 Good morning. Good morning. Distinguished attendees, as first Spanish speaker and also as Spanish CIO, I want to welcome you to Madrid and also to this event. I hope it will be useful for everybody. We have several days to exchange ideas and knowledge on a wide range of up-to-date topics as business transformation, risks, trusted technologies, cloud, big data, the internet of things and so on. As every aspect of today's organization becomes increasingly digital in their nation, businesses can no longer afford to architect merely for information systems without enough knowledge of all the possibilities that new technologies can provide. Today's digital businesses consist of a complex interconnected web that spans the entire organization to create a full ecosystem of internal departments and stakeholders, as well as external customers, partners, and even systems comprised of other machines and services. In this context and with these initial ideas, it is a great honor and a pleasure to have the opportunity to speak to you today on a topic I have become very passionate about, the reform of the Spanish Public Administration based on ICT technologies. There is a broad agreement that governments must adapt to meet the demands of the 21st century. In the last 30 years, most OECD countries have implemented measures to reform their public administrations. Some of these reform form part of a broad overall plans, while others focus on specific issues. In general, however, all stem from the need to curb the growth of spending as part of a process of fiscal consolidation. Although it is increasingly the case that reforms are aimed at achieving a sweeping transformation of public sector government to improve its effectiveness, quality, and efficiency, and thus better respond to the nation's requirements. In terms of public expenditure in the European Union, government spending represents half of the entire economy. If one of the strategic variables of economic development is national competitiveness, an organization that accounts for 50 percent of GDP must be competitive. Evidently, government plays a major role in every modern society, and the welfare state is one of the pillars of the social system of European economies. Public services must be provided with maximum efficiency and quality. There is nothing more antisocial than government inefficiency because public goods and services are paid for with the taxes raised from the whole population. Consequently, the reform of government arises from the need to improve its efficiency. In view of this priority goal, a concept that is increasingly accepted in OECD countries is that of open government, according to which government administration should be based on the values of transparency, accessibility, and responsiveness to new ideas and demands. Thus, the administration should be at the service of the country's citizens. In short, reforms should be made, not just to improve government efficiency, but also to change the focus of the administration. Innovations such as e-governments seek not only to do the same bureaucratic procedures online, but also to use the internet to provide new and necessary public services. The government of Spain is quite conscious about the necessity to reform the public administration to achieve more efficiency, openness, and promote competitiveness, created a special commission named CORA to carry out what is the biggest audit in the public sector in Spain. This commission for the reform of the public administrations comprised four subcommissions. Two of them took ICT as the basis to carry out most of their proposals. One of them was focused on administrative simplification. Its purpose was reviewing the bureaucratic barriers of the administrative procedures with a view to simplification that benefits citizens. Particular attention was given to the administrative procedures to start up businesses. The other one was the subcommission for common services and resources. The objective of this subcommission was to centralize management processes that could be unified or coordinated to maximize public resources. For this task, it was indispensable to study successful models implemented in Spanish business holdings that provided information and collaboration. Both commissions submit progress reports periodically at commission plenary sessions. The report issued by the commission to reform the public administrations, CORA, recognized that the key role of ICT as 60% of the proposed measures include new technology as a basis for the reform. This is a very important milestone for the Spanish public administration as the government recognized the great importance of ICT for modernization of the public sector in all the domains of its responsibility. Regarding the governance and organization of ICT in the Spanish public administration, the CORA report revealed the existence of a great degree of autonomy in the functioning of the ICT in the central public sector. This situation led to a high degree of autonomy in the budgeting of funds and ICT resources. ICT units take the spending and investment decisions which have led to a high dispersion of resources and a force in ICT. In particular, we have to face dispersion of ICT decision making throughout different organizations. Second, different contract criteria and multiple approving authorities with barely ICT coordination. So far, nearly all ministerial coordination units have focused on the administrative processing of ICT procurement and not on the study of the real use of ICT in their departments, nor their deficiencies, necessities or potential improvement that ICT could bring. Third, insufficient digital driven patterns with various degrees of lack of coordination amongst administrative and ICT units. Nearly all ministerial coordination units have focused on bureaucracy after decision making and such decisions are made in fragmentary contexts without a general overview of the availability of resources and ICT opportunities in the overall administration and closely linked therefore the availability of credit instead of taking into account an objective assessment of necessities and priorities. Fourth, under use of some ICT infrastructures and services and finally redundancies of ICT infrastructures and services at the same time and just some figures about ICT in the state public services which is my responsibility, not regions nor municipalities. Over 160 ICT units, over 14,000 employees under these units, over 260 data centers with over 20,000 square meters. In order to correct these witnesses, the commission proposed a redesign of the ICT governance and organization in the Spanish central administration. In this context the Spanish government wished to establish ICT as the pillar of the pursue and achieve the improvement of public services and it created the position of the information and communication technologies director for the Spanish public service, Spanish government CIO. The Spanish CIO depends on both ministries, the ministry of finance and public administration and the ministry of presidency which shows the great political backup to this position. When in October 2013 I accepted the challenge of being the first Spanish CIO it was very clear to me the enormous and very complex work that I would have to face and now I know I was right. Now I understand that the complexity is not so much a consequence of technological challenge but rather the