource constraints affect the work to streamline public service delivery in Egypt. The most critical element in any digital transformation process is its people. It is, therefore, important to ensure that the project teams within the MCIT and DTUs have sufficient resources and appropriate staff. Training should be broader than technical competencies and also include interpersonal and soft skills as the staff are often the face of the organisation (OECD, 2020[14]). A good starting point for considering the capabilities needed is the OECD Framework for Digital Talent and Skills in the Public Sector (OECD, 2021[30]).
To train public servants and strengthen their skills, the MCIT has undertaken important efforts to date, including:
The creation of the Digital Transformation Academy: In 2021, the MCIT introduced the Digital Transformation Academy in consultation with the heads of DTUs, aiming to promote digital evolution, utilise ICT for government objectives and fortify leadership and technical capabilities. In 2022, the academy hosted numerous sessions and workshops, fostering collaboration between unit heads and ICT experts to enhance their digital knowledge and align with their units’ mission, thereby ensuring the sustainability of Digital Egypt’s initiatives. Concurrently, the programmes under the academy’s auspices provided training for all unit members, culminating in issuing 8 057 certificates (MCIT, 2023[24]).
A Standard Operating Procedure Manual: In 2021, the MCIT collaborated with German development agency Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) to craft the Standard Operating Procedure (SOP) Manual tailored for DTUs in public agencies. By April 2022, entities migrating to the NAC had received the issued manual. The SOP Manual is being revised to further bolster digital transformation efforts (MCIT, 2023[24]).
Training public servants selected governorates: In 2022, digital capacity-building initiatives benefited 24 193 employees from 26 governorates, including Aswan, Alexandria, Beheira, Cairo, Damietta, Fayoum, Gharbia, Ismailia, Kafr El-Sheikh, Luxor, Matrouh, Menoufia, Minya, Qalyubia, Red Sea, Sharqia and Suez. In September and October 2022, meetings and workshops were held in Fayoum and Minya governorates to discuss the finalisation of the DTU SOP Manual, the introduction of advanced digital systems and applications in governorates and the development of the nationwide decision-making process (MCIT, 2023[24]).
MCIT encounters significant challenges in training DTU staff. Notably, the varying skill levels among DTU teams in different ministries create a discernible skills gap, necessitating targeted training interventions to bridge this disparity. Furthermore, the complexity and distinct nature of procedures and services offered by diverse line ministries pose a challenge in developing comprehensive and tailored training programmes.
Moreover, the positioning of DTUs within line ministries varies, influencing the ease with which they can access decision-makers. This variability adds an additional layer of complexity to training efforts, as each unit faces unique contextual challenges. The collaboration chain between line ministries, particularly where services are interconnected, and the interdependence of different line ministries’ platforms and automated systems’ interoperability further complicates the training landscape.
Additionally, technical needs for digitalisation often exceed general skills, requiring specialised technical support. Training efforts face added hurdles where affiliated bodies to line ministries lack uniform infrastructure readiness, especially in areas yet to transition to the NAC. Collaboration dependencies among different departments within line ministries, often without consistent support, also constitute a key challenge.
However, it is worth mentioning that the implementation of a standard organisational chart, terms of reference and procedures for the DTUs’ functions have had a positive impact on facilitating the provision of training. Furthermore, the relocation to the NAC has improved the prospects of having a robust digital infrastructure and increased the availability of shared automated systems. These advancements have greatly aided the DTUs in their tasks and have helped overcome numerous past challenges. However, despite these improvements, there may still be other challenges that exist and hinder the full utilisation and capacity building of DTU members in order to maximise the success of their tasks. To address this challenge, MCIT could consider scaling capacity building efforts and updating the SOPs/manuals for DTUs to explicitly include administrative simplification as tool to reengineer services and procedures before their digitalisation, as in the case of Spain (See Box 5.5). Two examples of bespoke training provided for staff are shown below in Box 5.6.
In 2014, the Ministry of Finance and Public Service of Spain developed the Manual for the Administrative Simplification and Burden Reduction of the General Administration in Spain, as an instrument to standardise a general methodology for all public entities and departments. It sought to address various challenges to enhance the quality, access and efficiency of public services and procedures in Spain, including: 1) the lack of an integrated vision on administrative simplification further allowing departments to work in siloes; 2) Low levels of literacy and capacity compounded by a lack of overarching simplification culture in the administration; 3) Ad hoc or limited levels of planning capabilities for undertaking administrative simplification reforms.
