Licensing & Inspections Maturity Assessment Domains # Maturity assessment domains Description Framework laws and regulations, sectoral regulatory requirements I Laws and regulations on business authorization (permits, licenses), and inspection- related requirements Governance and leadership on business licensing and inspections, II Institutional framework and leadership including clearly set roles and responsibilities, results framework, and mechanisms to prevent conflict of interest Vision, principles, and values of the business licensing and III Key policies and capacities inspection system, along with resources and competencies for resilience and sustainability Catalog of administrative procedures, risk management, planning IV Procedures, tools, and transparency and reporting, inspection checklists, complaints management, and enforcement management procedures Data management and emerging technologies applied to policy V Regulatory technology making for outcome-based regulations, integrated licensing and inspection management, and feedback mechanisms Maturity Assessment Questionnaire Laws and Regulations Questions & Answers Points Methodology/data source 1. Is there a regulatory delivery framework for licensing (e.g., law on licensing) and inspections (e.g., law on inspections)? Interview with regulator (e.g., a. There is no framework for regulatory implementation (law on licensing, law on inspections). 0 licensing agency, inspectorates) or b. There is a legal framework for licensing and/or inspections with some level of risk management. 1 the Ministry of Economy. c. There is a risk-based legal framework for licensing and inspections. 2 2. Is the regulatory framework on inspection measures (e.g., actions, sanctions, and fines) supportive of a preventive and risk-based approach to inspections? a. Sanctions and fines in inspections are measured as an indicator of good performance. There is a lack of 0 preventive measures, including advice, warnings, orders to remove irregularities in certain period, etc. b. Sanctions and fines are routinely imposed without applying the preventive and risk-based approach Statistical reports on inspections. 1 starting first with preventive measures. Legal framework on enforcement c. Sanctions and fines are imposed only when absolutely necessary to sanction an intentional measures and sanctions/fines. infringement and to stop breaches. The regulatory framework includes a spectrum of inspections 2 measures including preventive measures, sanctions, and fines. 3. Are the institutional mandates of licensing issuing authorities and inspectorates, as well as the sectoral regulations, free of overlaps and duplication? a. Institutional mandates are broad and unclear for both licensing and inspection authorities; sectoral Focus group with businesses and/or 0 regulations are not streamlined, and there is significant overlap and duplication. business associations to identify if b. Institutional mandates are clear but sectoral regulations are not streamlined and there is some overlap businesses receive multiple 1 and duplication inspections from different inspectorates who are checking the same aspects; and c. There is a leading agency identified in the law for both licensing and inspections (e.g., a leading inspectorate for each regulatory domain), and sectoral regulations are streamlined so there is no 2 Interview with regulator and legal overlap and duplication. review to identify the institutional mandates of licensing authorities and inspectorates based on the law. 4. Is there a regulation on the organizational structure (e.g., departments, positions, reporting lines) and competency frameworks (e.g., qualification requirements, terms of reference) for regulatory officers and inspectors? a. The regulation on the organizational structure, the Terms of Reference, and reporting lines does not 0 exist. b. There is a regulation on the organizational structure, Terms of Reference, with some level of 1 Interview with regulator. competency framework. c. There is a regulation defining the organization, workplaces, and competency framework for regulatory 2 officers and inspectors. 5. Are sectoral regulations on licensing and inspections streamlined and performance based? a. Sectoral regulations do not exist, or they exist but they are not well-developed, they are unclear and 0 difficult to interpret. d. Sectoral regulations exist, but they are overly prescriptive, and businesses have to comply with very 1 Interview with businesses, which detailed requirements (command and control approach). can be complemented by a desk e. Sectoral regulations are well-developed, and goal/outcome based. For example, regulations are based review of selected regulations. on requirements which are expressed using qualitative terms, stating a goal to be achieved (functional 2 requirements) and using quantitative terms the fulfillment of which can be determined by calculation, testing, or simulation (performance requirements) Institutional Framework and Leadership Questions & Answers Points Methodology/data source 6. Is leadership for licensing and inspections focused on continuous improvements and professional independence? a. There is no institutional framework and safeguards preventing political influence to licensing and inspection activities. As a result, decisions on licensing and inspections may be influenced from political 0 decisions and priorities. Interviews with businesses, which b. There is an institutional framework and safeguards preventing political influence, however licensing can be complemented by a desk and inspection activities are routine without promoting continuous improvement, expertise and 1 review of selected regulations on professionalization. the institutional framework. c. Licensing and inspection activities are professionally independent, with strong emphasis on expertise 2 and professional development. 