result of the creation of the crossover structures between the various divisions of the Spanish public services which have a long tradition of fermented structures and ICT units with a great autonomy of decision making. In spite of these difficulties I can assure you it is still a great adventure. Since I was appointed we have carried out several changes in the ICT governance model within the central administration. In our past governance structures we had the body called the Higer Council of Electronic Government certainly performing a valuable coordination work but with a lack of real executive powers its guidelines and recommendations involve no real obligation to comply them. In the new governance scheme the responsibility for creating the ICT strategy of the general state administration lies with the CIO who has the role to design it together with the ICT strategic committee. This committee can meet in a plenary session headed by the minister of finance and public administration comprising the under secretaries of the different ministries and the secretaries of state of public administration telecommunications and information society and social security. The ICT strategic committee can meet in a more operative session through its steering committee headed by the CIO to serve the plenary as an instrument to guarantee an effective and agile implementation of the ICT strategy. Furthermore the CIO is assisted by the management committee for ICTs a support body comprising the domain CIOs for every department. Last but not least in each ministry there will be a ministerial committee for digital administration responsible for the coordination and promotion of the digital services within its main. But in addition to reform the organization we know we now have a new governance model based on five pillars. First a common ICT strategy approved by the government which has to be accomplished by all ICT units. Second increasingly central control the new model intends to centralize ICT decision-making. This will do it gradually through a new tool a tool that we have called the share services statement that has to be adopted by the ICT strategic committee plenary session. Third mandatory use of share services. Fourth promote innovation and digital transformation. And fifth cost-cutting through centralized control of ICT procurement to align to align it with the ICT policies to aggregate and to plan all the needs of the government as a unique customer facing suppliers. As still I'm leading now in a department responsible for consolidating and developing a catalog of horizontal services including common building blocks for the provision of common services to the administrations as a whole as well as streamlining the development of infrastructures and domain specific services. This model will achieve economies of scale by consolidating infrastructures services and procurement. Moreover this structure allows more effective management of ICT in the general state administration through the consolidation of infrastructures and common services data processing centers internal communication networks and voice and data communication and the integration of ICT at the highest level in all developments regulatory and otherwise equally it will help to establish and adopt a comprehensive ICT strategy throughout the general state administration. Organizing ICT in the general state administration will also require the consideration of a redesign of the ICT personal structures of departments and the definition of those functions to be performed by general state administration personnel and which ones must be supported by external companies. Regarding this issue a great value and strength of the Spanish central administration is the existence of a corpse of civil servants specialized in ICT management who possesses a high level of technical training and knowledge of the administration but not everything can be organization and governance let's talk about concrete measures and projects adopted so far in the new organization. A very important question to ask me in this moment is what we have achieved until now. A cornerstone of our strategy is the consolidation of common assets and services in information technology and communication to avoid duplication and make them more efficient. In this regard I would like to highlight three of the most ambitious projects that have started since the directorate of ICT was created. First the consolidation of the telecommunications networks in the central administration. This project in its first phase of two is going to say it's going to provide savings up to 125 million euros over 40 percent but benefits go far beyond the savings. Before the project we could find that in the same building there was different communications line because they belong to different ministries what was extremely inefficient. Now we will only have one telecommunication infrastructure per building moreover the capacity to manage to manage the telecommunication within the administration has been reduced considerably as now we will have to manage just one contract instead of 200. Second the consolidation of more than 260 data centers existing in the central administration right now with the goal of reducing them by 95 percent. We want less than 20 data centers in the state general administration only the energy savings will be very important in addition to those the fire fighting system buildings physical security and other facility of data centers. In third place in the framework of the national cybersecurity strategy we are also carrying out a project to standardize and strengthen security through a shared platform that protects the central administration ICT systems with two great advantages more securities and fewer costs and this will be possible thanks to the consolidation of communications with one network that will only have two shared internet accesses points instead of hundreds. Also further progress is needed in the standardization of services and internal processes in the administration so that the organizational complexity of it is not a barrier in the relationship with citizens. In addition I am particularly proud of the high level of cooperation shown by the by the various ministries which has allowed us to initiate projects as the clave project which provides to all the administrative units a unique identification system for citizens much simpler than the previous system for identification. With this new identification service citizens can access digital public services without having to remember any password. Specifically since it start up in November 2014 the service has been used by more than 600,000 people accessing two electronic public services. Now is the time to talk about the future and our roadmap to advance in the digital transformation of the Spanish public administration. In Spain 96.1% of citizens have mobile phones 53.7% use smartphones or smart tablets 50% use social networks and 45% use online banking for young people these percentages rise considerably reaching 90% of young people with social network profiles and 53.6% using online banking. In the following years we will see how these numbers increase dramatically. In the case of companies from multinational to smaller meeting enterprises they increasingly depend more on an intelligent use of information technology which is now an important critical factor for the continuity of the