How Moldova is using data on corporates to bring transparency


In 2012, the Republic of Moldova was one of the first countries in the region and among the top 16 countries in the world to launch an open data initiative. Last year Moldova moved up from 43rd to the 22nd place in the Global Open Data Index for 2015, released earlier by Open Knowledge foundation.  The index is ranking countries based on the availability and accessibility of data on different categories and one of them is the availability of company registry data.

With a major debate taking place on personal data protection vs open data, this year  Moldova is among the countries that have 100% satisfied the minimum requirements of this category by opening company names, addresses, fiscal codes, but also data on company administrators, shareholders and lists of activities. As a result, Moldova climbed on the 3rd place near UK and Denmark in the Open Corporate Data Index, developed by the Open Corporates Team with support from The World Bank Institute.  This index shows how publicly accessible is the company registration information and highlights the progress being made in countries around the globe.

For many Governments, the rationale behind opening up data on companies is that this data is essential in working towards economic growth, preventing money-laundering, fraud, but also helping small and medium enterprises to grow, perform economic analysis and form partnerships. Last but not the least, it is an indicator of trust for the investors seeking to extend their activity in a particular country. For a small country like Moldova, this is crucial.

Shortly after the data was published, this dataset became the most downloaded on the portal, registering a number of 12000 downloads in the first two weeks after the release.  As it contained a large volume of information, it was difficult for simple users to make searches through the files, thus the developer’s community created The platform allows users to view company profiles and similar companies in the field. The companies can be also grouped by their field of activity. Using this app, young entrepreneurs for example can see how many companies are in a particular industry in order to find a niche where they can develop their own business, creating new jobs and economic growth.

At the same time, this information is valuable for the journalists that are tracking corruption activities where private companies are involved, or can bring transparency to a particular business sector. For example, the project, aims to make the construction sector more transparent, in order to help citizens making a better decision when buying an apartment. On the portal, users can find information related to various construction companies and the residential buildings under construction. The portfolio of each company is a mini journalistic investigation based on the use of the open data, including data from company register.

Recently Moldova embarked into Open Contracting, an initiative that aims to open up data about public procurement at all stages of the procurement process. Thus, if the data on companies would be linked with data on procurement, it would become a powerful anti-corruption instrument. This could be the case where using linked data, journalists could track for example who are the shareholders of a company that is constantly awarded,  to check if they have any links with the contracting authority that is helping them win the tenders.

Given these examples, it is important to point out that data itself is a tool rather than a solution, a tool that can be used by civil society, private sector and CSOs to fight corruption, create innovative services and boost economic growth. Thus, the challenge for Republic of Moldova is to engage with data users in order to encourage them to consume and take advantage of the available government data.

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Co-creation in service redesign: from an experiment to a “must”

Words of the day put into action

There is nothing more interesting and enriching in our professional activity than applying a new approach to an old problem. Design Thinking, co-creation, citizen-driven service re-design, behavioral science, social gamification are the words of the day in the innovators’ environment. Out team – the Moldova e-Government Center, and the Social Innovation Lab “MiLab”, with UNDP Moldova and State Chancellery’s support, had the opportunity to apply them in Moldova for the first time. This is an exquisite opportunity to test, learn, and set the background for escalating public service reengineering based on Design Thinking.

Since 2011 e-Government Center embarked on an ambitious e-Transformation Agenda. From the very beginning of this journey we have ascertained that an e-service can truly generate the estimated economic and social impact only after thorough reengineering. This is the only way to avoid transferring inefficiency and burdens from offline to online, and truly generate efficiency, effectiveness, high-quality digital products for the user, smart investments in IT for the public service provider.

Redesigning FOR and WITH the customer

Our first effort to redesign a public service not only FOR, but also TOGETHER WITH the customers went beyond a professionally enriching experience and experiment. It required from our pilot institutions’ public servants openness, and willingness to empathize and co-create: to ask for, to hear, to respond to customers’ feedback with an improved service.