7. Is there a funding model that ensures cost recovery in regulatory delivery for licensing and sustainability in regulatory delivery for inspections? a. There is no sufficient funding for licensing and inspection activities, i.e., resources and inadequate to Interviews with regulator (e.g., ensure sustainability of the service, and the compensation of licensing officers and inspectors is 0 licensing officers, the inspectorate's inadequate and incentivizes corruption. b. There is a funding model that ensures sustainability of service delivery for licensing and inspections, management) and interviews with including cost-recovery and adequate compensation for licensing officers and inspectors; however, this 1 businesses. funding model is not sufficient to enable developing and improving the service. c. There is a funding model that ensures sustainability of service delivery for licensing and inspections, including cost-recovery and adequate compensation for licensing officers and inspectors. The funding 2 model is sufficient to enable developing and improving the service. 8. Are there measures in place to enable the private sector to provide feedback on licensing services and inspections? a. There are no measures in place to enable the private sector to provide feedback to service delivery. 0 b. There are measures in place to enable the private sector to provide feedback to service delivery, 1 however this feedback is not accounted for the performance review. Desk review of the inspectorates' c. There are measures in place to enable the private sector to provide feedback to service delivery, and reports; interviews with businesses. the feedback is accounted in reviewing the performance at various levels, from the individual officer or 2 inspector to the department or organization level. 9. Do the licensing and inspection authorities have a public relations function that promotes transparency and prevention (e.g., information campaigns, communication measures on planned and implemented reforms, statistics on KPIs)? a. Inspection authorities do not have a public relations function. 0 b. The public relations function is organized and provides information on requests and regular 1 information about licensing and inspection activities. Interview with the regulator and c. The public relations function operates on a basis of an adopted public relations strategy, using various desk review. techniques (e.g., informational campaigns) to promote risk prevention and compliance and concerning 2 achievements toward meeting the institution's KPIs. 10. Is there a framework for coordination of inspections and information sharing? a. There is no framework for coordinating inspections between inspectorates in the same domain (e.g., 0 national and subnational levels), and there is no information sharing between inspectorates. b. There is ad hoc information sharing between inspectorates. Although there is a framework to Interviews with the inspectorates 1 coordinate inspections, this is not adequately implemented. and interviews with businesses. c. There is a framework for coordinating inspections between inspectorates in the same domain, and 2 there is systematic information sharing on businesses and the inspectorates' operations. Key Policies and Capacities Questions & Answers Points Methodology/data source 11. Is there an adopted strategy and action plan for the transformation of regulatory delivery for licensing and inspections across all key dimensions (i.e., legal, institutional, administrative, and digital technology)? a. No strategy defines a new preventive and risk-based approach, nor is there an action plan for its Interviews with regulator (e.g., 0 implementation. licensing officers, the inspectorate's b. There is a strategy that defines mission and vision and a high-level roadmap for its implementation. 1 management) and desk research if c. There is a strategy, high-level roadmap, annual action plans, and established process of continuous the strategy and action plan are 2 revisions. publicly available. 12. Are there performance indicators that are defined and monitored for regulatory delivery in licensing and inspections? a. There are no KPIs to measure performance on licensing and inspections. 0 Interviews with regulator (e.g., b. KPIs are defined, but they are not well developed, or they are defined and well developed but they are 1 licensing officers, the inspectorate's not fully implemented. management) and desk research to c. KPIs are defined, well developed, and adequately implemented. Reports submitted to political 2 find examples of statistical reports. leadership must include reference to performance-based KPIs. 13. Do the inspectorates have a defined training curriculum and continuous professional development for inspectors? a. No, inspectorates do not have a defined training curriculum and continuous professional development 0 Inspectorates have training for inspectors. curriculums for onboarding and b. Trainings are organized to onboard new staff, and on an ad hoc basis depending on available funding. 1 continuous professional c. Inspectorates have training curriculums for onboarding and continuous professional development for 2 development for inspectors. inspectors. 14. Do the inspectorates have the equipment necessary to carry out their supervision mandate (e.g., equipment for field work, laboratory equipment, surveillance equipment, etc.)