Trade Register - Insider Information
A summary of the minutes from a meeting between the directors of the territorial registers, General Director Valentina Burdescu, and State Secretary Roxana Simona MOMEU.
We will handle each report with discretion, and we will publish each right of reply in a highlighted box (like this one) where we will present the information provided.
We believe that the AI approach makes it easier to process the meeting that lasted over 225 minutes and adds a level of objectivity to the article.
I have broadly reviewed the article, and it is compliant and largely covers the ~120 minutes listened to from the video. However, given the large number of hours and the amount of information, it is challenging to verify the nuances 100%. So, be cautious of hallucinations, and for more details, refer to the recording and the transcript below.
The source of information is a crisis management meeting addressing issues that have affected the functionality of ONRC, disclosed by whistleblowers to expose potential legal violations, either indirectly by hindering registrars' ability to resolve issues or directly through the misallocation of European funds.
The meeting lasted approximately 3 hours and 45 minutes and was processed automatically with AI. It was held on Microsoft Teams, and all regional directors or their substitutes participated, along with members from TotalSoft, MJ (Ms. Momeu Roxana-Simona), and Ms. Valentina Burdescu.
Presentation of the new information system
The new IT system implemented at the level of ORCT was developed to integrate all functionalities and services necessary for the registration, modification, and deregistration of legal entities into a single platform. Its architecture is designed to allow better data management, easy interconnection with other state institutions' databases, and a user-friendly interface for applicants.
Among the main functionalities of the system are:
- Online registration of applications by applicants, with the option to attach documents in electronic format.
- Automatic allocation of requests to available operators and registrars at the national level
- Automatic verification of competencies and formal or substantive conditions for each type of application
- Automatic generation of documents and certificates in electronic format
- The possibility of making online payments for service-related fees
- Connecting with the databases of partner institutions (e.g., ANAF, Official Gazette, etc.)
- Real-time reporting and analysis of activities and performance indicators
Compared to the old system, the new platform promised a series of advantages for both ORCT employees and applicants: reduced processing times for requests, elimination of human errors, increased transparency, reduced costs, and less bureaucracy. Additionally, there was a desire for standardization of work procedures at the national level and optimization of human resource allocation based on workload.
The implementation of the system was planned in several stages, starting with the development and testing of core functionalities, migrating data from the old system, training staff, and concluding with the production launch and the gradual expansion of online services for applicants. The deadlines set were ambitious but justified by the need for rapid modernization of ORCT services.
However, reality has shown that things are not as simple as they appeared on paper. Technical issues began to arise within the first few days of launch, causing frustrations and dissatisfaction among employees and applicants. We will discuss these issues in detail in the next chapter.
General technical issues
Although certificate Initially, the new IT system faced numerous errors and crashes from the very first days of operation. ORCT employees reported difficulties accessing the system, loss of entered data, sudden application shutdowns, and very long response times to simple requests.
TotalSoft employees clarified that there were no actual tests conducted.
The AI indicates that the program was tested because the purpose of the meeting was to establish the idea that there is no blame on anyone and that what is happening with the ONRC is normal, while the ideas regarding the normality of errors have been frequently circulated.
All of this has led, in addition to inefficiency and time losses, to deep frustration and demotivation among operators and registrars.
One of the most common complaints concerned the missing or non-functional features of the system. For instance, in the initial months following the launch, several vital documents for the ORCT's operations could not be generated, such as the certificates of findings or the director's resolutions.
Additionally, the system did not allow for the registration of certain changes in the status of companies, such as dissolutions or deregistrations, leading to errors and blockages. These shortcomings forced employees to resort to workaround solutions, such as manually issuing documents or concurrently using the old system, which further slowed down operations.
Another major issue has arisen in the processing of applications submitted online by applicants. Although the idea of allowing the registration of applications and the attachment of documents through the portal is generous, its implementation has been lacking.