The redesign based on co-creation is the most secure way to produce usable, useful, and massively used re-engineering solutions and products.

The pilot-service

A first effort to inform on and build selected public authorities’ capacity in applying Design Thinking in public service redesign was made within the workshop led by our partners from Mindlab, Denmark in December 2013, organized on Day 2 of the First Forum on Innovation in the Public Sector in Moldova.

After processing the results of our in-house online surveys on prioritizing public services for further redesign and digitization, and brainstorming with the group of public authorities participating to the Forum, the pilot service was selected: the monthly childcare benefit.

This is a high-impact public service for employed and non-employed parents, meant to guarantee to both categories a minimum coverage of childcare-related expenditures until child’s 3 or 1.5 years. Roughly 71,000 parents per year benefit of this social allocation, and the single childbirth benefit, after applying to the National House for Social Insurance (NHSI), through its territorial chambers.

The “26 steps” to the benefit

From the very first meetings with the focal points from the NHSI, we ascertained how complex and burdening the service was for both the customers, and the service provider.

On the applicants’ side, it was particularly burdening for the employed parents, as they had to collect, and bring to the territorial chamber documents from the Employers. On the service provider’s side, it was burdening particularly for the understaffed territorial chambers which received daily requests with application sets, verified, registered, transmitted them monthly to the NHSI for examination, approval, payment orders processing etc. In parallel, as ascertained during observation sessions, the front-office servant was obliged to answer phone calls while the customer at the window was waiting for its application to be processed.

Service Mapping outlined 26 steps–some passed by the citizens, the others/the majority – by the service provider until the final lists of beneficiaries are handled to the Bank and money are allocated. Six steps in the back-office were redundant, performed both on paper and in the information system or meaning the same activity performance in a slightly different format. The need for redesign, based on simplification and digitization was obvious, unanimously accepted by the redesign team and awaited by the customers.


After internal research with the NHSI (process mapping, legal and regulatory framework analysis, setting reengineering objectives and targets etc.), an “external” research was performed. Observation sessions, interviews with citizens and territorial offices’ public servants, comprehensive online survey among customers generated an impressive volume of valuable data on the current and desired service journey.

Besides working directly with the customers and their survey journey experiences and “wishes”, we made use of the Design Thinking empathizing techniques with the public servants, before and after the ethnographic research. It was crucial seeing what do public servants think of customer’s main areas of concern, frustration, expectations related to a service, and compare them with the real customers’ insights and observation findings.

Public servants are no mind-readers, but in the end a high quality service has to be for the customer so simple, efficient, and intuitive like if they were ones J In their answers on some service journey-related aspects or areas of frustration, customers and public servants had different perceptions, as the results of the research showed. We stepped into the solutions identification and implementation stages with a clear understanding of these two main actors’ burdens, feelings, and expectations.

From customer to co-creator of a better service

Most frequent citizens’ reactions to us approaching them at the selected territorial chambers or asking to respond to our online questionnaire was first, being surprised, then – glad. It is quite unusual for them being asked how they feel about the service journey, how much they spent to pass through it, and – very important – how would be the “ideal” service journey. The most open-minded ones responded with enthusiasm to our research efforts, more than 75% of the citizens we approached being collaborative and full of ideas.

A young mother, after answering to our interview questions, said: “Changing, together with the service provider, the public services is totally new and unexpected for me. This is motivating; for me this means there is a real intention to improve public services for us, even more – together with us, to come up in the end with something we, the customers, would feel as a good service”.

A young father and applicant for benefit told us with a smile: “It is a discovery for me. I’ve never imagined a public institution asking me how I see this service today, and how I would like to see it tomorrow. It means I can directly participate to improving it, and it feels very good, although I will probably not have the occasion to benefit from the new, optimized service, as I would need to become father for the third time!”

