An inventory of the county office’s systems in 2–6 weeks: a register of systems and contracts, KSC/NIS 2 risks, a document-flow map for the migration, and a one-page summary for the board and the council. Below the public-procurement threshold.
- I reply within 2 business days
- First call: 30 minutes, no charge
- No access to residents’ data
What you gain. The documents are a tool, not the goal.
- Peace of mind during an auditDocumented due diligence: a written record of what you knew, what the options were and why you chose the one you did. For the Regional Audit Chamber (RIO), the Supreme Audit Office (NIK) and the council.
- A budget that stands up before the councilSplit into obligation and investment, plus the cost of doing nothing, presented in the council’s own language.
- An experienced lead for a project you haven’t run beforeOver 20 years of such projects, including in local government, alongside your own IT staff.
- Staff who’ll actually adopt the new systemA change plan, training and change ambassadors in each department.
- Less money spentYou don’t buy what you already have, and you don’t pay for contract variations covering integrations that could have been foreseen.
What’s ahead of you before the end of 2027. Every item starts with the same question: what does the office already have?
Obligations are piling up faster than the expertise needed to handle them. The inventory is the first step for every one of them, and it only needs doing once.
- An EZD-class systemrollout before 1 January 2028
- Migrating from EZD PUW to an EZD-class system is a chance to review the whole document-flow architecture — or to repeat the same mistakes in the new system. Choosing a specific system (the government’s EZD RP, developed by NASK, or another compliant one) is a separate decision. In a two- or three-person IT team, typical of a mid-sized office, what is usually missing is not willingness but someone who has already run such a selection and rollout and will take charge of the project. From the inventory: a document-flow and integration map, migration requirements, contract clauses.
- The 2027 budget draftdue by 15 November 2026
- The IT budget is a single line item, with no split between regulatory obligation and rising maintenance cost. From the inventory: a split into obligation and investment, plus the cost of doing nothing — the justification the treasurer and the council expect.
- KSC / NIS 2already in force
- Poland’s National Cybersecurity System Act and the EU’s NIS 2 directive impose obligations and penalties on public bodies that can’t simply be “handed to IT” — the organisation and its board are accountable. An independent advisor looks at these risks from the board’s perspective, not IT’s: identifying them and helping mitigate them, so the board has the arguments in hand when it needs to demonstrate compliance. From the inventory: a systems register and a risk register — the starting point for risk management.
- KSeFalready in force
- Mandatory structured invoicing requires integration with existing finance systems, not just buying a new module. From the inventory: an integration matrix with the finance system.
- e-Doręczeniaalready live
- Changing the channel for official correspondence touches registry and records-handling processes across the whole organisation, not just the front office. From the inventory: a map of which processes are supported by systems and which are not.
- Audits and inspectionsat any time
- A funding call requiring a diagnosis as an attachment, a Regional Audit Chamber inspection, or the departure of your only IT specialist — each of these raises a question nobody asked before. From the inventory: a documented justification for every purchasing decision.
- Central Register of Contracts (CRU JSFP)in force since 1 July 2026
- Without integration, this is one more manual burden: contracts must be reported within 30 days, and late or wrong entries expose the head of the office to criminal liability. The contracts register naturally connects to KSeF invoicing — an invoice belongs to a case in the EZD-class system and has to be linked to a contract and approved before it reaches the finance system. From the inventory: a map of that chain (KSeF → EZD system → central register → finance), who approves what and when data reaches the register.
- Access managementa KSC obligation
- Who has access to what? Without an orderly process for onboarding, offboarding and changing permissions, there’s nothing to show an auditor. From the inventory: a permissions register and a process for granting, changing and revoking permissions.
As of 24 September 2026. Sources: EZD RP (gov.pl), the Public Finance Act (Art. 238, draft budget resolution), the National Cybersecurity System Act, KSeF (podatki.gov.pl), e-Doręczenia (gov.pl).
The secretary doesn’t have to do this alone. The first such project in this office, but not the first in my practice.
The secretary is appointed to organise the office’s work. Today an EZD-class system rollout, a KSeF invoice workflow and e-Doręczenia all land on their desk — large IT projects, and even larger projects of changing how people work. Often the first such projects of their career, run with two or three IT staff who already have their hands full keeping the office running.
I bring over 20 years of experience in such projects, across different organisations and organisational cultures, including local government.
- I know which questions to ask before a decision is made.