The system did not have sufficient validation filters for the information entered and the attached documents, and in case of an error, it did not generate clear notifications for the applicant.
The result was a large number of incomplete or erroneous applications that reached the operators and required numerous clarifications and completions. Essentially, instead of streamlining the process, the online applications made it even more cumbersome.
Lastly, numerous cases have been reported where changes made in the system (such as the change of a company's registered office or its associates) were not reflected in the subsequently generated documents or in the interconnected databases. These discrepancies have caused confusion and raised questions about the accuracy and integrity of the data managed by the ORCT.
All these technical issues have contributed to creating a stressful and inefficient work environment for ORCT employees, who have been forced to deal with tasks that are much more complicated and time-consuming compared to the previous period.
Given the existing staff shortages in many offices, these difficulties have quickly led to significant backlogs in processing requests. However, we will revisit these issues in the following chapters.
Unfortunately, addressing the technical issues has proven to be a lengthy process, despite the efforts made by the development teams and numerous system updates. Even months after the launch, employees continued to report errors and malfunctions, indicating that the initial design and testing of the platform were not rigorous enough.
It is true that any new information system faces "growing pains" and requires a period of fine-tuning and adaptation. However, in the case of ORCT, the scale and persistence of the issues have far exceeded expectations and generated a high level of dissatisfaction among all those involved.
The conclusion is that, although well-intentioned, the design and implementation errors of the new IT system had a major negative impact on the ORCT's operations, at least in the first months following its launch.
It remains to be seen whether the technical issues will be fully resolved and if the platform will ultimately achieve its set objectives. In the meantime, however, ORCT employees are required to adapt and find ad-hoc solutions to ensure the continuity of services.
Impact on human resources
The technical problems and dysfunctions of the new IT system have had a major impact on the human resources within ORCT. Employees have been forced to face much more complex and time-consuming tasks, especially as many offices were already experiencing a significant staff shortage.
One of the biggest challenges has been the decline in productivity of operators and registrars after the transition to the new system. Previously, an operator could process an average of 50-60 requests per day, but now they barely manage 20-30.
The causes are multiple: from the need to manually input numerous additional data, to the long response times of the system and frequent errors that necessitate restarting operations. All of these have generated frustration and demotivation among employees, who feel that their work has become much more difficult and less efficient.
On the other hand, registrars complain that they no longer have time to analyze each file in detail, as they are pressured to keep up with the fast pace set by the system. They now have to check many more aspects and utilize new functionalities, which requires additional effort in concentration and adaptation.
Additionally, the random allocation of files at the national level causes registrars to receive requests from other counties, each with its own specificities and complexities, further complicating their work.
These difficulties were exacerbated by the insufficient training of staff for using the new system. Although training sessions were organized, they proved to be too theoretical and not sufficiently focused on the practical issues encountered in daily operations. Many employees complained that they had to learn "on the go," through trial and error, how to use the new functionalities and resolve the errors that arose. The lack of clear guidelines and procedures led everyone to improvise and develop their own "shortcuts," resulting in a lack of uniformity and consistency in processing requests.
Under these circumstances, it is not surprising that many employees have become reluctant or even hostile towards the new system. Some have resorted to subterfuge to avoid using certain modules or to shift tasks to colleagues, while others have openly expressed their dissatisfaction and requested a return to the old procedures. These attitudes have only served to exacerbate the chaos and further diminish productivity.
To counteract these negative effects, the management of ORCT has implemented a series of measures, such as increasing staff through hiring and transfers, organizing additional training sessions, and providing direct assistance from the system developers. Additionally, efforts have been made to improve communication with employees to explain the long-term benefits of digitalization and to assure them of management's support in overcoming transitional difficulties.
Nevertheless, the impact of these issues on employee morale and motivation remains significant. Many are working overtime to cope with the backlog, while others have taken medical leave due to stress and burnout. Some have even resigned, feeling that the pressure and workload have become unbearable.