Implementing the redesign solutions

After processing the results of the ethnographic research among customers, and internal research among public servants and field experts, a range of solutions were mapped: some proposed by citizens, others by us – “the redesign team”, based on the service journey experiences reported by citizens during the research.

For a range of problems ascertained the optimal solutions were found practically from the first solutions mapping session with our focal points from the Social Insurance authority. They have been validated within a second workshop led by MindLab in December 2014.

A high repetitive visits rate (47%), the need for the public servants to answer to the phone calls from citizens while serving other customers at the window, 25% of documents from the Employers on the employed parent wrong/inconsistent (causing repeated visits), 53% of citizens’ perceiving as unclear the general data on the required application set for their specific life scenario, redundancy nodes at some of process’ stages in the back-office, lack of specific conditions for children at the premises (25% of customers coming to the territorial chambers with children), were just some of the findings of the research which were the departure point for mapping the redesign solutions. Lucky for us, all parties involved – citizens, Social Insurance bodies, partners – were opened, eager to experiment, identify, test and implement the redesign solutions.

The use of digital platforms was from the very beginning seen as the most efficient approach to solve 7 out of 9 main issues related to the as-is service journey.

Using already available digital platforms – e-Reporting to NHSI, internal automatized document management system, Governmental Interoperability was one of the first, most obvious and quickly implementable solutions, supposing some technical and legal framework adjustments to enable further redesign steps.

The e-reporting platform is used since February 2013 by the NHSI to collect online quarterly reports from Employers. The e-report REV5 was adjusted by adding 3 mandatory data categories related to maternity/paternity leaves subjects to be filled in by the Employers and submitted directly to the NHSI, as in Moldova reporting electronically to the NHSI is mandatory. After adjusting the legal framework, since January 1, 2015 all Employers, submit their reports monthly, in the adjusted format, covering all the data on ensured employed citizens subjects to maternity, childbirth, and childcare related benefits.

Besides eliminating the need for the customers to bring acts from the Employer, and spend unjustified resources, the risk of inconsistent or wrong data provision was minimized. This also enabled the NHSI starting the development of the next redesign solution – online application for the benefit, in a simple format, as citizens required, with minimal data requested from their part, as most of data is already in the system.

Another existing platform used to simplify, and improve the service journey is the Governmental Interoperability Platform MConnect, which is a core element in public service redesign. Piloted since July 2014 by 10, and today by 15 public organizations, it allows exchanging data securely, real-time, with minimum of resources, within well-defined legal and organizational frameworks. The NHSI, as one of the piloting entities, fully benefits since fall 2014 of the data exchange based on MConnect, being able to access and validate real-time data on applicant’ and her/his child’s ID number, relation degree etc.

Another significant change expected from the pilot – the most desired product by the customers and the service provider is the online application interface. Its prototype is under development, and will be launched and tested in September 2015 by a selected customers group. As citizens required, the interface is simple, minimalistic, supposing only online authentication, insertion of parent and child ID numbers, and the territorial office to which they pertain. Depending on the tester-customers’ feedback, the solution will be eventually adjusted and launched into operation nation-wide (until the end of 2015).

Among the other solutions included in the redesign concept are:

– Adjusting the communication pattern into a scenario-based, user-friendly service passport on the NHSI web site, and on the new version of the Governmental public services portal (currently under development);

– The NHSI currently works to prepare for the launching a centralized phone and online chat help line to answer to citizens’ needs in in formation and guidance in their offline or online social insurance services journeys.

Innovative public servants on board

Although the tools used were completely different from the public servants’ usual approach, requiring more imagination, empathy, capacity to exit from their comfort zone, we haven’t seen skepticism or resistance from the selected public servants; it felt rather as a challenging, but captivating and insightful exercise for them. It required willingness, competence, and honest openness to innovation. And our focal points showed them all.

