Prozorro

The SmartTender.biz team talked with Nataliia Shymko, Deputy General Director of SE Prozorro, and learned about her professional plans and the plans of the Prozorro team for 2021.

You have worked in public service for a long time. Why, after so many years, did you decide to move to SE "Prozorro" and take on a new position?

I worked as a civil servant for over 20 years, but I was not close to the bureaucracy and formalism that are usually present in the civil service. Therefore, I decided that I would be more useful when I work at Prozorro State Enterprise since it is more focused on results achieving and introducing new tools for interaction between the state and entrepreneurs. And my expertise, gained over the years, will help implement improvements and support public procurement reform. I see how much has changed for the better in recent years, how well organizational issues and issues related to technical development are organized within the enterprise itself. This is so inspiring.

What will be your new responsibilities as Deputy Director?

As Deputy Director, I am responsible for the development of monitoring and control in public procurement, digital transformation, and the development of IT infrastructure. Also, my task is to make sure that the technical development and the changes that the Ministry of Economic Development of Trade and Agriculture is making take place in parallel. It is important to reduce the number of cases when the development lags behind the updated norms or when the adopted regulatory legal acts and their technical implementation do not coincide.

Also, we would like to ensure that the public procurement reform is promoted in the government: all members of our team have put a lot of effort into its development.

In your opinion, what needs to be fixed or possibly improved in the system?

Over the past year, a large number of changes have been implemented. The new edition of the Public Procurement Law alone has introduced many new tools for customers and suppliers. Of course, the volumes of what we need and want to do are quite significant, and so far there are simply not enough resources to fully implement this all. I am sure there are many ways in which Prozorro's work can be improved. For example, now our colleagues are working on the implementation of electronic tender documents and electronic contracts, as well as developing Prozorro Market.

Most of the strategic tasks set for the Prozorro team several years ago have already been completed. Looking forward, we want to rethink the design of our ecosystem and refine the roles that we have, as well as analyze what can be improved to make the system work more efficiently.

When all this is done, Prozorro will reach a new, and higher quality level.