The Manual is structured around different phases to provide practical guidance along each step of the administrative simplification journey - from the mapping of the procedure to the final phase of its reengineering. In its introduction, the Manual sets out a series of definitions and background to provide relevant context to the end-users for the utilisation of the tool. It also provides an overview of the administrative simplification landscape in Spain, including the responsible entities and applicable regulation in this regard to clarify roles, responsibilities, and procedures.
Source: Ministry of finance and Public Service of Spain (2014[31]), Manual for the Administrative Simplification and Burden Reduction of the General Administration in Spain.
Service Canada
Service Canada focuses on HR management and development, considering that its employees must be equipped with appropriate skills, attitudes and behaviours and that they need to share Service Canada’s values and beliefs. Service Canada College was established in 2005 as a corporate learning institution and provided consistency in the courses and programmes for Service Canada employees. The reason for its creation was that, at the time, there was a significant amount of variance in the quality-of-service delivery. The objective of the college was to provide reliability and professionalism to service delivery through the promotion of the principles of service excellence.
The key offering of the college was the Service Excellence Certification Program, an applied learning programme that includes on-the-job coaching, in-class instruction and follow-up online sessions, complementing functional and operational training. The service excellence stream of courses was developed and delivered in house at Service Canada but, in 2014, they were transferred over to the Canada School of Public Service, established in 2004, and are currently available to all federal employees. This school is responsible for leading the government-wide approach to learning by providing a common, standardised curriculum. It offers subject-specific courses at the federal Government of Canada level, including courses in its digital academy, Indigenous learning and public sector skills.
ePortugal
The Administrative Modernization Agency (AMA) academy initiative was created in 2019, building on previous training approaches. It aims to give everyone the opportunity to share, participate and collaborate on the development of knowledge, learning and skills, as well as to back new areas and training methodologies. A series of learning communities have been established, including face-to-face learning and e-learning, coupled with on-the-job training, self-training initiatives, microlearning and social learning.
Key success factors of the AMA’s training programme have included: the involvement of all agents (board of directors, management units, entities, trainees); use of a multidisciplinary team for delivery; use of simple technology that is both intuitive and interactive; a training model tailored to the target audience and particular context; diverse approaches to the design of teaching materials; and continual evaluation of learning and its effectiveness.
Source: OECD (2020[14]), One-Stop Shops for Citizens and Business, https://doi.org/10.1787/b0b0924e-en.
This chapter has provided an overview of administrative simplification and digitalisation for streamlined public service delivery; it has also examined some of Egypt’s challenges and opportunities to enhance public service delivery through administrative simplification and digitalisation. It has found that Egypt has put in place a solid framework for the delivery of digital government services and an ambitious strategy to roll this out more widely, which aligns with its Egypt Vision 2030.
Despite these efforts, there is still room for optimising sustained initiatives to streamline the back office and implement a cross-government administrative simplification strategy. Egypt’s governmental structure remains exceptionally complex and its statute book is intricate, posing difficulties for citizens and businesses in comprehension and navigation. Moreover, a comprehensive set of policies and mechanisms to measure and simplify administrative procedures is yet to be developed. Civil servants face challenges that indicate a need to receive sufficient guidance, methodologies and training for conducting effective simplification reviews.
However, within this complex landscape, the MCIT and DTUs emerge as important actors in driving the simplification of digital procedures across government.
The government of Egypt should consider expanding its current efforts to develop a cross-cutting administrative simplification strategy supported at the highest possible political level. Given the vast political support afforded to the digital transformation in Egypt, the first step and a good place to start could be to more systematically embed administrative simplification in Egypt’s ICT strategy, focusing on high-impact regulations and formalities, assessing their costs and supporting their simplification and streamlining. The MCIT could lead this effort as it is the institution spearheading the ICT strategy. In doing this, it could further consider:
Working closely with internal and external stakeholders to identify the sectors of the economy and society with the most burdensome administrative procedures and regulations. Such an exercise would also help generate some momentum behind simplifying the stock of regulations. The MCIT could run a series of workshops to identify the burdens together with stakeholders in major policy areas and sectors with corresponding ministries. Beyond looking at regulations in isolation, regular review of regulations and policy measures in key policy areas and sectors identified as of particular economic or social importance can have very high returns. This should inform the development of the new e-government strategy.
