THE DÛNÎA PROJECT - DIGITALISATION AS A DRIVER OF DEVELOPMENT AND TRANSFORMATION

An exclusive interview with Professor Richard FILAKOTA, Minister of Economy, Planning and International Cooperation.

Ambition Journal : Minister Filakota, what is the importance of digitalization for the Central African Republic’s strategy until 2028 and beyond ?

Prof. Richard FILAKOTA : Digitalization is a central pillar of our development strategy. It permeates the five pillars of the National Development Plan (PND-2024–2028) and acts as a lever for efficiency, transparency and innovation. Our vision is not just a digital state in government – we want a digital society that increases productivity, improves access to markets and enables young people to actively participate in the economy.

What is the significance of the Dûnîa platform in the general context ?

The Dûnîa is a central strategic instrument of our reform programme. It aggregates projects, increases transparency and supports the implementation of the National Development Plan 2024–2028. It symbolizes courage, innovation and national responsibility.

What does this mean in concrete terms for government processes?

We are modernizing all internal processes in our department. This includes the digitization of document management, HR processes, budget and project management, as well as automated workflows. A central digital project platform enables a uniform view of all ongoing initiatives and helps to use resources more efficiently and avoid duplicate structures.

How does digitalisation contribute to the involvement of international partners?

Transparency is crucial for investor and donor confidence. Digital systems provide verifiable data and allow for accurate monitoring of financial flows and project progress. This will make international cooperation more effective and credible.

What measurable effects do you expect from digitalisation?

We anticipate that administrative backlogs will be reduced by up to 70 percent, significant cost savings, and significantly improved management of international development funding. In the long term, we expect positive effects on growth and the investment climate.

What is your vision beyond 2028?

In the long term, we want to create a competitive and digitally integrated business location. Digitalisation is not an end in itself, but a driver of structural change, sustainable growth and international integration.

Since the investors’ meeting in Casablanca in September 2025, what exactly has changed there?

Casablanca was a breakthrough. On September 14 and 15, 2025, financing commitments totalling more than $9 billion were announced, accompanied by 18 memoranda of understanding signed with international technical and financial partners. This is historic. But commitments are only the beginning. Without robust coordination, transparency and reliable data, the effect may fade.

Your concept paper on Dunia is also a diagnosis of administrative bottlenecks. What are the most important obstacles in everyday life?

First of all, paper management: personnel files, leave requests, evaluations, mailbox and archiving – a large part of it is manual or in siloed tools. This leads to delays of up to several weeks, loss of documents and errors. Secondly, there is a lack of central control over tasks and schedules, which means that coordination remains stuck in the informal sphere. Third, budgeting, logistics, and inventory processes are not transparent enough. And fourth: without digital audit trails, reporting is tedious and traceability is low – this increases governance risks.

They even mention « black information holes » in the project landscape. What do you mean by that ?

In practice, each partner – donor, humanitarian organisation, technical agency – manages itsprojects and data separately. This creates information gaps for the state and other actors. We can’t always say precisely: which projects are underway where? What objectives overlap? Where do differences appear? This is not only ineffective in a post-conflict environment, it can also increase instability.

The newspaper reports that 15 to 20 percent of development finance could be wasted due to layoffs. This is a difficult figure.

This is a deliberately clear and problem-oriented estimate in the document. It describes the damage caused by duplication, poor coordination, and an incomplete overview – both geographically and thematically. When we talk about billions, 15 to 20% is not « noise », but a key national issue.

Their answer is an integrated platform. What is the heart of this project?

A modular and scalable platform – « ERP-like » in the sense of a digital backbone for the administration – followed by specific specialized modules for our departments. The whole is structured in two phases: first the transversal services, then the technical specificities.

Explain Phase 1: What will go digital first?

Phase 1 includes basic administrative services: human resources management (HRM), electronic document management (EDM) including digitization, task and ticket management, budgetary and logistical functions. In addition, a project management and monitoring module is already anchored here – because this is precisely where coordination and transparency have an immediate effect.

And phase 2 – what will change in terms of quality?

This is followed by the « Business » modules: macroeconomic modelling and analysis, NDP planning and project programming, statistical modules for surveys and dissemination, and cooperation modules for agreements, partners and NGO coordination. This will transform a digitalized administration into a digitally controlled economic policy.

One term stands out: « Central Project File » – the central register of projects. Why is this module so central?

Because it fills in the information gaps. The purpose of this register is to register all the projects implemented on our territory: State projects (PND-2024-2028) as well as projects of donors, technical partners and humanitarian actors. Thanks to consolidated, dynamic and geolocalized mapping, we are creating a common view of interventions for the first time. This reduces overlap, strengthens regional balance, and makes impact measurable.

In this article, you promise significant effects: 70% faster processes, 20-30% savings on operations, 85% fewer errors. Is this realistic?

These are target values derived from the expected effect of automated workflows, central data storage, and standardized processes. The decisive factor is that we link technology to clear process reforms and training. Digitizing the process without clarity is just a costly electrification of paper.

You address the issue of governance: corruption risks, traceability, trust. What will be different technically?

Full traceability through audit logs, role-based access control (RBAC), automated reporting according to international standards. In addition, a public portal for statistics is planned to reduce information asymmetries and broaden the basis for evidence-based debates. This contributes directly to strong institutions.

At the same time, the reality in RCA is: unstable power supply, irregular internet coverage. How do you plan to operate a « modern platform » under these conditions?

By deliberately thinking about the architecture in a robust way: modular, scalable, with hybrid cloud approaches and a focus on mobile and responsive access. The concept explicitly addresses infrastructure deficits – which is precisely why we need systems that cushion failures and enable use even under harsh conditions.

They mention international standards: ISO 27001, GDPR compliance, 99.8% availability. Why is this so important?

Because trust is the « exchange rate » of cooperation. When we ask international partners to share data and speed up financial flows, security, access control and availability must be fair. Standards provide a common framework for this – and they protect our sovereignty over national data.

Who is financing this? And what role does EDEN TiiiT play ?

The project is designed as a strategic partnership with EDEN TiiiT, including pre-financing during the start-up phase. At the same time, the concept explicitly invites UN agencies, the African Development Bank, the World Bank and key humanitarian actors to participate in enlargements – for example, in the monitoring of the SDGs and the integration of humanitarian projects.

It also feels like a cultural shift. How do you take employees with you who have so far worked in paper-based routines?

On skills development and accountability. Training, « super-user » profiles, support formats and a clear adoption objective are planned. The deciding factor is that people need to feel that the platform is taking work away from them, not that it means control « from above. » When processes become fair, fast, and traceable, acceptance increases.

Finally, what would be a visible sign for you in two years’ time that the project will succeed?

When we can determine in real time which projects are underway where, with what budget, what progress and what impacts – and when administrative processes no longer take weeks, but days or hours. And when our partners see that commitments like the one in Casablanca do not end up in files, but in measurable results for the population. That is the crux of it: turning promises into impact.