? a. The availability of equipment is limited, and the capacity is at different levels for various inspectorates. 0 Interview with regulator (e.g., b. Some equipment is made available, but it is not systematically used. 1 licensing agency, inspectorates) and c. Necessary equipment is available, and it is systematically used (such as the use of a mobile laboratory review of planning procedures on for fast indications when deciding on official laboratory analysis). 2 risk management and planning for the use of equipment. 15. Do the inspectorates have in place incentives for inspectors (e.g., salary increases, promotions, inspector training roles)? a. No, the inspectorates do not have incentives for inspectors, or incentives exist but they are designed to promote enforcement instead of prevention (e.g., by rewarding the number and/or the monetary 0 value of fines issued). Interviews with inspectors and desk b. Inspector's positions are recognized as specific in the public administration system and have higher review of laws, regulations, and 1 salaries compared to other public officials. procedures. c. Incentives are provided to inspectors on an individual level based on performance evaluations, 2 promoting a preventive and advisory role, and results. Procedures, Tools, and Transparency Questions & Answers Points Methodology/data source 16. Is there an inventory of sectoral regulations and administrative procedures (business permits, licenses, and inspection-related requirements) that is kept up-to-date and is publicly available? a. There is no inventory of sectoral regulations for business authorizations and inspection-related 0 requirements. b. The inventory is developed to map the business authorizations and inspection-related requirements according to business sectors (e.g., ISIC4, NACE). It may be publicly available, but it is not accurate and 1 Desk review and online research. up-to-date. c. The inventory is developed with implemented mechanisms to keep the data updated; it's publicly 2 available and includes inspection checklists representing inspection-related requirements. 17. Is a risk-based approach applied in licensing and inspections? a. Licensing requirements have not been designed and implemented according to a risk-based approach. 0 b. Licensing requirements are designed and implemented according to a risk-based approach. Inspection planning and inspection-related regulatory requirements (e.g., technical regulations) are not risk- 1 Interviews with regulators and based. inspectors, and desk review of laws c. Licensing requirements are designed and implemented according to a risk-based approach. and operating procedures. Inspectorates plan inspections based on risk assessments. Inspection planning and inspection-related 2 regulatory requirements (e.g., technical regulations) are risk-based. Complaints are used as inputs into risk assessments. 18. Do the inspectorates use any form of checklists in their operations? a. No, the inspectorates do not use any checklists in their operations. 0 Interviews with inspectors and b. Yes, the inspectorates use checklists; however, these are regulation based. 1 businesses and desk review of c. Yes, the inspectorates use checklists, and these are risk based. 2 checklists. 19. Do the inspectorates have a framework to manage and deploy inspection equipment (e.g., mobile sampling equipment)? a. The inspectorates do not have a framework that governs deployment of inspection equipment and 0 maintenance/sustainability. b. The inspectorates do have a framework that governs deployment of inspection equipment and maintenance/sustainability; however, it does not follow a risk-based approach (such as the use of 1 Interviews with inspectors and desk mobile laboratories for fast indications to decide on the need for official laboratory analysis). review of the procedures. c. The equipment is provided to the inspectorates, along with the procedures for using it to support the risk-based approach and sustainability plan to ensure adequate maintenance (i.e., budget resources 2 are sufficient to ensure sustainability in using the special inspection equipment). 20. Do the inspectorates have a framework for enforcement management? a. No, the inspectorates do not have a well-developed framework for enforcement management. Inspectors are not equipped with decision-making tools to ensure consistency, transparency, and 0 proportionality in enforcement decisions. b. There is an enforcement management framework; however, this is not well developed. The decision- Inspectors and interviews with making tools may not distinguish between risk-related and non-risk-related infringements. Moreover, 1 businesses. inspectors do not have to consider factors outside of the type of infringement (i.e., contextual factors). c. There is a well-developed enforcement management framework that is supported by decision-making Desk review of procedures, tools (e.g., guidelines, knowledge base in e-Inspections, flowcharts). The decision-making tools guidelines, and tools. distinguish between risk-related and non-risk-related infringements. Moreover, decision-making tools 2 include contextual factors that inspectors must take into account when making enforcement decisions such as the history of compliance, whether the business is gaining an economic advantage by its lack of compliance, and whether the business is willing to comply, among others. Regulatory Technology Questions & Answers Points Methodology/data source 21. Is there a registry of licenses, a registry of establishments, and a registry of legal entities with initial risk categorization? a. There is no registry, or there are some fragmented databases used by different inspectorates on 0 businesses; however, they're not systematically updated, and there is no risk classification. b. An initial database of businesses subject to inspection is developed mainly based on business or taxpayers registry data. It may include an initial risk classification by applying intrinsic risks (such as 1 Regulators, and desk review of those based on business activities and firm size). relevant online portals. c. A comprehensive database of businesses subject to inspection and facilities/objects of inspection is developed, with established data exchange between the relevant registries (businesses, licenses) and 2 risk categorization. 