Explicitly incorporating references to administrative simplification tools in the strategy. This involves outlining the specific tools and methodologies that will be employed to reduce bureaucratic complexities. Detailing these tools within the strategy provides a clear roadmap for implementation and facilitates a more transparent and measurable approach to administrative simplification.
Actively seeking, building and maintaining robust political support and effective communication with pertinent government stakeholders.
Egypt should consider ensuring better co-ordination and integration of digital government projects with administrative simplification efforts. Projects in the areas of digital government and administrative simplification should be interlinked (ideally part of one wider strategy) and thoroughly consulted. No digitalisation of public services should be carried out without prior assessment of options for their simplification. To operationalise this, the MCIT could consider:
Recommending an amendment to CAOA Decree No. 87/2019. This amendment should explicitly include administrative simplification as a fundamental aspect of the DTUs’ mandate. Additionally, the MCIT could further contemplate amending the DTUs’ Standard Operations Manual (SOM) to provide detailed insights into this proposed mandate for administrative simplification. This includes specifying the stage at which administrative simplification should be considered within the digitalisation process and providing references to the tools and co‑ordination required.
Developing a dedicated manual on administrative simplification that outlines clear and comprehensive guidance and a methodology for administrative simplification. This methodology should clarify when such a simplification exercise needs to be carried out (e.g. x number of years after a regulation or group of regulations are published, prior to undertaking a digitalisation reform of public service), as well as the processes to be followed and the different tools ministries can employ to assess impacts, e.g. the SCM, customer journey mapping. This manual could then be incorporated into the SOM as an essential component of DTUs. As part of this ongoing co-operation with the European Commission and the government of Egypt, the OECD will aim to collaborate closely with the MCIT to finalise and finetune this administrative simplification manual for the government.
Along with the recommendation above, the MCIT should consider further emphasising strong cross-government leadership and co‑ordination for the simplification and digital transformation programme. This effort should align with recommendations in the OECD Review on Public Administration Reform (forthcoming[32]). The MCIT could further consider:
Creating expertise within its Institutional Development Division that can provide support to DTUs on administrative simplification.
Building on its good collaboration practices with DTUs to develop a strong co-ordination platform. This could take the form of a network with a defined mandate, roles, responsibilities and tools for co‑ordination.
Considering mechanisms to grant the MCIT an oversight function over the work conducted by DTUs. DTUs are not obligated to report to the MCIT on their activities, engaging the MCIT only on an as-needed basis. To enhance oversight for streamlined public service delivery, DTUs could be mandated to report to the MCIT, for example on an annual basis regarding their planned digitalisation initiatives. This reporting obligation would enable the MCIT to monitor and follow up on these plans and facilitate the MCIT’s co‑ordination role with relevant line ministries.
The MCIT should consider further developing the capacities of its human resources in key areas of administrative simplification and digital skills. This will need focus on the following:
Training DTUs’ (selected) staff on how to conduct simplification projects, ensure the quality of reviews contracted out to academics and use evaluations of existing regulations before amending regulations. All evaluations should be published online in a central place that is easily accessible to the public. Resources for reviews could be focused on high-impact regulations to avoid evaluation fatigue. In line with Principle 1 of the OECD Good Practice Principles for Public Service Design and Delivery in the Digital Age, these training sessions should also aim to mainstream a user experience mindset.
Targeting training efforts at the DTUs (or categories of DTUs). The varying skill levels among teams in different DTUs highlight the need for tailored programmes addressing specific competencies. A modular training approach could be adopted to overcome this complexity. Considering the varied positioning of DTUs within line ministries, efforts should include strategies to engage decision-makers effectively. Additionally, a comprehensive training approach emphasising cross-functional collaboration, technical expertise and infrastructure readiness is crucial to address the collaboration chain and interdependence of systems. These recommendations aim to bridge the skills gap, enhance collaboration and ensure effective training outcomes for DTU staff.
Capacities will need to be developed in key areas of digital skills to ensure the effective rollout and implementation of the digitalisation of Egypt’s public services. This will need to focus on building technical capacity in the MCIT and other line ministries, where required.
The MCIT should consider identifying champion DTUs to lead and exemplify best practices in administrative simplification and digital skills. The identification process for these champion DTUs should consider factors such as past performance, demonstrated innovation and a willingness to embrace and implement new approaches. Once identified, these champion DTUs could play a role in sharing their experiences, lessons learned and success stories with other DTUs and stakeholders. This could be done through the proposed co-ordination network.