- I run the change so staff actually adopt the new system: a communication plan, training, change ambassadors in each department, conversations with the unconvinced. I advise on the user-adoption strategy.
- I keep the vendor and the schedule on track, and the secretary gets short summaries and decides where it matters.
- I leave a paper trail for every decision, in case of an audit or questions from the council.
Procedures from the paper era. Followed out of habit, because “that’s how it’s always been done”.
In public offices, and also in professional self-regulatory bodies and similar institutions, many tasks are still done under procedures built for an analogue world. Often nobody remembers why they’re done that way.
FirstAn inventory and a description of the current state.
Then- what you could want in the first place,
- how to approach market research,
- which tools to use: case-workflow systems, a low-code platform, automating repetitive tasks (RPA), simple AI tools, or sometimes a plain document-management system is enough.
Knowledge of the market and of the available solutions is my greatest strength: it helps match the tool to the problem, instead of the problem to whatever tool someone happens to be selling.
What the board sees after 2–6 weeks.
A one-page summary you can put on the desk of the county head and the treasurer, a presentation for a board meeting, and a full set of documents for the next tender.
- Document workflow (EZD PUW)Front officesupported until 2027C
- Finance and accountingTreasurercontract until 2028B
- HR and payrollHRup to dateA
- Taxes and feesFinance departmentno APIB
- Land surveying and cadastreSurveyingup to dateA
- Invoice workflow under KSeFno ownergapD
| Your plan | What the board gets | Risk it addresses |
|---|---|---|
| Choosing and rolling out an EZD-class system | A document-flow and integration map, migration requirements, contract clauses. | Repeating the old workflow’s mistakes in the new system, paid contract variations for integrations left out of the contract, missing the deadline. |
| KSC / NIS 2 | A systems register and a weighted risk register. | Penalties and board liability for having no documented risk management. |
| Budget and the council session | A split of spending into obligation and investment, the cost of doing nothing, a one-page recommendation. | The council rejecting the spend, or objecting to a single unexplained “IT system” line item. |
| RIO and NIK inspections | Documented A/B/C/D categorisation and a justification for purchasing decisions. | A finding of mismanagement or unsupported decisions. |
Depending on the number of systems and departments. I confirm the exact price after a 30-minute call about the scale of your office.
- Below the public-procurement threshold. Ordered without a formal tender, under the office’s own internal rules.
- 2–6 weeks from signing to the board session, 1–3 days on site, about 10 hours of your coordinator’s time.
- No access to residents’ personal data. Work at the level of systems, contracts and configuration. A confidentiality agreement before the start.
What’s in it for the secretary, the treasurer and the IT manager.
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Secretary, mayor, county head
Responsible for an organisation with the problems of a mid-sized company — but without management experience in digitalisation, and without time to gain it by trial and error.
Gets: a one-page recommendation and a rollout schedule for an EZD-class system — a schedule they can manage without IT expertise.
Gains: someone leading the project and the change, not just documents.
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Treasurer
Has to defend the IT budget before the council — needs a split into regulatory obligation and investment, not a single “IT system” line item, and someone to prepare and present that justification alongside the board.
Gets: a split of IT spending into obligation and investment, plus maintenance costs, for the multi-year financial forecast. Also gets a justification for the budget draft and for the council session.
Gains: a budget that can be defended before the council and won’t spring surprises in the years ahead.
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IT manager
An ally, if the inventory becomes an argument for their budget — not an assessment of their past work.
Gets: a register, a repeatable methodology, and budget arguments, built together with them, not behind their back.
Gains: an ally in the conversation with the board and time to keep the office running.
The board is accountable to more than itself — it has to answer to the council, a body chosen in general elections. The hardest moment is asking for a bigger budget or approval for spending. An IT project then has to be presented in plain, understandable language, without technical jargon, so the council can make an informed decision. Krogis prepares the board for that conversation and — on its behalf — presents the council with the inventory, the risks, the cost of doing nothing and the justification for the spend: translating from the language of IT and regulation into a recommendation that will stand up before the council.
A small, concrete scope to start, widened as trust grows.
The same sequence has worked in local-government digitalisation: a narrow scope, to show results before a bigger decision is made.