22. Is there an information portal with comprehensive information on administrative procedures, sectoral regulations, and guidance for businesses (e.g., on licensing requirements, inspection procedures, and technical regulations)? a. There is no online informational portal that publishes information on regulations, business 0 authorizations and inspection-related requirements b. There is an online information portal that publishes business authorizations and inspection-related 1 requirements according to regulatory domains/areas. This portal is regularly updated. Desk review of online portals. c. There is an e-Business portal (typically under the e-Government portal) for businesses to receive information on business authorizations and inspection-related requirements. This portal includes 2 inspection checklists and guidance to businesses and enables application of advanced mechanisms for regulatory risk management and compliance (such as self-assessments). 23. Are the e-Government prerequisites in place to enable the digitalization of business licensing and inspections? a. e-Government prerequisites for digitalization of licensing and inspection processes and services are either not in place or are at early stages of development (e.g., digital ID and signature, cloud hosting, e- 0 Government portal, e-Payment, interoperability system). b. Basic e-Government prerequisites are in place, including at least the digital ID cloud hosting, while other functionalities to automate inspection and licensing processes would have to be included in the 1 scope of the relevant licensing and inspections digital platform. Interview with ICT staff. c. e-Government shared services are at an advanced level of maturity and allow the licensing and inspection processes to leverage these shared services instead of developing custom functionalities (such as data exchange using the e-Government interoperability platform instead of point-to-point 2 data exchange interfaces). Still, certain modules/functionalities have to be developed specifically to licensing and inspection processes (such as modules for risk assessment, planning of inspections, and management of inspection checklists). 24. What is the level of digitalization of business licensing and inspection procedures? a. A digital platform for licensing and inspection management does not exist. There may be an initial informational portal and possibility to submit online applications for business licensing (e.g., these 0 initial developments typically support operation of physical one-stop shops for licensing, while still Interview with ICT staff and officials, requesting mandatory in-person visits to finalize the business licensing procedure). including inspectors. b. The digital platform for licensing and inspection is in place. Some licensing procedures are digitalized, both in terms of online applications, online information for applicants, and back-end processing. Still, Interview with businesses. 1 some developments are required in terms of data and registries to digitalize other relevant permits for businesses. Digitalization of inspections is at a more initial level of development (i.e., without automating risk-based planning) OR digitalization of inspections is implemented for some (2-3) inspectorates. In both cases, there is no integration between digital processing of licensing and inspections. c. Most licensing procedures are digitalized in terms of online applications, online information for applicants, and back-end processing. There is a significant level of interoperability of registries and databases, relevant for licensing and inspection processes. The digitalization of inspections is implemented and used by most inspectorates and is integrated with licensing (i.e., processing of 2 licenses generates data for risk-based inspection planning). The digital licensing and inspections utilize data to a significant extent, including data from the private sector to improve overall efficiency in risk assessments. 25. Are the capacities in place to ensure sustainability in the development and maintenance of digital technology solutions? a. A business continuity plan does not exist, and no budget has been allocated to support maintenance 0 and improvement of digital technology solutions. Interview with ICT staff in the b. A business continuity plan is in place; however, the institutional capacities and budget do not allow for 1 licensing issuing authority and/or adequate implementation. inspectorate. c. A business continuity plan is in place. There are adequate institutional capacities and budget to enable 2 for its full implementation. Maturity levels for the domains/categories Level Description Range This development level is characterized by fewer than three questions in a domain/category achieving Starting 0–2 points minimum points (1) and other questions receiving zero points. Developing This level indicates at least three questions in a domain/category achieved the minimum score (1). 