Mrs. Elena Tibirna, Adviser of the NHSI President, Deputy Head of the General Internal Audit Department, one of our NHSI focal points, shared her thoughts:

“Applying Design Thinking to reengineer a public service was a challenge for us, in the context of trying to think differently, from the customer’s perspective, and propose innovative approaches to the way we deliver services. Until our involvement in this pilot-project, the National House for Social Insurance was working on improving the quality of its services focusing more on the institution’s perspective (cut administrative costs, optimizing staffing arrangements etc.), without emphasizing the customers’ level of satisfaction. Within this experience we managed, as public institution, to rethink the process of social insurance services’ delivery. In this context, the NHSI will gradually reform the whole spectrum of services delivered to citizens and employers”

Note: In June 2015 we have already started working with the NHSI on the redesign of services Benefit for Maternity, and Benefit for Temporary Incapacity for Work.

Our pilot project entered into its finalization stage: we are eager to hear our customers’ say after testing the online application prototype. We are eager to see customer and the service provider meeting within a much simpler and pleasant service journey.

We have seen in co-creation a model of healthy dialogue between the customers and the public service provider. We truly hope that today, when customers require innovative responses to their needs, and public servants are ready to hear and provide them, co-creation will become more than an experiment: it will become a MUST.



Our partners from MindLab have provided us with a valuable mentoring and capacity building assistance throughout the pilot implementation



Graphical service journey before and after redesign


before after
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Cornelia Amihalachioae, Performance and Social Innovation Officer at the Moldova e-Government Center,  coordinated the implementation of the first project of public service re-engineering based on Design Thinking in Moldova.


Cornelia Amihalachioae, Performance and Social Iimg_8034k_1nnovation Officer/M&E Coordinator.

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The benefits of the Electronic Visa Service and how to overcome the threats related to its implementation

Moldovae-VisaThe Electronic Visa (e-Visa) has emerged as one of the most innovative services implemented in the area of freedom of movement and people to people contacts. E-Visa allows the management of the visa application process to take place entirely in a virtual environment. Everything is done with the help of the Internet – the visa application and supporting documents are submitted online, the payment is made online and the decision on the application is communicated online. Some of the best examples of e-Visa services I have encountered are the ones implemented by the authorities of Australia, Turkey, New Zealand, Georgia.

Serving as Chief Information Officer at the Moldovan Foreign Service I had the opportunity to lead the development of the Moldova e-Visa Service in partnership with the World Bank’s eTransformation project. The Moldovan e-Visa service was launched on 1st August 2014 and the following general conclusions can be made about the benefits of e-Visa:

  • The Moldovan embassies abroad, during 1 august – 31 December 2014, saved from 163 to 196 hours, or 20 to 24 working days, on administrative issues related to the visa process such as scheduling appointments, receiving applicants at the visa office, input of data from visa applications into the visa system, scanning and saving of supporting documents, printing of visa stickers, returning of passports to applicants;
  • There are no costs related to purchasing visa stickers in the e-Visa case. In 2013 the Schengen states have issued more than 16 million short term visas, which means that more than 10 million Euros was spent on visa stickers only;
  • The embassies collected 23 % more in consular fees, since legislation allows collection of additional processing fees in case of e-Visas, which is not possible with traditional visa application process. The extra 23 % of fees cover the annual costs related to maintenance of the Visa Information System;
  • In 2014 Moldova e-Visa applicants saved at least 38,200 Euros only on transportation costs, since foreigners, who obtained e-Visas, did not have to travel to a Moldovan Embassy located in another country.

The main question to be answered when discussing about the use of e-Visa service is “why so few countries have adopted e-Visa if it has so many benefits”? A simple analysis of worldwide travelers statistics shows that the most visited countries in the world, such as France, United States, Spain, China, Italy, Germany, UK, Russia, do not offer an e-Visa service to foreigners. Only Turkey, which is in top 10 most visited countries, has moved its visa process online.

