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.