- IT systems and process inventory 2–6 weeks A register of applications with owner, contract, licence, cost and end-of-support date. A map of processes and integrations. A risk register against KSC, NIS 2, e-Doręczenia and KSeF. A one-page summary for the board and the council. The full scope of the service
- Digital strategy and purchasing rules Timeline set after the first conversation A three-year roadmap split into regulatory obligation and investment. A budget split into investment and maintenance, ready to defend before the council. Purchasing rules introduced for system purchases — before the first request for quotations goes out.
- Preparing for the tender Timeline set after the first conversation A requirements specification, a purchasing matrix to compare offers, questions to ask vendors, and taking part in vendor meetings as the contracting authority’s representative.
- Your digital strategy advisor Ongoing advisory role Acceptance against agreed test scenarios, reviews of further purchases, keeping track of legal changes and the Ministry of Digital Affairs’ plans, preparation for the next wave of regulation — and when a bigger budget is needed, preparing the board for the conversation with the council about the necessity of the spend, and presenting that justification on its behalf.
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2008–2026
Local government
“The same operating model in every local government office — the same budget processes, public registers, departmental structure, procurement regime and regulatory pressure.”
18 years working with local governments on the strategy and architecture of a unified information-exchange platform that makes up a genuine e-office. Over 40 modules designed and implemented, including: EZD, e-archive, e-board, e-council, e-admissions, e-recruitment, public consultations, e-travel claims, e-training, councillor support, 12 public registers and two web portals. About 20 years of experience delivering projects for public administration and business.
What I hear from county offices before we start.
Recurring, anonymised themes from dozens of conversations about digitalisation — not quotes from any specific office.
“We have a dozen or so systems, and no one sees the whole picture — until something breaks or an audit arrives.”
“We know the IT budget is too low, but it’s hard to justify to the council without hard data on risk and the cost of doing nothing.”
“We’re more afraid of migrating years of archived data than of the new system rollout itself.”
“We’d rather see how it works in a similar office than take a sales presentation’s word for it.”
What public offices ask most often.
By when do we have to move from EZD PUW to an EZD-class system?
The date we plan around is 1 January 2028. The Ministry of Digital Affairs’ schedule is sometimes updated, so we confirm the date for your office at the start of the inventory. More important than the date itself: migration is the moment to review the entire document-flow architecture, not just move data.
Does the KSC Act (NIS 2) apply to our county office?
The amended National Cybersecurity System Act (implementing the EU’s NIS 2 directive) covers a wide range of public bodies, including local governments — it’s worth verifying scope and deadlines for your specific office, as the regulation and rollout schedule keep being refined. A systems inventory is the first step towards answering this question in practice, not just in theory.
Does the office have to roll out KSeF, even though it’s mainly a system for businesses?
As a VAT payer that issues and receives invoices, the office is subject to the same rules as any other entity — so the obligation also applies to local-government bodies, for their business activity. The key question isn’t “whether” but “how to integrate KSeF with the existing invoice workflow and the finance system”, so it doesn’t become yet another application silo.
How do we write a tender specification for an IT system to avoid vendor lock-in?
The key is to require the following clauses at the specification stage rather than negotiate them later: the right to your data and to export it in an open format, a described exit plan, open APIs, and in justified cases, source-code escrow. Without this, switching vendors a few years later means either losing data or being forced into an expensive continuation of the contract.
Where do we start digitalising the office when we have neither the time nor the in-house expertise?
With a small, time-boxed step that gives hard knowledge instead of another statement of direction — in practice, with a systems and process inventory, which takes 2–6 weeks and ends with a one-page summary for the board, not a months-long strategic project with no tangible outcome.
How do we accept a system from the contractor?
Acceptance should be based on test scenarios and criteria written into the tender documentation and the contract, not on a general impression. Before signing the acceptance report, check data migration, integration with the finance system and other registers, documentation, and staff training. Record any issues in the acceptance report with a deadline to fix them. A system is easiest to accept when the acceptance criteria were written together with the requirements.
How do we prepare a digitalisation strategy for the office?
The strategy should follow from what the office already has, not from a vendor’s catalogue. It starts with an inventory of systems, contracts and processes, then sets the target architecture, standards (such as a permissions model and requirements-documentation rules) and a roadmap split into statutory obligations and investments. A good strategy says what to do in the next budget and in what order, so the treasurer and the council can see the justification for the spending.
Let’s start with the inventory, before an audit does it for us.
- I reply within 2 business days
- First call: 30 minutes, no charge
- Nothing to prepare beforehand