During the project design phase of Moldovan e-Visa I consulted freedom of movement and immigration experts from different countries in order to learn their views on e-Visa service implementation and concerns related to it. I discovered that my colleagues from other countries share the following concerns on this matter:

  • Identity theft. Governments have great concerns regarding the identity of the applicant since the visa application is submitted online and the personal appearance at the visa office is not mandatory;
  • Forgery of documents. In case of e-Visa, the supporting documents, such as proof of sufficient financial means, medical insurance or invitation letters are submitted in digital format, thus increasing the risk of documents being falsified;
  • Impossibility to collect biometric data. While collecting biometric data, such as fingerprints and digital picture, is possible when applicants have to personally appear at the visa office the use of the e-Visa service does not allow this option;
  • Poor ICT infrastructure. Authorities are afraid that the poor ICT infrastructure in some countries might endanger the efficiency of the e-Visa service.

When developing the Moldova’s e-Visa service we tried to address the above mentioned concerns by creating institutional and coordination mechanisms which would minimize the security risks associated with the use of ICT for service delivery. In order to address the identity theft and forgery of documents problems, we focused our efforts on building partnerships with airlines which are transporting passengers to Moldova. Since airlines are obliged by international regulations to verify if passengers are in possession of visas and valid documents to enter the country of destination, we created a special website for airlines where they can verify the validity of Moldovan e-Visas. This way, foreigners in possession of an e-Visa are being checked by airlines before traveling to our country.

Another measure to prevent identity theft and forgery of documents is to ask from applicants to pay the visa fee with a debit or credit card issued on their name. This measure is extremely useful because banks verify the identity of their clients when issuing debit or credit cards. Therefore, if the information on the debit / credit card is the same as the information provided in the visa application, there is a high probability that the applicant presented correct information. Contracting companies which specialize in verifying the validity of scanned documents is an additional measure that can be implemented in order to prevent forgery of documents.

It is true that current e-Visa models do not offer a solution when it comes to collecting biometric data from applicants. Nevertheless, the IT industry already developed solutions which enable the collection of biometric data from individuals who are located abroad and are applying for e-services. The question nowadays is how secure are those products and how can they be incorporated in the e-Visa business process.

Governments which provide e-Visa services cannot individually do much about poor ICT infrastructure in other countries. Nevertheless, the daily management and operations of the traditional visa procedures also rely on IT infrastructure in other countries. Therefore, poor ICT infrastructure cannot be considered as a shortcoming of the e-Visa service comparing to traditional visa process.

To conclude, the concerns of many states regarding the implementation of an e-Visa service are understandable and should be carefully examined. The way forward for state institutions worldwide is to embrace innovation and rethink the delivery of services, including those related to freedom of movement and people to people contacts. A good example is the banking sector. It was unthinkable in the past to transfer money without personally going to a bank and submitting a bunch of documents. Internet Banking is a reality nowadays and most bank transactions are done on-line.

I also had a certain degree of reticence before implementing the e-Visa service in Moldova. Learning the experience of other countries, understanding their mistakes and their good decisions was something that really helped us to better manage our concerns. My advice to governmental institutions around the world, responsible for the management of freedom of movement and people to people contacts, is to understand that visa services will have to be provided on-line eventually. In the beginning, the e-Visa service could be offered to a narrow category of travelers such as bona fide applicants or applicants whose biometric data have been collected previously. Later on, authorities can decide whether to extend or not the use of e-Visa based on lessons learned.

935379_10151570578578851_783792783_nMr Radu Cucos from Ministry MFA initiated the project eVisa

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Governments as drivers of digital transformation!

The sooner and faster governments embark on digital transformation, the more capable individuals, business and countries will be in harnessing opportunities offered by the technology revolution.”

We are living in the era of technology revolution, which disrupts and transforms business, governments and society alike. Every country is challenged to adapt and keep up with the change.

Can governments neglect the technology revolution?