As part of the EU-funded project “Support to Enhanced Administrative and Public Economic Governance in Egypt”, the OECD is assisting Egypt in its efforts towards embedding administrative simplification in public processes and procedures. Technical support was provided through the implementation of a pilot study to strengthen the Egyptian administration’s capacities for administrative simplification and digital solutions, aiming to improve the government’s public services for businesses. The study involved offering technical support to Egypt’s National Food Safety Authority (NFSA) in analysing and optimising the selected procedure for issuing food-trading licenses to Egyptian businesses.
This pilot study serves as an examination of the feasibility and practicality of integrating administrative simplification tools into these services, with the intention of providing recommendations for broader adoption across public administrative units. The project aims to identify specific needs and draw key recommendations for developing a strategic approach that can be replicated across the entire range of government services. Through thorough examination and strategic planning, the goal is to provide guidance on achieving widespread adoption, thereby ensuring improved efficiency, accessibility and effectiveness of administrative simplification tools in government operations throughout Egypt.
In order to determine the appropriate pilot procedures, the project collaborated closely with the MCIT to establish a set of selection criteria that ensures a recognised need for simplification and improvement in the selected procedures, as identified by the stakeholders themselves. By considering these selection criteria, the project aims to choose impactful pilot procedures that are aligned with government initiatives, transparent, targeted, adaptable and responsive to stakeholder needs.
The pilot study focused on enhancing the registration and inspection procedures for food establishments overseen by the NFSA. During this phase, the main objective was to examine specific administrative simplification tools such as service mapping, user journey optimisation and the Standard Cost Model (SCM) to suit the unique requirements of the selected procedures. The aim was to ensure that these tools could be effectively used within the broader framework of Egyptian public administration. To achieve this, workshops were organised for NFSA staff members and Egypt’s MCIT, strongly emphasising the aforementioned tools. These workshops were designed to equip the participants with the necessary skills and guide them through the entire analysis and mapping process, facilitating the transition from the current state (As Is) to the desired state (To Be) for two specific service procedures. This collaborative effort between NFSA service providers and OECD experts aimed to produce a refined set of technical recommendations that would streamline procedures and align with the Egyptian public administration context, following national digital transformation objectives and enhancing public service efficiency and effectiveness.
This section outlines the implementation of the administrative simplification workshops, detailing its objectives, activities and outcomes. It aims to summarise the goals, describe the hands-on exercises and report on the skills and knowledge acquired by participants. It provides both general recommendations on how to further build and strengthen the NFSA’s capacities for applying principles and tools of administrative simplification, as well as specific recommendations to improve the food business registration and inspection processes in Egypt.
The main beneficiary of the pilot, the NFSA, is an independent service authority affiliated with the Presidency of the Republic of Egypt and headed by the prime minister, with the mission to safeguard consumer health and interests. Established in 2017, the NFSA’s mission is to protect consumers by unifying the roles of various food regulatory bodies and implementing a preventive system of strict monitoring across all stages of food production, handling and consumption. The NFSA’s objective is to enhance the Egyptian food industry’s quality and competitiveness both locally and internationally, ensuring the health and safety of consumers and bolstering confidence in Egypt’s food safety system to stimulate exports. With a broad mandate, the NFSA ensures compliance with the highest food safety and hygiene standards for all food-related activities in Egypt. This includes supervising, licensing, certifying, inspecting and regulating the import and export of food. The NFSA establishes mandatory control rules, manages registration and licensing procedures and conducts risk assessments and analysis. Additionally, it plays a key role in raising public awareness about food safety, consulting on and reviewing legislative proposals related to food safety and handling regulations to maintain consumer health and safety.
Among other responsibilities, the NFSA issues food trading licenses to all business entities operating in the food sector in Egypt. The licensing procedure is uniform and one that all businesses must navigate, comprising two key stages: registration and inspection. The registration stage requires businesses to submit detailed information and documentation for review, ensuring compliance with the NFSA’s standards. Following successful registration, the inspection stage involves onsite assessments to confirm that businesses maintain food safety practices in their day-to-day operations. The approach ensures that all food businesses in Egypt meet the mandatory requirements. While the overarching steps of the licensing procedure apply to every business, the NFSA recognises the unique aspects of different business types: factories, fisheries, supermarkets, mobile food units, suppliers and others. Therefore, it tailors certain steps to address specific requirements for each business segment. The NFSA operates dedicated departments specialising in each business segment to effectively manage this tailored approach. These departments are equipped to handle the particularities of their respective sectors, ensuring that the licensing process is comprehensive and relevant to the distinct business models within the diverse food industry.
