This is a pioneering initiative in the use of data, which integrates algorithms as a means for better public control, promoting the fight against corruption. The 5 dimensions on which it is structured allow for a parallel advancement and institutionalization (strategy, data, people, technology and governance) to consolidate a modern state that is close to the citizens. It boosts the modernization of the State Administration by establishing a new way of interacting with citizens, making CGR's initiative a benchmark in the country.

Citizens: They have participated in the design and testing of initiatives by using clear language and to focus the CGR's work on issues of interest to them.
Government officials: permanent roundtables for the exchange of information and an active network of coordination and integrity with government internal controls.
Civil society organizations: both in terms of what to audit and what information to make available, they are convened through a consultative body.

Citizens: will have permanent access to public control information with all the standards of open government.
Government officials: they will be able to process electronically with CGR, and also consume control information.
Civil society organizations: improve accountability performed by the CGR.

• Development of a new professional profile
• Modification of the audit process and methodologies.
• Modification of legal and accounting control.
• We improved the way we relate to citizens, through a clear language and transparent processes.
• Annual performance indicators.
• Permanent accountability with government agencies and civil society.
• Increase in the use of documented data
• Expand the group of people specialized in the use of data.
• A more participative citizenship in the fight against corruption.

By the beginning of 2023, 50% of CGR staff will use data in their processes. An annual average of 680 audits will be planned with the use of data (25% today). All services interoperate with CGR electronically.

• Resistance to change
• Lack of access to data from the entire State Administration.
• Low technological status of the Administration for interoperability
• Siloed performance on the part of the Administration
• Problems in data integration and quality
• Updating, documentation and unification of the internal technological ecosystem for data.
• Delays in the delivery and integration of information
• Lengthy time to retrain people
• Difficult balance between maintaining production and innovation.
• Through an internal and external change management strategy, with a large number of hours dedicated to disseminating and explaining the project. In addition to the incorporation of stakeholders in the design of the projects.

Infrastructure and support services: system documentation and timely IT maintenance and support are key; furthermore, IT support is key.

Policies and regulations: constant updating of policies is necessary as the project progresses.

Leadership and guidance: the project has advanced only thanks to the structuring of a transversal team in the institution, with the participation of different roles.
institution, with the participation of different roles.

Human and financial resources: traditional recruitment and training processes need to be updated. In addition, account plans should consider licensing and data protection as an asset and not an expense.

Personal values and motivation: the project must be connected to the strategy, institutional values and must incorporate the view of the integrity system.
must incorporate the view of the integrity system.

The dissemination of the project to other services of the Administration and to other GCR has taken several meetings and exchange of experiences.
The multidimensionality addressed by the project rectifies the traditional action in IT projects, in which only the technological layer is developed.

• Active participation and consultation with external stakeholders.
• Addressing hygienic aspects of the project is key.
• Dissemination is an asset and not a waste of time.
• Involvement of managers is vital in the development, considering not leaving anyone behind.
• Technological decision making must consider the needs of the people who perform the day-to-day work daily tasks