3–6 points This level shows at least two questions in a domain/category achieved a maximum score (2) and other Maturing 7–10 points questions received at least the minimum score (1). Maturity assessment scoring Domain Maturity Level Indicative Transformative Activities a. Develop or amend the framework law(s) on licensing and Starting inspections. b. Develop a regulation on organization and workplaces. c. Amend the sectoral regulations to clarify institutional mandates. Developing d. Amend the legal framework on enforcement measures and Laws and Regulations penalties. e. Introduce outcome-based sectoral regulations. f. Make the legal framework digital-ready, to enable licensing and Maturing inspections to achieve full potential from the data availability and digital technologies. a. Introduce a coordinating body for licensing and inspection activities. b. Introduce measures to ensure inspections are politically independent. Starting c. Develop a funding model (financial plan) that ensures sustainability for licensing and inspections service delivery. d. Improve transparency by building a public relations function for Institutional Framework and the coordinating body. Leadership e. Introduce channels for submitting and managing complaints. f. Develop and implement framework to coordinate inspections and Developing ensure information sharing between relevant inspectorates g. Develop strong emphasis of leadership on expertise and continuous professional development. Maturing h. Implement the private sector feedback to inform performance management. a. Develop a strategy that defines the mission/vision toward a risk- based preventive licensing and inspection system and a high-level roadmap for the implementation. Starting Key Policies and Capacities b. Develop trainings to build the capacity of staff who work on licensing and/or inspection procedures to shift to a risk-based approach. Developing c. Define and implement KPIs for licensing activities. d. Develop trainings to onboard new inspectors. e. Promote participation in international initiatives and partnerships. f. Invest in equipment for the inspectorates and develop procedural guidelines to deploy the equipment. g. Define and implement KPIs for inspection activities. h. Design incentives to evaluate staff performance and promote a Maturing preventive and advisory role and results. i. Develop continuous professional development curricula. a. Develop an inventory of business authorizations and inspection- related requirements according to business sectors (e.g., ISIC4, NACE). Starting b. Develop priority procedures to implement the new licensing and/or inspection role (such as on safe disposal of confiscated goods, marking bans, identification of inspectors, etc.). c. Develop inspection checklists. d. Develop risk-based tools, such as risk assessments, risk-based Procedures, Tools, and planning methodology, complaints management systems, and risk- Transparency based inspection checklists. Developing e. Develop an enforcement management model with a spectrum of measures. f. Develop to the framework to manage and deploy inspection equipment. g. Develop a mature enforcement management model supported by decision-making tools. Maturing h. Develop advanced approaches to risk-based tools by leveraging data and Artificial Intelligence. a. Design an online information portal that publishes information on regulations, business authorizations, and inspection-related requirements. Regulatory Technology Starting b. Design basic software to initiate collecting relevant data for inspections (database of businesses and objects, inspection outputs, statistical reporting). c. Develop digital tools for mapping inspection procedures, developing checklists, and managing complaints. d. Organize training for officials and inspectors to apply digital tools. e. Develop technical requirements for a licensing and inspection management digital platform, including the interoperability of relevant registries and databases. f. Implement a licensing and inspection digital platform, including Developing online transactional portal for businesses and modules and functionalities for risk management and processing of licenses and inspections. g. Develop capacities for implementing and maintaining the licensing and inspection digital platform. h. Implement emerging technologies for risk management benefiting data availability (AI for risk-based inspection planning, dynamic checklists, business intelligence reporting). Maturing i. Design sectoral regulations and licensing and inspection requirements by leveraging emerging technologies and increased data availability. Indicative transformational roadmap # Domain Transformational activity Maturity level Timeline a. Develop or amend the framework law(s) on 1 Laws and regulations Starting Short term: 1–2 years licensing and inspections. b. Develop a regulation on organization and 2 Laws and regulations Starting Short term: 1–2 years workplaces. c. Amend the sectoral regulations to clarify 3 Laws and regulations Developing Medium term: 2–3 years institutional mandates. d. Amend the legal framework on enforcement 4 Laws and regulations Developing Short term: 1–2 years measures and penalties. Medium-to-long term: 4+ 5 Laws and regulations e. Introduce outcome-based sectoral regulations. Maturing years f. Make the legal framework digital-ready, to enable licensing and inspections to achieve full 6 Laws and regulations Maturing Short term: 1–2 years potential from the data available and digital technologies. a. Introduce a coordinating body for licensing and 7 Institutional framework and leadership Starting Short term: 1–2 years inspection activities. b. Introduce measures to ensure inspections are 8 Institutional framework and