businesses. Given this scenario the administration has to position itself at the forefront in the usage of new technologies to guide the Spanish society and economy. It must be able to adapt to new demands in an agile way, provide information and digital services anytime, anywhere and most convenient way for citizens and public employees as well as enabling communication channels for citizens to participate in the definition and the design of public services so that they are better suited suited to their real needs. In order to achieve all the same it is necessary to pursue the transformation and become a digital administration. We have an ICT strategy for the public sector digital transformation about to be approved by the council of ministers. Our vision in the strategy is that for the 2020 the Spanish administration has to be digital so that information technology and communications are so integrated into the organization that citizens and businesses prefer to relate to the administration digitally as the most simple and intuitive way to do it. There is a smooth collaboration with stakeholders to provide a comprehensive service to the citizen, continuous innovation and transparency of administrative processes that generate internal efficiencies and increase productivity in public employees. To undertake this transformation we must remember the starting point, Laos 11, 2007, gave us a big boost to the modernization of the Spanish administration to establish the right of citizens to interact electronically with the administration. Such a promise assumed the corresponding obligation for the administration to introduce electronic media at different stages of administrative procedures that involve interaction with citizens. Thanks to the effort made at present, Spain is at the top of the European Union in availability of public services online according to the studies of the European Commission and the United Nations. Although the external interface of public services has been digitized for the most part, internal processing by the administration has not evolved in the same way. Digital administration requires also comprehensive redesign of processes and services as well as reviewing existing organizational approaches, which involves not be realizable without corresponding cultural change. Also, it is necessary to refine and improve digital public services to suit the needs of a changing environment. To do this, we must place the end user in the central focus of the design of public services. For this process of digital transformation, it is necessary the participation of decision makers at the highest level. Furthermore, stakeholders within the public and private sectors are key for it to success. Only if we all work together, we will succeed together. Thank you for your attention. Now I will be happy to answer any question about the process of transformation of any of ICT consolidation measures. Thank you very much. That was a very interesting and insightful look into what you're trying to achieve in the Spanish government now and congratulations on your role. The first Spanish CIO. Thank you. That's a challenge, isn't it? We got some questions from the audience and I'll be asking them, but it's not my question, it's theirs. One of the questions obviously with this audience is have you used any formal methods for enterprise architecture in this process? Any formal methods for enterprise architecture? Yes, we have studied different countries models and we have studied different multinational models, Spanish multinational models, and then we have to adapt these experiences to our particular case. We have seen that different countries have different models. We have seen from model that the CIO is a single prescriptor to another model in the other stream that the CIO is a manager of the ICT, for example in some region in Spain, in Galicia. In this between both streams we have found models in which all the ICT has been externalized and the administration has kept only a few personal, few people to manage all of these externalized projects. In our case, as I have said, the contest was that we have a lot of people specialized in ICT, so we have to find a model where we take advantage of these people, so we have to combine to externalize the operations with the internal management of the higher level activities. Thank you. Yes, as I said in my opening, there are many governments that have taken advantage of formal methods of enterprise architecture and the standards of this organization in particular. I welcome the opportunity to come and talk to you more about those if that's possible. Thank you. So a lot of the savings that you're going to achieve would inevitably involve people. How difficult is that in the environment of the EU in general, in Spain in particular? Sorry. How do you achieve savings of people? Given the labor laws in Europe? I'm not sure I am understanding. Saving of people. In your savings that you will make, there will inevitably be some people whose jobs are replaced. Yes, thank you. If you have achieved that effectively through the reorganization of people, you can achieve a series of savings within the organization. Thank you. Thank you. The model to reform the administration is to reassign the people to those activities that give more value to the department they are working for. For example, in the case of the telecommunications, we had over 200 people spread around the units dedicated to support communications. After centralizing this service, we have got not only savings, as I have said, we have got over 40% savings compared to what we were spending. Even we are going to give the service with around 20 people. We are dividing by 10 the people we need to give the service. The proposal of CORA was to reassign these people to this new service provider unit. The rest of the people have to be dedicated to another mission, to another work, looking for giving more value to the organization. Thank you. That is what I would have expected. How do you measure progress as you move forward? How do you measure progress on your journey? Okay. To measure the progress in the administration, as I was speaking with Juan before, it is more difficult in a company because the times are slower than in a company. All the decisions that look to establish a crossover structure are very difficult. In fact, in the governance model, we do not have a real or an organic dependency of these units from the CIO. We have a functional dependency from the CIO. Every unit has its own ERP of IT governance. To implant a crossover IT governance tool is being a very hard work. By the moment, we are working with asking data and consolidating data, but we cannot extract the data of how we are advancing from the system by the moment. We are working in implanting this IT tool to get a vision, an integral vision of all our capacities and how efficient are every unit. Yes, thank you. Many of our organizations, government and companies will share the pain of how difficult that is, but obviously in government, it has an added dimension that it is more difficult to break this down. I think I would like to thank you for sharing with us and having such an insightful discussion with us. I would like to speak to you at some further stage on enterprise architecture and some of the standards that may help in the moving towards your vision of 2020. For the time being, thank you very much. Thank you.