The rationale for selecting the food trading licensing procedure for the pilot was strategic, as it both allowed for effective capacity building in administrative simplification and offered a potentially significant reduction in burdens and costs for businesses. Its complexity and the wide range of businesses it affects mean that improving it can offer significant, wide-reaching benefits. Civil servants can develop a deep understanding of effective simplification techniques by analysing and streamlining this process. These skills are transferable, equipping them to enhance other administrative processes. Moreover, focusing on this particular procedure was deemed suitable for empowering the participants to improve the user experience for businesses applying for licenses. Since it directly affects a large number of businesses, making it more efficient can significantly enhance how these businesses interact with government regulations. Learning to view and refine processes from the user’s perspective is crucial for public servants, as it fosters a more service-oriented approach to regulation, ultimately leading to a more business-friendly environment.
The key challenges and pain points identified can be broadly categorised into two distinct groups. The first group encompasses broader issues within the organisation’s approach to designing and implementing regulatory processes. In contrast, the second group involves specific challenges directly tied to the intricacies of the licensing procedure itself. Understanding these challenges is critical to identifying targeted solutions for improving the NFSA’s overall efficiency and service delivery.
The licensing procedure at the NFSA currently seems to focus on the agency’s own operational framework and protocols rather than being designed from the perspective of the businesses it serves. This means that the process is primarily driven by the agency’s internal procedures, regulations and administrative requirements. This focus on agency-driven processes may lead to less perceived efficiencies (from user views) and more frustrations for businesses seeking licenses. As a result, the needs, challenges and experiences of food businesses, which are the end users of the licensing service, may not be adequately considered or addressed.
To that end, the workshop findings detect the opportunity to gradually seek avenues to UX tools (e.g. service mapping, user journey) within the NFSA’s operational practices. This would allow the NFSA to better understand businesses’ experiences and challenges during regulatory interactions. Without this insight, the agency’s processes may risk not aligning completely with the actual needs of food businesses, leading to potential misalignment between service provision and user expectations.
Adopting a user-first mindset is integral to the administrative simplification process at the NFSA. By prioritising the perspectives and needs of food businesses in the design and execution of regulatory processes, the agency can identify and eliminate unnecessary bureaucratic steps, thereby streamlining procedures. This approach not only simplifies the regulatory landscape for businesses but also enhances the overall efficiency of the NFSA. A user-first mindset ensures that every aspect of the licensing and inspection process is evaluated through the lens of its impact on businesses, leading to a more practical, accessible and efficient regulatory framework. Such an alignment between the NFSA’s operational methods and the real-world needs of food businesses is crucial for creating a regulatory environment that effectively achieves its safety and health objectives and is supportive of the growth and success of the food industry.
It was discovered that there is room for improvement in the NFSA’s utilisation of administrative simplification tools in their regulatory processes. By adopting select simplification methodologies, the NFSA can reduce procedural complexities and inefficiencies, minimise prolonged interactions with businesses and alleviate administrative workload. The absence of these tools hinders the NFSA’s ability to streamline procedures, which directly affects the ease and efficiency of regulatory compliance for food businesses.
Furthermore, the NFSA has room to continuously improve its regulatory quality framework by implementing administrative simplification measures. Focusing more on using a streamlined approach in regulatory practices will potentially lead to improved efficiencies and a decreased burden on both the agency and the businesses it regulates. Moreover, the agency can leverage the SCM to measure administrative burdens. This tool could provide valuable insights into the efficiency of its processes and identify areas ripe for improvement. The SCM’s application could help the NFSA quantify and subsequently reduce any unnecessary steps in their procedures, aligning their operations more closely with best practices.
The current NFSA licensing process could be reviewed to identify potential areas for redesign through a thorough assessment of each licensing step in terms of the administrative burden it places on businesses. This detailed analysis will likely optimise procedures’ efficiency and streamline the process. Each step of the process should be scrutinised to evaluate its necessity or the extent to which it facilitates or hinders the ease of doing business. Additionally, the design and implementation of the license procedure may be better grounded in user feedback. There is room for a more systematic approach to stakeholder consultation, which is crucial for understanding businesses’ needs and challenges. Incorporating feedback from those directly affected by the licensing process is essential for creating a user-centric approach that aligns the NFSA’s services with the real-world requirements of the food industry.