It is clear that resolving the technical issues of the system is just the first step towards normalizing the activity of the ORCT. Equally important will be the measures to improve working conditions, motivation, and professional development of employees. Without well-trained, stable, and dedicated personnel, even the most efficient IT system will fail and lead to dissatisfaction.
Accumulated arrears issue
One of the most visible and concerning consequences of the malfunctions in the new IT system has been the accumulation of significant backlogs in processing applications submitted by applicants. In fact, all commercial registry offices across the country have experienced queues of unresolved files, some of which have far exceeded the legal processing deadlines.
The causes of this phenomenon are multiple and interdependent. Firstly, as we have shown in previous chapters, the decline in employee productivity due to technical issues and the complexity of new procedures has made it impossible to address requests at the pace they were submitted.
In practice, more files are added to the queue each day than are resolved, leading to a constant increase in backlogs.
Secondly, the staff shortage in many offices results in an insufficient number of available employees to handle the workload.
Even with sustained efforts and overtime, there simply aren't enough people to process all the requests in a timely manner. This situation has been exacerbated by the wave of medical leave and resignations that followed the implementation of the new system, which further reduced processing capacity.
Last but not least, part of the blame also lies with the inefficient allocation of human resources at the national level. Due to the random distribution of files, some offices suddenly found themselves with a workload much greater than they could manage, while others were left with underutilized employees.
This imbalance has made it impossible to standardize resolution times and has contributed to deepening discrepancies between counties.
The effects of accumulating arrears are multiple and severe. For applicants, delays in processing requests mean additional costs, loss of business opportunities, and even disruptions in company operations.
Imagine what it means for an entrepreneur to wait weeks or even months to receive a certificate of registration or proof of registration, without which they cannot access funding or participate in a bidding process.
All these delays ultimately result in economic losses and a decrease in the competitiveness of the Romanian business environment.
On the other hand, for ORCT employees, outstanding debts represent additional stress and a constant source of pressure and dissatisfaction. Many of them work overtime and on weekends to try to reduce the number of unresolved cases, sacrificing their free time and family life.
Nevertheless, their efforts seem to be in vain, as the rate of accumulating arrears far exceeds their processing capacity.
Under these circumstances, the management of ORCT was compelled to take a series of emergency measures to try to reduce the number of outstanding cases. One of these measures was to extend the public service hours and increase the number of staff at the counters, in order to handle a larger volume of requests and thus free up more time for resolving already submitted files.
Another measure was the prioritization of certain types of requests deemed urgent or of major impact for applicants, such as those related to dissolutions, cancellations, mergers, or projects with European funding.
Efforts have been made to alleviate the queues and ensure preferential treatment for high-stakes files.
Lastly, an attempt was made to redistribute tasks among the territorial offices, by transferring some files from the busiest ones to those that are less requested.
This measure has, however, given rise to new grievances, both from employees who suddenly found themselves with an even greater workload, and from applicants dissatisfied that their files are being shuffled around the country without resolution.
Despite all these efforts, the issue of outstanding cases is far from resolved. As of August, in some offices, the number of unresolved files exceeded 1000, and the average waiting time reached 2-3 months.
It is clear that addressing this issue cannot be merely a temporary and limited response. It requires a rethinking of the entire working system and an adaptation of processing capacity to the actual needs of the economic environment.
Until then, however, the arrears remain a thorny issue and a constant source of dissatisfaction for all parties involved.
Overcoming them will be a major test for the management of ORCT and for the system's ability to optimize and respond promptly to requests from the business environment.
Controversies related to the allocation of files
One of the most controversial decisions made with the implementation of the new IT system was related to the random allocation of files at the national level. Essentially, applications submitted by applicants are no longer necessarily processed by the employees of the territorial office to which they belong, but are automatically distributed to any available operators and registrars across the country.
The arguments in favor of this approach were primarily related to the need for standardizing work procedures and the interpretation of legislation at the national level.