This question is even more relevant for governments, which have failed to deliver growth and prosperity to their people, being trapped in inefficient and obsolete development paradigms. The whole governance ecosystem is being questioned and governments’ responsibility is to lead and embrace digital transformation to respond to growing demands and challenges of the new world.

The Future of Government Smart Toolbox by the Global Agenda Council, World Economic Forum provides for clear recommendations for governments to embrace technology to boost their delivery capability and respond to challenges like: corruption, inefficient bureaucracies, poor quality of services, low citizens engagement and trust, old-thinking leadership and resistance to innovation in government.

For developing countries, like Moldova, government inefficiency and corruption are the biggest challenges that undermine their present and future, making their citizens and business, captives of outdated policies, institutions and practices. Insufficient leadership in embracing digital tools will perpetuate inefficiency and corruption in public sector, continue to generate high transactions costs and low productivity for both, government and business.

Time has come for governments to become champions of digital transformation and lead by example. The sooner and faster governments embark on digital transformation, the more capable individuals, business and countries will be in harnessing opportunities offered by the technology revolution.

The key precondition – Digital would have to be embedded into governments’ DNA to address the following priority challenges:

  • Government inefficiency and poor service delivery. Redesign of archaic governance and service delivery models, and use of digital should become the ‘default modus operandi’ in government. ‘Digital by default’ along with top political commitment are key success factors for cutting red tape, generating efficiency and providing high quality services.
  • Corruption, as a major obstacle to economic development. A study by Suffolk University finds, as the use of ICT enabled government increases, corruption decreases (1% increase in e-government Index may result in a 1.17% decrease in corruption). Most interesting, developing countries, compared with developed ones, benefit the most from the use of technology in government, in reducing corruption. ‘Good governance powers innovation. If you know how corrupt a country is, you can predict fairly accurately how much innovation you will see there’.
  • Increasing digital skills gap. Only in the European Union, by 2020 more than 90% of jobs will require digital skills. Governments averse to technology and innovation might be late in responding to this challenge. By keeping their education policies and systems unchanged, governments risk to continue producing irrelevant skills for the digital economy. To break the status quo, governments have to approach ‘talentism’ differently, and invest digital capabilities and skills that can make their economies innovate and grow.
  • Getting ready for digital economy. ‘The digital economy is simply becoming The economy’, stated EU Commissioner for the Digital Economy & Society, Günther Oettinger at the Mobile World Congress 2015 in Barcelona. The digital businesses and industries are driven by knowledge, data, innovation and entrepreneurship. Forward-thinking governments are to act as ‘digital brokers’, and invest in digital capability of its people and business, provide incentives and support them to compete, integrate and succeed in the ‘The economy’.

Technological revolution provides countries with unique opportunities to reinvent themselves and overcome the ‘developing country’ status. The world is changing and is changing fast. Old solutions just don’t work any longer. Technology can help but two conditions are absolutely critical:

  • A courageous and forward-thinking political and governing elite, ready to assume and embrace digital transformation; and
  • Governments should lead by example and embed digital in their ‘modus operandi’ to advance digital transformation of their individuals, business and society.

Estonia did it, and is one of the best practices to follow for small and large countries. Will other countries dare and be able to reinvent themselves by tapping into benefits of innovation and digital technologies?


Author: Stela Mocan is Executive Director, E-Government Center, Government CIO, Moldova, and a member of the 2015 intake of World Economic Forum Young Global Leaders 

This article was initially published on Young Global Leaders 2015, World Economic Forum




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Roman Știrbu: Întreprinderile care în următorii doi-trei ani nu vor ști să utilizeze la maxim serviciile IT nu vor putea face față concurenței pe piețele internaționale.

roman stirbuInterviu cu Roman Știrbu, director Simpals

De când utilizați Semnătura Mobilă și de ce ați achiziționat-o? 