By adopting a more user-centric approach and placing a stronger emphasis on administrative simplification, the licensing procedure can be further optimised. The NFSA is currently confronted with various operational and technological challenges that could potentially impact its ability to achieve maximum efficiency and could negatively affect the businesses it oversees. First, the existing compliance requirements do not necessarily consider the size of food entities. This one-size-fits-all approach places disproportionate burdens on smaller businesses, which may lack the resources to meet the same standards as larger companies. Second, businesses are required to submit a substantial number of documents during registration and inspection, which may result in a time-consuming process. Manual, paper-based reporting methods exacerbate this and may result in significant process delays. Additionally, introducing new regulatory bodies and changes in procedures, often accompanied by varying levels of comprehension of the instructions, leads to confusion and uncertainty about compliance requirements.
Another set of challenges pertains to the execution and co‑ordination of inspections. There are instances of inspectors having different opinions and not sufficiently focusing on corrective actions, leading to potential inconsistency in enforcement and may cause some confusion among businesses. Moreover, arranging and co‑ordinating inspection visits effectively poses logistical challenges, such as scheduling conflicts, delays and communication challenges between inspectors and businesses. Varied inspectors’ opinions and delayed reporting post-inspection further complicate this aspect of the regulatory process.
The NFSA is confronted with internal operational challenges as well. The absence of a shared database leads to duplicated efforts and less efficient data handling, resulting in longer wait times as information is processed separately by various units. This issue spills over to the financial management aspect, where multiple departments uploading the same payment receipts leads to potential confusion and redundant administrative work. These challenges highlight the need for systemic improvements in the NFSA’s processes to enhance efficiency, reduce the administrative burden on businesses and ensure a more consistent and user-friendly regulatory environment.
The pilot was designed to address the specific challenges outlined, particularly focusing on supporting the user-centric approach and the adoption of administrative simplification in the NFSA’s licensing procedure. Tailored to meet these exact needs, the workshop provided participants with practical tools and insights into administrative simplification and UX methodologies. Integrating hands-on activities and case studies aimed to equip the NFSA staff with the necessary skills to reassess and redesign the licensing process. The curriculum and approach aimed to prepare grounds for a more efficient, effective and user-friendly procedure directly aligned with the real-world needs of the businesses it serves.
NFSA participants effectively grasped administrative simplification techniques despite their initial unfamiliarity with the topic. They successfully applied key concepts and tools to a real-life business scenario, demonstrating a solid understanding of the material. UX tools were particularly notable, as participants adeptly employed user journey and service mapping in their procedures. The feedback highlighted the tools’ immediate practical value, crediting them for providing a comprehensive view of the licensing process from both user and NFSA perspectives. This dual viewpoint clearly identified interaction points, administrative hotspots and common pain points, offering a clear direction for future process improvements. Most participants underscored the value of incorporating the user perspective in optimising the licensing procedure, as this has been reported not a standard practice at the NFSA.
SCM application was met with mixed results. While participants saw the potential of the tool and its applicability, they found it fairly complex and encountered difficulties in using it comprehensively within the time allotted. Also, due to time restraints, the user research part of the SCM exercise could not be fully implemented, which means that some of the input parameters were assumption-based. To fully realise the potential of the SCM, participants need to delve deeper into user research. Conducting interviews, focus groups and expert consultations are crucial steps in gathering the necessary SCM parameters, such as population metrics, frequency of interactions and business segmentation. This research is a critical component of the SCM’s successful implementation and will enable a more accurate and impactful application of the tool in their ongoing efforts to refine and improve the licensing process. This suggests a need for more dedicated, focused workshops to train participants on the SCM, tailored to each specific step of the licensing process.
Discussions aimed at identifying pain points and proposing solutions were productive, yielding a list of specific and actionable items. These insights provide a robust base for developing both broad and detailed recommendations to reduce administrative burdens and enhance procedural efficiency for the NFSA and the businesses it serves. Further training and capacity-building sessions are recommended to deepen understanding and proficiency in applying these UX tools in day-to-day work.
This sub-section presents a set of recommendations to support the efficiency and effectiveness of the NFSA’s licensing and inspection processes. These recommendations are based on a comprehensive analysis of information gathered through interactions with various stakeholders. The analysis has provided a valuable perspective on the procedural challenges and potential areas for improvement within the NFSA’s operational framework. Apart from a general recommendation on continuing with administrative simplification (Recommendation No. 1), the set of recommendations is divided into two groups: those aimed at enhancing UX for businesses engaging with the NFSA (Nos. 2 to 4), and those focused on streamlining and optimising internal workflows within the NFSA (Nos. 5 to 8).