leadership Starting Short term: 1–2 years politically independent. c. Develop a funding model (financial plan) that 9 Institutional framework and leadership ensures sustainability for licensing and inspections Starting Short term: 1–2 years service delivery. d. Improve transparency by building a public 10 Institutional framework and leadership Starting Short term: 1–2 years relations function for the coordinating body. e. Introduce channels for submitting and 11 Institutional framework and leadership Starting Short term: 1–2 years managing complaints. f. Develop and implement a framework to 12 Institutional framework and leadership coordinate inspections and ensure information Developing Medium term: 2–3 years sharing between relevant the inspectorates. g. Develop strong emphasis on leadership in areas 13 Institutional framework and leadership of expertise and continuous professional Maturing Medium term: 2–3 years development. h. Implement private sector feedback to inform Medium-to-long term: 4+ 14 Institutional framework and leadership Maturing performance management. years a. Develop a strategy that defines the mission/vision using a risk-based preventive 15 Key policies and capacities Starting Short term: 1–2 years licensing and inspection system and a high-level roadmap for the implementation. b. Develop trainings to build the capacity of staff 16 Key policies and capacities who work on licensing and/or inspection Starting Short term: 1–2 years procedures to shift to a risk-based approach. c. Define and implement KPIs for licensing 17 Key policies and capacities Developing Medium term: 2–3 years activities. 18 Key policies and capacities d. Develop trainings to onboard new inspectors. Developing Medium term: 2–3 years e. Promote participation in international 19 Key policies and capacities Developing Short term: 1–2 years initiatives and partnerships. f. Invest in equipment for the inspectorates and 20 Key policies and capacities develop procedural guidelines to deploy the Developing Medium term: 2–3 years equipment. g. Define and implement KPIs for inspection Medium-to-long term: 4+ 21 Key policies and capacities Maturing activities. years h. Design incentives to evaluate staff performance 22 Key policies and capacities and promote a preventive and advisory role and Maturing Medium term: 2–3 years results. i. Develop continuous professional development 23 Key policies and capacities Maturing Medium term: 2–3 years curricula. a. Develop an inventory of business authorizations 24 Procedures, tools, and transparency and inspection-related requirements according to Starting Short term: 1–2 years business sectors (e.g., ISIC4, NACE). b. Develop priority procedures to implement the new licensing and/or inspection role (such as on 25 Procedures, tools, and transparency Starting Short term: 1–2 years safe disposal of confiscated goods, marking bans, identification of inspectors, etc.). 26 Procedures, tools, and transparency c. Develop inspection checklists. Starting Short term: 1–2 years d. Develop risk-based tools such as risk assessments, risk-based planning methodology, 27 Procedures, tools, and transparency Developing Medium term: 2–3 years complaints management system, and risk-based inspection checklists. e. Develop an enforcement management model 28 Procedures, tools, and transparency Developing Short term: 1–2 years with a spectrum of measures. f. Develop to the framework to manage and 29 Procedures, tools, and transparency Developing Short term: 1–2 years deploy inspection equipment. g. Develop a mature enforcement management 30 Procedures, tools, and transparency Maturing Short term: 1–2 years model supported by decision-making tools. h. Develop advanced approaches to risk-based 31 Procedures, tools, and transparency Maturing Medium term: 2–3 years tools by leveraging data and Artificial Intelligence. a. Design an online information portal that publishes information on regulations, business 32 Regulatory technology Starting Short term: 1–2 years authorizations, and inspection-related requirements. b. Design basic software to initiate collecting relevant data for inspections (e.g., database of 33 Regulatory technology Starting Short term: 1–2 years businesses and objects, inspection outputs, statistical reporting, etc.). c. Develop digital tools for mapping inspection 34 Regulatory technology procedures, developing checklists, and managing Starting Short term: 1–2 years complaints. d. Organize training for officials and inspectors to 35 Regulatory technology Starting Short term: 1–2 years apply digital tools. e. Develop technical requirements for a licensing and inspection management digital platform, 36 Regulatory technology Developing Short term: 1–2 years including the interoperability of relevant registries and databases. f. Implement a licensing and inspection digital platform, including an online transactional portal 37 Regulatory technology for businesses and modules and functionalities for Developing Medium term: 2–3 years risk management and processing of licenses and inspections. g. Develop capacities for implementing and 38 Regulatory technology maintaining the licensing and inspection digital Developing Medium term: 2–3 years platform. h. Implement emerging technologies for risk management by leveraging the increased data 39 Regulatory technology availability (e.g., AI for risk-based inspection Maturing Medium term: 2–3 years planning, dynamic checklists, business intelligence reporting) i. Design sectoral regulations and licensing and Medium-to-long term: 4+ 40 Regulatory technology inspection requirements by leveraging emerging Maturing years technologies and increased data availability.