Am achiziționat Semnătura Mobilă atunci când am aflat despre posibilitatea de a completa declaraţia privind impozitul pe venit  online pe site-ul Principala motivație a fost dorința mea de a evita cozile de la Inspectoratul Fiscal de Stat. Toată lumea știe cât de important este timpul. Pentru cei din mediul de business timpul înseamnă bani J

Ce servicii electronice accesați cu ajutorul SDM?

Deocamdată, utilizez Semnătura Mobilă doar pentru a completa declarația la FISC, dar consider digitizarea Serviciilor Electronice un lucru pozitiv. Mi-aș dori să crească numărul serviciilor care ar favoriza utilizarea Semnăturii Mobile și ar fi bine ca această tendință să se extindă spre mediul privat. În era digitală timpul zboară repede așa că e bine să îl investim inteligent.

Care sunt avantajele pe care le-ați simțit dvs ca utilizator al Semnăturii Mobile?

Avantajul cel mai mare este că am nevoie doar de telefonul mobil conectat la Internet, care e mereu la îndemână. Denumirea de Semnătură Mobilă sună sofisticat, dar când începi s-o aplici îți dai seama că este foarte simplu de utilizat. Tot ce trebuie să faci este să urmezi meniul cu instrucțiuni.

Ce sugestii aveți pentru îmbunătățirea calității Serviciilor Publice electronice?

Acum există mai multe semnături virtuale cu ajutorul cărora pot fi accesate Serviciile Publice, iar acest lucru poate crea confuzii. Consider că ar fi mult mai simplu și comod dacă toate

e-Serviciile ar putea fi accesate cu ajutorul Semnăturii Mobile (eu de exemplu mi-aș dori să pot vota online cu ajutorul Semnăturii Mobile). De asemenea, Serviciile Electronice ne-ar putea scăpa de o parte din birocrație, dacă instituțiile publice ar comunica între ele.

Care credeți că este viitorul SDM și a Serviciilor Electronice în Republica Moldova?

Cred că semnătura va evolua în alt serviciu mai avansat ca de ex. chip încorporat în piele, pe care nu trebuie să-l încarci sau să-ți faci griji că o să-l pierzi.

Sunteți un om de afaceri de succes. Eficiența este cu siguranță criteriul de bază în organizarea afacerii. Ce recomandarea aveți pentru businessmeni din perspectiva utilizărie-Serviciilor și a SDM?

Avem mulți clienți din alte sfere de business care apelează la noi pentru consultanță în domeniul IT, inclusiv pentru a se informa despre cum poate crește volumul vânzărilor prin utilizarea instrumentelor de plată online sau prin automatizarea proceselor.

Serviciile IT și e-Serviciile sunt indispensabile pentru orice afacere. Acele întreprinderi care în următorii doi-trei ani nu vor ști să utilizeze la maxim serviciile IT nu vor putea face față concurenței pe piețele internaționale. Unul din beneficiile principale ale Implementării Tehnologiilor Informaționale și de Comunicații este creșterea vitezei de mișcare a serviciilor, a banilor și a economiei naționale.


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Companies that will not learn to use IT services to the largest extent will not be able to face the competition on international markets

roman stirbuInterview with Roman Stirbu, director at Simpals

When did you start to use the Digital signature and why did you buy it?


I bought the Digital Signature when I learned about the possibility to fill in the declaration on the income tax online on My main motivation was the will to avoid standing in queues at the State Fiscal Inspectorate. Everybody knows who priceless time is. For those in the business environment time is money! J


What electronic services do you access by means of MDS?

For now, I only use the Digital Signature to fill in the income declaration, but I deem the digitization of Electronic Services is a good thing. I wish there were more services allowing the use of the Digital Signature and it would be great this tendency also extended towards the private sector. We are living in a digital era, when time is running fast. This is why we should make wise investments.

Which are the advantages of the Digital Signature for you as a user?