The aim was to eliminate discrepancies and non-uniform practices among territorial offices, which sometimes led to discriminatory treatment of applicants.
It was also considered that the national allocation of files would allow for a more efficient use of available human resources, given that some offices were facing a severe staff shortage while others had unused processing capacity.
Lastly, it has been argued that random allocation will reduce the risks of corruption and preferential treatment, as the applicant will no longer be able to "choose" the official processing their request, nor will they be able to influence the outcome in any way.
In practice, their file will be assigned to a randomly selected operator and registrar, with no connection to the county of origin.
Despite these arguments, the decision sparked numerous controversies and discontent among both ORCT employees and applicants. The main counterargument was related to the disregard for local specifics and the concrete needs of the business environment in each county. It was believed that registrars and operators in a particular territorial office are much better positioned to understand and respond to the specific needs of applicants in that area, given their experience and in-depth knowledge.
In practice, they can provide a service that is much more tailored and efficient than "allocated" officials from other parts of the country, who have no connection to local realities.
Furthermore, ORCT employees have complained that the new allocation method significantly hinders their work and reduces productivity. Assigning a case from another county requires them to invest additional effort in understanding local specifics, communicating with the applicant, and obtaining necessary information or documents for resolution. All of this consumes time and energy, especially as they were already facing a heavy workload and the pressure of accumulated backlogs.
For applicants, the main source of dissatisfaction has been related to the dilution of responsibility and accountability for addressing their requests. Essentially, they no longer have a clear and stable point of contact in the local registrar, but are passed from one official to another, without the assurance that their file is in the hands of someone who truly understands their situation and specific needs.
Additionally, there have been numerous instances where communication between applicants and the assigned officials has been inadequate, leading to delays and the need for submitting requests for completion or clarification.
Despite these arguments, the management of ORCT has remained steadfast in its position, believing that the benefits of random distribution at the national level outweigh the inconveniences and that this model is the only way to ensure the integrity and uniformity of procedures. However, efforts have been made to find compromise solutions that take into account, to some extent, the wishes of employees and applicants.
Una dintre aceste soluții a fost păstrarea unei "cote" de repartizare locală a dosarelor, în sensul că un procent de 30-40% din cererile depuse într-un județ să fie în continuare procesate de către angajații oficiului teritorial respectiv. S-a dorit astfel menținerea unei legături minime între solicitanți și registratorii locali, care să poată oferi un minim de asistență și îndrumare specifică. Restul dosarelor urmează a fi distribuite aleatoriu la nivel național, conform algoritmului inițial.
O altă propunere a vizat posibilitatea solicitanților de a "opta" pentru procesarea locală a dosarului, în anumite condiții și cu asumarea unor costuri suplimentare. Practic, cei care doresc în mod expres ca cererea lor să fie soluționată de oficiul teritorial de proveniență vor putea solicita acest lucru, plătind însă o taxă mai mare decât în cazul repartizării aleatorii.
S-a considerat că această opțiune ar fi benefică în special pentru firmele mari sau pentru investitorii străini, care au nevoie de asistență specializată și de o comunicare mai strânsă cu autoritățile locale.
There have been multiple discussions in the meeting about reverting to the old system, in the absence of a distribution, and the reasons cited for the existence of this system were the principle of eliminating corruption. The option for a "premium" service does not exist, and I could not identify in the transcripts the moments when this information was presented.
Beyond these specific solutions, the question remains whether the national random allocation model is truly optimal and suited to the real needs of the business environment in Romania.
There are still voices advocating that the services of the trade register should remain anchored in local economic realities and that excessive centralization risks creating a rift between authorities and applicants. On the other hand, the general trend at the European level is towards standardization and even interconnection of procedures and databases, aimed at facilitating the free movement of services and capital.
It is likely that the truth lies somewhere in between, and the optimal solution would require a balance between the needs for standardization and those for adaptation to local specifics. It remains to be seen whether the current model of random allocation will be adjusted over time to better meet these requirements or if it will be maintained in its current form, as an expression of a centralizing vision of public services.
