The central economic system is intended to unify, modernize, and reduce the cost of economic processes in public administration. The lecture explains how the program originated, what has been achieved, where the weak spots are, and which steps are meant to return the reform to its original trajectory.
Important but unimplemented projects
Some projects were not launched, even though they had a substantial role in supporting organizations. “Support for the Application of Processes” was meant to help with consultations, migrations from various systems, and adjustments to internal regulations so that they align with the setup and methodology of the CES. The “Methodological and Process Support Center” was to build internal capacities for unified methodological guidelines, user training, and application support. Without these capacities, organizations find it harder to transition to new procedures and standards.
The “service centers” project was to enable routine economic activities to be performed from a single location for multiple organizations – for example, shared accounting for national parks, which in the regions struggle to find and retain specialists. It is complemented by “data archiving” so that old systems can be safely shut down, public funds saved, and the ability to return to historical records preserved when needed. These parts of the program are crucial because they remove practical obstacles to introducing a unified system in day-to-day work.
Current status and what comes next
There are 151 organizations in production today with more than 15,000 users, and the system covers dozens of interconnected modules. Unlike the old solutions, it is intended not only for a select few, but for all employees who work with finance. Nevertheless, due to the unimplemented projects, a lack of support during the transition and missing or unclear methodologies became apparent. Many organizations have not aligned their internal regulations with the system, over a hundred incidents are reported daily, and part of the agenda still circulates on paper instead of electronic processing.
The solution is to stabilize the first wave and set a realistic schedule for the next steps. The second wave of migrations is therefore being postponed by roughly a year, so that organizations can prepare better and the system is used correctly – including handling the annual financial statements. In parallel, the as yet unimplemented projects of methodological, process, service, and archiving support are to be launched. The goal remains the original one: unified processes, high-quality data, and more efficient management of public resources.