Recommendation No. 1: Maintain the momentum by using the pilot as a springboard for a systematic approach to administrative simplification and improving user experience
It is recommended that the pilot be used as a springboard to continue with ongoing efforts in administrative simplification at the NFSA, as these efforts are crucial for enhancing the efficiency and effectiveness of food business regulation in Egypt. The NFSA can significantly improve its operational efficiency by simplifying procedures and reducing administrative burdens, leading to quicker and more standard procedures. This benefits the NFSA in terms of reduced workload and streamlined workflows and positively impacts businesses by reducing the time and resources spent on compliance. Adopting a simplified administrative approach aligns with global regulatory best practices and is key to a supportive environment for the food industry, contributing to overall economic growth.
In addition, incorporating user experience (UX) tools and the SCM into the NFSA’s procedures is a key recommendation for further development. The application of UX tools, such as service mapping, will provide the NFSA with deeper insights into the experiences of businesses, enabling the design of more user-centric services. This approach can lead to higher compliance rates and a stronger relationship between the NFSA and food businesses. Complementary to the UX tools, the SCM is a reliable method to quantify and reduce administrative burdens identified in the user journey, helping to identify specific areas for improvement. Further training and application of the SCM are essential for a comprehensive evaluation of the NFSA’s procedures, ensuring a data-driven approach to regulatory reform.
Recommendation No. 2: Adopt a tiered approach to adjust compliance requirements based on the size and type of food business
The NFSA compliance requirements currently do not necessarily consider the size of the food entity, which can lead to perceived disproportionate burdens on smaller businesses. These entities may struggle to comply with standards that are more suited to larger, resource-rich companies, potentially stifling growth and innovation in the smaller business sector. To address this pain point, the NFSA could consider an approach similar to that of the European Commission regarding food safety management for small businesses. The European Commission has introduced guidelines that consider the nature and size of businesses in food safety management systems. This approach uses clear flowcharts and simple tables to guide small businesses through food safety processes, from hazard identification to corrective measures, adaptable to their specific activities. Adopting a tiered regulatory approach that categorises requirements based on the size and type of food business can address this issue. This approach allows for more manageable compliance expectations for smaller entities while maintaining overall food safety standards. The NFSA could develop similar tiered regulations, offering smaller businesses a simpler method of compliance to ensure that regulatory standards are appropriately scaled to different sizes.
Recommendation No. 3: Reduce administrative burden on businesses by digitalising the submission process and eliminating unneeded documentation
One of the workshop’s findings relates to the NFSA requirement for a substantial amount of documentation (as the user is the primary source of data provision) during the registration and inspection procedures. This can result in a perceived time-consuming experience for businesses. This often results in administrative bottlenecks and inefficiencies. Streamlining document requirements and transitioning to a digital submission system could significantly reduce this burden.
An example to consider is the Danish Business Authority’s approach, where it has simplified business registration processes using an online platform. This system minimises the number of required documents by allowing businesses to submit necessary information through a centralised, digital portal. Adopting a similar approach, the NFSA could review and reduce the number of documents needed, digitalise the submission process and enable easier document management and retrieval.
Recommendation No. 4: Standardise inspection protocols and training to ensure inspection consistency and a clear procedure
One of the identified pain points from the user side was that inspectors sometimes have different opinions and may not prioritise corrective actions equally, which can lead to inconsistency in enforcement and confusion for businesses. This can undermine the effectiveness of the inspection process and hinder compliance improvements. To address this challenge, the NFSA could consider standardising inspection protocols and training inspectors to ensure consistency is crucial. Such a programme could include clear guidelines on inspection procedures and emphasise the importance of consistent corrective action recommendations to ensure that all inspectors follow uniform standards and procedures. Regular refresher courses and workshops could also be beneficial to keep inspectors aligned and updated. Furthermore, introducing a feedback mechanism where businesses can report inconsistencies can help the NFSA monitor and address any disparities in the inspection process. Additional measures could be standardising and fixing the inspector team member structure to ensure consistency in the inspection process as businesses become familiar with the same set of inspectors. These inspectors, in turn, gain a deeper understanding of each specific business’ operations and challenges.
