Challenges:
The Suez Canal Economic Zone (SCZONE) aimed to streamline its one-stop-shop (OSS) services to attract and facilitate investment, but bureaucratic inefficiencies hindered the process. After the successful completion of Phase 1, which identified gaps and provided recommendations for improving seven priority services, there remained a need to expand these reforms to a broader range of services. SCZONE required additional support to streamline the remaining services, create a self-sufficient OSS, and ensure the effective delivery of services without external assistance.
Solutions:
In Phase 2, AAA, in collaboration with the EBRD, provided targeted support to re-engineer the OSS services for the SCZONE. The objectives of this phase included re-engineering the remaining targeted services to enhance the functioning of the OSS, restructuring the Investor Services Department (ISD) to improve service delivery in alignment with the re-engineered services, implementing the new processes for the reformed services along with necessary institutional and HR reforms, and building the capacity of the ISD employees and other related departments involved in service delivery.
Key activities included:
Gap Analysis and Service Re-engineering: A comprehensive business process re-engineering was conducted for 50 targeted services. A gap analysis was also performed to identify bottlenecks and propose recommendations aimed at improving service delivery.
Legal and Organizational Review:
We reviewed the legal instruments regulating SCZONE services and proposed legal and organizational changes to enhance efficiency following international and national best practices.
Service Delivery Manual and Investor Guide:
A detailed manual and guide were developed to ensure that ISD staff could implement the recommended service reforms effectively.
Capacity Building:
Training sessions were conducted to build the capacity of ISD employees, focusing on the new service delivery manual and processes.
Organizational Realignment:
The ISD’s organizational structure, vision, and mission statement were reviewed and adjusted in line with the proposed service delivery improvements. Job descriptions and a performance management system were developed to reflect the updated organizational structure.
Additionally, a comprehensive monitoring and evaluation framework was created, consisting of 150 indicators to assess performance at the impact, outcome, and output levels.
Impact:
Phase 2 of the project led to a significant transformation in the way SCZONE’s OSS operates, with the reform of business incorporation. These reforms have resulted in more efficient service delivery, reducing bureaucratic obstacles and enhancing the overall experience for investors. The ISD staff is now better equipped to manage and deliver services independently, ensuring the long-term sustainability of the reformed OSS. This initiative has strengthened SCZONE’s ability to attract and retain investors, positioning it as a competitive economic zone in the region.
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