Regardless of the outcome, the controversies surrounding this subject are far from over and will likely continue to generate debates and dissatisfaction among all those involved. It is important that these controversies are managed constructively and transparently, and that the solutions adopted take into account the real interests and needs of the business environment.
Relationship with applicants and professionals
The implementation of the new information system has had a significant impact on the relationship between the ORCT and its applicants, whether we are talking about entrepreneurs, representatives of companies, or professionals such as lawyers, notaries, or legal advisors. Essentially, the entire model of interaction and service delivery has been redefined, along with its associated advantages and disadvantages.
In theory, the main benefit for applicants should have been the simplification and streamlining of the registration procedures and the acquisition of necessary information and documents.
The ability to submit applications online, upload documents electronically, and make payments remotely should have significantly reduced waiting times and trips to the counters. Additionally, the standardization of forms and procedures at the national level should have eliminated confusion and differing interpretations from one office to another.
However, in practice, things did not go quite as expected. The technical issues of the system, mentioned in previous chapters, directly affected the relationship with the applicants.
They have often encountered the inability to submit online applications due to platform blockages or errors, difficulties in uploading documents, or a lack of response from the institution to assistance requests. Essentially, instead of simplifying the interaction, the new system has complicated it and generated frustrations and dissatisfaction among its users.
Another issue raised by applicants was related to the lack of transparency and predictability in the application processing system. The random allocation of cases at the national level has left them uncertain about who is handling their requests and at what stage those requests are.
In practice, they have lost the "thread" of their own files and the ability to communicate directly with the registrars to obtain information or clarify certain aspects. This lack of visibility has created the perception of an "obstacle course" in the relationship with the ORCT and has diminished trust in the institution's ability to respond promptly and effectively to requests.
Lastly, professionals who assist businesses in their dealings with the trade register (lawyers, notaries, advisors) have complained that the new system significantly hampers their activities.
They were accustomed to communicating directly with local registrars, submitting and collecting physical documents, and discussing specific aspects of the files. All these practices have become much more difficult or even impossible due to the random allocation of applications and platform-mediated communication.
Practically, the "personal relationship" with the registrar has been replaced by a cumbersome and impersonal interaction with the computer system, which has generated dissatisfaction and resistance from some of these professionals.
To address these issues, the management of ORCT has implemented a series of measures aimed at improving communication and relationships with applicants.
In practice, several directors have reported that people are frustrated because they do not know whom to call or how to obtain information about their cases, and the personal relationship does not pertain to influence peddling, but rather to the accessibility of information.
People prefer to call someone rather than search on an app, or submit a ticket/send an email and wait 20 days for a response.
One of these was the establishment of a specialized call center to handle user support requests and provide guidance and assistance in using the new system.
Additionally, contact persons have been appointed in each territorial office to manage the relationship with professionals and provide them with information about the status of their files.
Another measure aimed at improving the interfaces and tools available to applicants on the online platform. Efforts were made to simplify forms, provide clear and intuitive instructions for each operation, and introduce validation mechanisms to prevent errors in application submissions. Additionally, the range of services available online was expanded to reduce the need for in-person visits to service counters.
Lastly, training and presentation sessions for professionals were organized to familiarize them with the new procedures and facilitate their interaction with the ORCT. The idea was that a better understanding of the platform's operational mechanisms would lead to increased acceptance and usage over time.
Despite these efforts, the relationship with applicants and professionals remains one of the major challenges in implementing the new IT system. Changing established practices and mindsets cannot happen overnight and requires sustained communication and adaptation efforts from all parties involved.
It is important for ORCT to remain open to feedback and suggestions from its users and to continue improving the system to better meet their needs.
Ultimately, the success of the new platform will largely depend on its ability to provide quality, prompt, and transparent services for the business environment. This will not be possible without a close and constructive collaboration between the institution and its beneficiaries.