Recommendation No. 5: Enhance business engagement and co‑operation through unified guidance
A pain point identified during the workshop is the users’ confusion with the introduction of a new regulatory body and resulting new procedures and perspectives. This is compounded by users’ varying levels of comprehension of instructions or guidelines, resulting in uncertainty about compliance requirements and processes. The NFSA could consider establishing clear communication channels and unified guidance to mitigate this confusion. This could be achieved through the provision of comprehensive, accessible guidelines and conducting outreach programmes to educate businesses about changes, including detailed guidance documents, frequently asked questions and organising informational workshops or webinars. Such efforts would ensure businesses are well-informed about new regulations and procedures, easing the transition and fostering compliance.
Recommendation No. 6: Streamline reporting during field inspection visits through establishing a digital reporting system
Another reported pain point relates to the current reporting practices. The current method of writing and sending reports to businesses is manual and paper-based, leading to extended processing times (the delay is reported to be up to five business days) and potential delays in communication. Adopting a digital reporting system could significantly expedite this process. A relevant example is the use of digital platforms such as the United Kingdom Food Standards Agency Food Hygiene Rating Scheme (FHRS).5 In this system, inspection results are recorded digitally and made available online, providing immediate access to businesses and consumers. The NFSA could streamline its report writing and dissemination process by implementing a similar digital solution. Food businesses could receive timely reports through an online portal, reducing the time and resources spent on manual report generation and distribution. This approach not only speeds up the reporting process but also ensures the accuracy and accessibility of the information.
Recommendation No. 7: Increase the effectiveness of inspection visits by introducing an online inspection and management system
Another problem reported at the workshop relates to manually arranging, co‑ordinating and managing inspection visits effectively. The problem involves logistical challenges, such as scheduling conflicts, delays in inspection times or ineffective communication between inspectors and businesses. It might also include a lack of timely reporting post inspection. To mitigate this, the NFSA could consider implementing an online inspection management and scheduling system that allows businesses to book, reschedule and confirm inspection visits. This system could offer real-time updates on inspector availability and allow for automatic reminders for both inspectors and businesses. Additionally, standardising inspection checklists and protocols can ensure consistency. To facilitate timely reporting, the use of mobile devices for real-time data entry during inspections could streamline the process, allowing for immediate action on issues.
Recommendation No. 8: Create a central digital user database for efficient information management
The lack of a shared digital database was reported as a challenge during the workshop, which can lead to duplication of efforts, inconsistent data handling and increased wait times for businesses as their information is processed separately by different units within the NFSA. To this end, the NFSA could consider developing and implementing a centralised digital database accessible to all relevant NFSA units. This database would enable secure and seamless sharing of customer information, documents and records. Such a system ensures that once a business submits information, it can be efficiently accessed by any authorised unit, facilitating a smoother, more co‑ordinated interaction with the agency. The NFSA could create a centralised, digital platform where data from various departments are collected, shared and updated regularly. This would facilitate better inter-departmental co‑ordination and support optimising transparency and accountability within the food industry and among consumers.
Recommendation No. 9: Introduce a centralised financial management system to streamline payment
Another identified challenge is the duplication of efforts and potential confusion caused by the NFSA’s multiple departments uploading the same payment receipts. This can lead to administrative complications, data redundancy and increased chances of errors or discrepancies in financial records. Implementing a centralised financial management system within the NFSA can effectively address this issue. This system should allow for a single upload of payment receipts that all relevant departments can then access. Once a payment is recorded, it becomes visible and accessible to all relevant parties within the agency, eliminating the need for multiple uploads and reducing the potential for errors. This approach streamlines the financial management process, enhances data accuracy and reduces administrative workload.
Recommendation No. 10: Consider issuing digital licenses
One of the findings that surfaced during the workshop was that the NFSA issues business licenses exclusively in hard copy, which can delay the start of business operations. The NFSA could consider issuing licenses digitally.
A good practice to be considered to this end is one by the Singapore Food Agency that in 2022 began issuing licenses to retail food establishments digitally.6 This move allowed for a more efficient licensing process, as licenses could be processed and issued quicker. Digital licenses feature a quick-response or QR code for easy scanning and accessing periodically refreshed data such as validity period and track record. This system replaced the need for mailing hard copy licenses, reducing delays in the commencement of operations for new licensees.
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← 1. See the Egyptian Legislation Register, https://eregistry.errada.gov.eg/.
← 2. SIGMA is a joint initiative of the OECD and the European Union. Its key objective is to strengthen the foundations for improved public governance.