Context
The Cafés de la Simplification (Coffee Simplification Sessions) project directly aligns with EPSA Category III, Delivering User-Centric Services at Subnational Level, by focusing on evidence-informed policies and effective models for cooperation. Initiated as part of the broader administrative simplification strategy of the Luxembourg State, a dedicated Simplification Community was established to complement the annual Simplification Day. This community organises informal, targeted Cafés de la simplification lasting between 45 and 90 minutes. These sessions leverage national and international experiences to foster an open, problem-solving mindset among public sector agents. In terms of cooperation models, the sessions create an inclusive environment where agents from diverse administrative departments feel valued as contributors, which facilitates seamless resource and knowledge-sharing while generating tangible commitments for operational improvement. Furthermore, by centring discussions on specific simplification topics and drawing on proven, evidence-informed practices, the initiative actively encourages agents to identify and implement practical, overlooked adaptation opportunities in their daily operations. The ultimate goal is to structurally improve internal processes, leading to user-centric service delivery through collective action and the immediate implementation of collaborative reflections.
Objectives
The primary goal of the Café de la simplification is to drive internal administrative reform by mobilising motivated public sector agents to collectively identify systemic bottlenecks and develop practical, concrete solutions. To simplify processes, the initiative targets administrative complexities that historically hinder effectiveness and efficient service delivery. It utilises a deep analysis of shared observations and needs to develop and implement tailored adjustments that successfully streamline daily workflows. To foster innovation and collaboration, the sessions actively counteract feelings of disempowerment or siloing among agents –which frequently lead to missed opportunities for improvement, by creating an inclusive environment where all peer contributions are valued and every agent is empowered to propose evidence-based solutions. Additionally, to drive action and commitment, the project ensures that ideas do not remain merely theoretical; instead, it turns collaborative reflections into tangible commitments that participants are motivated to implement immediately in their daily operations. The real-world impact of this model is evidenced by the 2025 sessions, which were led by officers with prior interest in the selected topics to ensure highly focused discussions. Three initial sessions successfully addressed critical administrative bottlenecks: optimising the management of non-resident identification updates, improving internal financial engagement processes, and enhancing the quality and utility of feedback exchanged between administrators and administrations.
Implementation
The Café de la simplification was launched as a prototype and pilot initiative designed for agile, participatory implementation. The institutional arrangements and governance began with an open call for contributions during the 2024 Journée de la Simplification, which was further complemented by targeted outreach to receptive administrative users. The entire lifecycle of the initiative is managed via a dedicated participatory platform, zesumme-vereinfachen.lu, which serves as the central digital hub for collecting project descriptions, gathering user contributions and ideas, managing event registrations, and facilitating follow-up actions and commitments. Methodologically, the design and management of the sessions draw directly from the adapted innovation toolkit developed by the OECD Observatory of Public Sector Innovation (OPSI). This connection is reinforced by a key project team member who acts as the National Contact Point for Luxembourg within the OECD OPSI, actively contributing to the development and real-world application of this proven framework. In terms of staffing and budget allocation, the project efficiently leverages the existing Simplification Community staff, with specific time allocated to managing the digital platform, coordinating the interactive sessions, and engaging with the international OECD OPSI network. This operational model benefits from a highly sustainable, low-cost design that utilises an already established digital platform and relies on the informal, voluntary participation of public agents, thereby minimising the need for dedicated, large-scale financial resources.