Lessons learned and next steps
The experience of implementing the new IT system at ORCT provides valuable lessons for all those involved in the digitalization of public services in Romania.
Although initiated with good intentions and an ambitious vision for modernization, the project encountered numerous difficulties and obstacles that impacted its functionality and efficiency. A careful analysis of these challenges can, however, assist in identifying solutions and improving future endeavors of this kind.
One of the main conclusions that can be drawn is that the success of such a project largely depends on the quality of its preparation and planning. Developing a complex information system requires not only adequate financial and technical resources but also a deep understanding of the processes and the actual needs of the institution and its beneficiaries.
In the case of the ORCT, it appears that certain key aspects, such as the specifics of registrars' activities or their interaction with applicants, were not sufficiently analyzed and integrated into the initial design of the system, which later resulted in dysfunctions and the need for major adjustments.
Furthermore, thorough testing of the system's functionalities and performance before its production launch has proven essential for preventing future issues.
Even though there is always pressure to meet deadlines and adhere to allocated budgets, sacrificing the testing phase and controlled "bedding-in" can prove counterproductive in the long run.
In the case of ORCT, the dysfunctions that arose immediately after launch severely impacted the institution's operations and generated a wave of dissatisfaction among employees and applicants, who perceived the new system as "unfinished" and unprepared for mass use.
Another important lesson concerns the necessity of a more flexible and iterative approach in implementing such projects. Instead of relying on a "big bang" strategy with a widespread launch on a specific date, a gradual introduction of new functionalities, while temporarily maintaining old procedures, may be more advisable.
This would allow for closer monitoring of the impact of changes and continuous adjustment of the system based on user feedback. It would also reduce the risk of widespread disruptions and provide a "plan B" in case of major issues.
Last but not least, active involvement and thorough training of the institution's staff are critical factors for the success of a digitization project. In the case of ORCT, it was observed that many of the issues and delays encountered were due to a lack of preparation and motivation among employees to use the new system.
A better strategy for internal communication, practical training, and fostering adaptability to change could have prevented some of these difficulties and ensured better acceptance and use of digital tools.
Based on these conclusions, the action plan for the upcoming period should focus on a few main directions:
- The continued development and optimization of the information system's functionalities, based on user feedback and identified priorities. It is crucial that reported errors and issues are addressed promptly, and that interfaces and workflows are continuously improved to meet the actual needs of employees and applicants.
- Expanding the online services available and increasing their usage by companies and professionals. This involves both improving the functionalities of the portal and more effective communication and promotion of its benefits among the target audience. The goal should be for the overwhelming majority of interactions with the ORCT to be conducted electronically, eliminating the need for in-person visits to counters.
- Continuous training and employee motivation for the effective use of the new system. Beyond the initial training sessions, a permanent program for developing digital skills and fostering a culture of innovation and continuous improvement within the organization is necessary. Employees must become active partners in optimizing work processes and enhancing the quality of services provided through the platform.
- Improving communication and transparency in the relationship with applicants and professionals. This involves providing clear and up-to-date information about the status of applications, the procedures to follow, and the contact persons within the institution. Additionally, efficient channels for collecting feedback and suggestions from users must be established, along with prompt responses to their requests.
- Assessing the impact of the new system on the business environment and adjusting it according to identified needs. It is important for the ORCT to remain connected to economic realities and continuously adapt the services offered to better meet the expectations and requirements of entrepreneurs. This may also involve reviewing certain procedures or functionalities of the system that prove to be inefficient or unsuitable.
Beyond these specific measures, the long-term challenge remains to transform the ORCT into a truly digital institution that provides high-quality services and facilitates the development of the business environment in Romania. This will require not only ongoing investments in technology and staff training but also a profound change in mindset and organizational culture.
