The project is innovative thanks to the transversality generated, which eliminates borders between agencies and entities, and enables the standardisation and evolution of the form of attention to citizens, with the electronic validation of requirements prior to the citizen's attendance at the office. The new portal will allow the citizen to have a single point of access to carry out any procedure with the State Government, with the creation of an account where they can update their general data and keep track of their requests for procedures, with the certainty that the documentation will be correct at the time of presentation to finalise the corresponding procedure at the counter. The State strategy for the optimisation and digitalisation of procedures makes use of cutting-edge technology that ensures the identity of the citizen and the protection of personal data; in addition, the process includes the identification of apocryphal documents and reduces the materialisation of corruption risks.

Citizens and businesses: who contributed to identifying areas of opportunity in public services by conducting satisfaction surveys. Departments and Entities: areas responsible for the procedures and services included in the portal, which redesigned the process of receiving and validating requirements. IT team: technical staff responsible for requirements gathering, analysis, design and software development, in charge of executing the project.

Citizens and businesses: direct beneficiaries of the strategy, who save time and resources and enjoy quality services from their government. Public servants: users, administrators and operators of the system, who thanks to it can balance their workloads, plan their attention to citizens and offer better quality services to them. State government: the main stakeholder in the provision of quality procedures and services that improve citizen perception.

The portal was published on 30 August 2022 and as of 28 September of the same year 20,780 requests for procedures had been received. In the pilot area using the platform, the number of procedures in level 3 of digitalisation has so far increased by 12%, leaving only 5% in level 2. There are no procedures in level 1. Before the portal, the duration of procedures was not recorded, however, on average there has been a reduction of up to 40% of the time spent at the counter. The new appointment system measures the time a citizen takes from the time he/she is assigned an appointment to the time he/she completes the procedure, so this indicator can be properly measured. In terms of citizen satisfaction, the results of 334 surveys were as follows: 93.41% were able to complete their paperwork, 74.25% took less than 30 minutes, 89.52% were satisfied with the service, 86.82% gave the service a score of 8, 9 or 10, where 1 is the worst score and 10 the best, and 90.91% were attended to at the time of their appointment.

Challenges overcome:

• Standardisation of processes. Standardisation is not a simple task, as each area is free to manage its processes in accordance with current regulations. To achieve this, a detailed analysis was carried out and a robust and flexible process was designed that can accommodate all procedures regardless of their complexity and/or particularities.
• Implementation of a zero-paper culture. Out of habit, many areas maintain the use of paper in their procedures. This was solved thanks to the design of the process, which prevents both government and citizens from printing documents.

Challenges to be addressed:

• Outdated regulations. There are numerous procedures that cannot be carried out partially or completely electronically, due to restrictions in the regulations that support them.
• Lack of human resources. Some procedures cannot currently be integrated into the platform because the areas do not have sufficient staff to carry out certain tasks.

• Technical support. Provide support to users and maintenance of the system, to ensure its correct functioning and constant updating.
• Leadership. Given the objective of integrating procedures from many areas into the platform, it is necessary to have a well-established leadership to guide the implementation, monitoring of the project and, in due course, the updating and continuous improvement of the process.
• Human resources. The areas in charge of the procedures need to have staff assigned to the electronic validation of applicants' documents in order to maintain an adequate level of service.
• Change management. Since this is an evolution in the way the service is provided, it is necessary to train staff and strengthen the organisational structure and culture in order to make an orderly and efficient transition.
• Institutional values. It is essential to permeate them throughout the team, to achieve great synergy and enhance the results of the strategy.

The implementation of the project has a great capacity for replicability within the Government of the State of Guanajuato itself, as it can be implemented for all procedures and citizen services that require the delivery of requirements by the citizen and/or the generation of an appointment for face-to-face attention, regardless of the category of the procedure in question. Furthermore, the State's optimisation and digitalisation strategy has great potential to be replicated in other governments at all levels (local, regional and federal), since any procedure offered to citizens is carried out through the same process of publication, receipt and validation of requirements, and could be administered through electronic appointments. In both cases, we consider that the innovation has a great ability to be implemented on a large scale, due to its ease of use, the efficiency it brings to the process and the very favourable response obtained from users.

For the development of the first module of the system, the collection of information was carried out exclusively with the operational staff of the procedures, without the participation of those responsible for the process. When the module design was presented to those responsible for the process, missing operating rules were detected, which led to a need of reworking on the system. In order to avoid recurrence in subsequent modules, working and follow-up meetings were held with all those involved.

Once the system was completed, and despite being prepared for the publication of multiple procedures simultaneously, it was decided to begin by releasing a pilot within one area, in order to verify the correct functioning. As a result, some improvements were detected that facilitate the operation of the staff and increase the level of service to citizens. Another point is that, as a result of the comprehensive user testing of the system, a very low occurrence of incidents was recorded. This was due to the management of the project through an agile methodology, and an additional step implemented in the project to perform testing by the technical team prior to user testing. Another lesson learned was the good choice of the team to select the project leader due to their experience, technical knowledge and soft skills, which were key to successfully manage such a complex and demanding project.

The system was developed with Angular and SQL tools, this architecture provides a satisfactory user experience, since it provides an attractive and modern interface, and allows greater performance and speed of response in the information query. Furthermore, the information is centralised in a robust and reliable database, which guarantees the security of the information. In addition, with the intention of streamlining the operation of procedures at the counter, a shift system was implemented that also controls the time that a citizen spends from the time he/she is assigned a shift until the end of the procedure. This makes it possible to generate information for statistical analysis and control of the process.