Snapshot review of Two World Bank COVID-19 Health support programs in Egypt and not particular to the COVID-19 virus. Also, this grievance online portal requires the creation of an account, the submission of the personal ID of the citizen and a considerable degree of computer literacy. This naturally markedly limits the amount of people capable to go through such processes. Back to the COVID-19 hotline, the last reported number of employees in the call center was 300 in March 202017. That means that each employee receives approximately 133 calls per day, explaining the inconsistency in response. Notwithstanding that the grievance system has various heavy traffic due to the system not being focused on grievances related to the pandemic only. As of March 2, 2021, the grievance filed on January 13 was still processing and has been referred to the relevant governmental body identified as the health municipality in Giza. The relevant follow up form is attached under Appendix C. An update development took place following the end of the study period indicated below. GRM Trial Update - March 11, 2021: Nine days after the end of the study on March 2, 2021, and 57 days after the grievance was filed, the researchers received a call from the local health authority. The call was four minutes in duration. During which, the operator posed basic questions about the nature of the complaint, most of which were details already present in the originally filed form. The operator asked about whether the patient in question is alive or deceased, and as a follow up asked how she managed to deal with the grievance on a personal level. After reassuring the operator that the patient was alive and her pregnancy was not terminated due to the incident, despite the risk it posed. The operator responded by asking what the purpose of the complaint was and continued by asking in a sarcastic tone whether our end goal was to shut down the hospital. It was clarified that this was not the purpose of the grievance and that redress did not mean escalating a response as a form of retribution, but in the interest of improving care. There are a few issues to highlight from this trial, most likely as a result of the traffic imposed as an implication of a widely centralized multi-sectoral complaint system. The most obvious issue is with regards to the delayed response to the initial complaint, which was a little over two months. Moreover, the nature of the follow up was not to inform the complainant of the status of the investigation or the steps taken in the GRM process. Rather, it was a preceding step to launching an investigation, posed in a light that would discourage the complainant from following through with the process it entails. The operator also asked the complainant about their desired outcome without addressing the complaint or studying it. Suggesting that the complainant wanted a retributive escalation like closing down a reputable private hospital. This was most likely an attempt to deter the complainant from following through with the grievance process. The alternative GRM meant to be possibly implemented in the COVID-19 response project is an extension of the implemented GRM for the «Transforming Egypt’s Healthcare System» project which, according to the implementation and status report of the latter is fully established and operational. The GRM was based on the aforementioned Technical Assistance Strategy (TAS), 17 World Bank, Egypt COVID-19 Emergency Response Stakeholder Engagement Plan 12