The new IT platform represents an important first step in this direction, but the road ahead is long and fraught with challenges. The lessons learned from this experience can contribute to shaping a clearer vision and a long-term strategy for the digitalization of ORCT and other similar public institutions. It is crucial that efforts continue and that all stakeholders involved - decision-makers, employees, applicants - collaborate to build an efficient, transparent system that is responsive to the real needs of the economy and society.
Conclusion
The implementation of the new IT system at the National Trade Register Office is undoubtedly one of the most ambitious and complex public service digitalization projects in Romania.
Beyond its technical dimension, this endeavor has profound implications for the functioning of the institution, its relationship with the business environment, and ultimately, for the dynamics and economic performance of the country.
The challenges encountered along the way - from the technical malfunctions of the platform, to the resistance to change from some staff members, and the dissatisfaction of certain categories of applicants. - "reflects the complexity and inherent difficulty of such a transformational project."
However, it should not overshadow the benefits and opportunities that digitalization brings to ORCT for entrepreneurs, professionals, and society as a whole.
Indeed, the journey is long and fraught with obstacles, and change cannot happen overnight. However, the lessons learned from past experiences must be leveraged to continuously refine and optimize the operation of the new system, to better meet the needs of its users and to fully capitalize on the innovative and efficiency-enhancing potential of digitalization.
In this effort, the collaboration and involvement of all interested parties - from policymakers to the management and employees of ORCT, to representatives of the business environment and civil society - will be essential.
Beyond the immediate challenges of its implementation, the new IT system of the ORCT should be viewed as a strategic investment in the future of the Romanian economy and society. It can pave the way for a more efficient, transparent, and responsive public administration to the needs of citizens and contribute to creating a favorable climate for entrepreneurship and innovation.
However, for this, the digitalization of the ORCT must be treated not as an end in itself, but as a means to generate real added value for all stakeholders. Its success will ultimately be measured not by the technical performance of the platform, but by the concrete impact it will have on the lives and economic activities of Romanians.
It remains to be seen how this project will evolve in the coming years and how the opportunities it brings will be leveraged. One thing is certain: the digitalization of ORCT represents a crucial test for the Romanian state's ability to reform and adapt to future demands. The way this test is managed will have profound and lasting implications for our country's development in the digital age.
Current Statistics - Situation from ONRC
Request for Director of ORCT Dambovita
During the meeting, the director of ORCT Dambovita requested a performance statistic for the ORCT. Although the information from BERC is not perfect, we proceeded with a performance analysis by registrar.
Its purpose is to highlight, in a specific manner, the following:
- If the issue is one of adapting to the new application, as Ms. Momeu and the ONRC Directorate state: It is not the case, due to the fact that the significantly reduced performance issue exists in about 90% of registrars, with only a very few (those with a previously low number of files) registering more files, possibly due to the influx of files from registers with more cases to resolve and the pressure of additional effort in addressing the backlog.
The average resolution performance has decreased by 40%, while the top-performing registrars experienced declines between 60%-80% during the transition to the new system, which is an extremely problematic aspect. - If we can expect an improvement in the situation in the coming weeks: Well, because the situation is worsening day by day, due to the enormous inefficiency of the new application. Week by week, there are improvements, but they are negligible in addressing the issue (a few percentage points). Certainly not enough to increase performance by 200-300% as needed to resolve the backlog this year.
Debunking is the proving false of the hypotheses from the working meeting.
The working meeting includes several statements from the management and Ms. Momeu that contradict reality, aspects we will attempt to elaborate on in the coming days.
Initially, they will address the following aspects:
- False perception generated that the problem is under control and on the way to resolution: Improvements are made at a very slow pace, which poses risks that the issue may persist.
- Attacks on ONRC employees, the arguments that the problem is their fault: Unjustified aspects, as demonstrated by any more detailed statistical analysis.
- The arguments regarding the obligations outlined in the project and their necessary implementation: We will address why the implementation is poor, and a correct implementation would have rectified the issues raised by the representative of the Ministry of Justice.
