The relationship between the Romanian state and its citizens abroad remains one of the major unresolved public policy issues. The relationship with digitalization is even more interesting.

Romania must launch the EUDI wallet by the end of 2026. Here, we look at the risks and solutions for implementation and adoption.

Romania's digital government maturity is no good. We propose five steps for the new government and explain why we can't wait any longer.

The document proposes the institutionalization of the coordination of digitalization at the level of a deputy prime minister without portfolio, with an explicit mandate for reform and efficiency of the state through digital transformation, assisted by a Government Chief Information Officer (GCIO) with the rank of secretary of state in the deputy prime minister's office. The GCIO function is presented in its international filiation as an institutional leadership role, not just technical, that connects political decision-making, project portfolio management and budgets. At the operational level, a government network of CIOs is proposed in each ministry, as the "skeleton" of digital transformation. The ministerial CIOs, included in integrated Digital Transformation & IT departments, would have a sectoral mandate in the implementation of the departments agreed at government level.

The Pareto principle also applies to digitalization: it means 20% technology and 80% transformation management. Romania lacks neither technology nor the resources that allow it to develop it. Under these conditions, what is missing from the equation of the Romanian digital transformation? A “command”, a collective decision-making body that would bring together all relevant actors around a digital Romania project. This material explores the winding path of digital governance in Romania and proposes the option of a Digital Council for Romania, analyzing a potential structure, form of operationalization and its role as a pole for the “national digital consensus”.

The birth of a child and the associated events (registration, obtaining child-rearing allowance, granting the incentive for the mother to return to work, and granting the state allowance) involve a large number of institutions: from the medical unit that issues the medical certificate, to local authorities through population registration structures and structures responsible for granting financial benefits. Each of these institutions operates on the basis of distinct procedures and documentary requirements, producing a non-unitary path, in which the responsibility for integrating information falls disproportionately on the shoulders of the new parents, an aspect that could be addressed by digital transformation of the procedures.

Today's children are no longer just "users" of technology. From the earliest stages of their education, they assume the role of main actors in a world where digital skills determine the chances of education, work and civic participation. Early digital literacy thus becomes the key to an inclusive and competitive Romania. This policy paper investigates lessons that Romania can take from good European practices and what steps are possible for our school to support its "digital natives", through an innovative public policy framework, curricular innovation and a transformation of the current pedagogical model.

We are launching the Digital Governance Framework for Romania report, commissioned by Edge Institute and produced by Digital Nation, a group of experts and leaders in digital transformation efforts in Estonia.

Despite more than three decades of initiatives dedicated to the digitalization of public administration, Romania continues to face fragmented digital governance and insufficient strategic consolidation. This analysis traces the evolution of the institutional architecture of digitalization at the governmental level, with a focus on the successive transformations of coordination structures in this field. Fragmentation is also visible at the sectoral level, with the digitalization of healthcare being an emblematic example: multiple structures coexist without a clear chain of command. International practices from Estonia, France, and the United Kingdom illustrate that digital governance, although it must be adapted to each country’s specific context, shares a common denominator: the need for a strong coordinating structure.