The biggest advantage is that I only need my mobile phone connected to the Internet – and it is always at hand. Digital Signature sounds complicated, but when you start using it, you realise it is quite easy to use. All you need to do is follow the menu instructions.

What could you suggest to improve the quality of electronic public services?

Currently, there are several virtual signature enabling access to Public Services, and this could be misleading. I believe it would be much easier and simple if all the e-Services could be accessed with the Digital Signature (as for me, I would like to be able to vote online using my Digital Signature). Electronic services could also help us get rid of many bureaucratic practices if public institutions communicated between them.

What do you think is the future of the MDS and Electronic Services in the Republic of Moldova?

I believe the signature will evolve in something more advanced like, for example, a chip planted under skin. You will not have to recharge it or worry you could lose it.

You are a successful businessman. Efficiency is undoubtedly the main criterion in organizing a business. What do you recommend businessmen in terms of using e-Services and the MDS?

We have many clients in other business fields who we provide consultancy in the field of IT, including forecasts on how their volume of sales could increase by provide online payment possibilities or by automating processes. IT services and e-Services are indispensable for every business. Companies that will not learn to use IT services to the largest extent will not be able to face the competition on international markets. One of the main benefits of implementing information and communication technologies is boosting your services and money movement and boosting the national economy.



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Semnătura Digitală – acces sigur la serviciile publice. Beneficii și provocări

La 23 ianuarie, ne-am întâlnit cu colegi de la instituțiile care beneficiază, reglementează și prestează servicii de Semnătură Digitală precum și cu reprezentanți ai Consiliul Economic de pe lângă prim-ministru. Am discutat despre cum putem eficientiza acest instrument și impedimentele care limitează utilizarea pe scară largă a Semnăturii Digitale de către cetățeni, business și autorități publice.

În cadrul discuțiilor am constatat că în Republica Moldova Semnătura Digitală este valabilă doar un an ( în timp ce în țările UE acest tremen este de 3-5 ani), modalitățile și instrumentele variate de aplicare a semnăturii digitale crează confunzii, iar numărul limitat de servicii publice ce poate fi accesat cu ajutorul ei o face neatractivă

Prestatorii de servicii publice care pot fi accesate cu ajutorul Semnăturii Digitale au cerut reducerea prețului pentru mijloacele de semnătură digitală. Aceștia au făcut referință la nemulțumirile contribuabililor dar și la practica țărilor membre ale Uniunii Europene.

La ședință, am punctat acțiunile necesare pentru asigurarea rezolvării durabile a problemelor ce țin de Semnătura Digitală printre care: extinderea perioadei de valabilitate a semnăturii digitale până la 5 ani, reducerea costurilor mijloacelor pentru semnare, asigurarea interoperabilității mijloacelor de semnare, integrarea serviciilor publice electronice cu serviciul MPass si MSign, pentru a oferi cetățenilor posibilitatea de accesa serviciile publice indiferent de ce mijloc de semnătura digitală posedă și utilizează.

Conștientizăm că fără infrastructuri precum Semnătură Digitală, accesibile și comode, nu putem avansa în implementarea serviciilor de calitate atât de necesară astăzi cetățenilor și mediului de afaceri. Totodată, nu ne va fi ușor să realizăm obiectivul de digitizare a tuturor serviciilor publice care pot fi oferite electronic până în 2020.

Pentru a obține rezultatele dorite de e-Guvernare, Executivul urmează să identifice modalități prin care să asigure disponibilitatea Semnăturii Digitale în condiții foarte accesibile pentru cetățeni, mediul de afaceri și autorități publice. De asemenea, Guvernul trebuie să avanseze în procesul de digitizare a serviciilor publice și integrarea acestora cu Semnatura Digitală pentru a asigura interacțiune și tranzacții securizate prin internet.


Iurie Turcanu, Coordonator Tehnologic Sef, Director Executiv Adjunct, Centrul de Guvernare Electronica.

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