1. Agenda 9:30 9:50 Bienvenida al evento. D. Munir Ismet, Senior Vice President Public Sector GBU, Oracle EMEA 9:50 10:20 Línea Madrid D. José Nuño, Director General de Calidad y Atención al Ciudadano, Ayuntamiento de Madrid 10:20 10:50 Smart Cities Concept D. Geoff Linton, Global Leader ORACLE's Solution for Smart Cities, Oracle 10:50 11:20 La externalización de procesos: soluciones globales, un valor seguro para el ciudadano D. Guillermo Pérez, Jefe de Producto, Eulen 11:20 11:50 Café 11:50 12:20 Administración digital en las grandes ciudades: estrategias y actuaciones en el Ayuntamiento de Madrid D. Antonio López Fuensalida, Director General de Desarrollo de Tecnologías de la Información, Informática Ayuntamiento de Madrid (IAM) 12:20 12:50 GOBLONET: La red social de la FEMP. Una herramienta para los gobiernos locales en red D. Antonio Díaz, Coordinador Area de Estudios, Estrategia y Formación de la FEMP 12:50 14:20 Mesa Redonda Moderador: D. Julio Moreno, Informática El Corte Inglés (IECISA) Con la participación de los Ayuntamientos de: Lérida Madrid Málaga Valencia 14:20 15:20 Cóctel

2. Introducing Concept of Smart Cities Munir Ismet - Vice President Public Sector & Education and Healthcare Industries Oracle, Europe, Middle East, Africa

9. Key Elements of a Smart City Insight Target Collaboration Accountability Unlocking Potential

13. Smart City / Community Management Excellence Operational Excellence Front and Back Office Services Integration across other Public, private and 3 rd sector partners Fully integrated Services Community Led, providing push and pull access to personalised services based Knowledge and acumen Efficient Informed Smart Effective

14. Journey to Smart City / Community Departmental Focus Front and Back Office Integrated Services Smart Communities Traditional model where each service department (e.g. social services, environmental services) acts independently. At this stage there is no separation of front and back office tasks Common corporate standards are put in place to improve quality and consistency of customer contact . Each Department retains responsibility for handling customer contacts. Separation of front office and back office tasks within each department. Development of departmentally based contact centres Consolidation of departmental front offices into centrally managed, unified organisation wide contact facilities which handle all initial contacts with the organisation. Integration of organisation front and back offices. End to end transformation of services which allows the organisation to provide a holistic, integrated service to the customer Working with other public, private and 3 rd sector partners to bring together services using common technology, facilities, processes and / or staff. ‘ One Council’ Shared Front Office Customer Focused Department Departmental Smart Community Local Partnership Bringing together intelligence across other public, private and 3 rd sector partners along with operational excellence in outcomes delivery to lead and manage place Efficient Effective Informed Smart

15. Public Sector Policy Dynamics Policy Owners Departmental Executive IT Cell Centres Drop-in Locations Partner Agencies Self Service (Web) Field Workers Business Units Applicants/Citizens/Agents Legislature Shared Services

16. Public Sector Policy Dynamics Align execution with strategy Achieve visibility of policy implementation Ensure consistency of policy implementation across channels and geographies End Goal: Provide consistent services and information that accurately reflect current legislation and policy Advise on impact of policy changes Enact legislation Eliminate ambiguity and reduce cost of IT requirements gathering Implement cost-effective technology solutions that comply with established enterprise architecture standards Policy Owners Departmental Executive IT Cell Centers Drop-in Locations Partner Agencies Self Service (Web) Field Workers Business Units Applicants/Citizens/Agents Legislature Shared Services

17. Smart Activity in the Community Books of record Community and Contributions Knowledge Delivery Appropriate Action & Outcomes Validation & Synthesis

18. Smart City – The Oracle Approach Single non-emergency number - SNEN Applying for multi departmental services which are managed as a Case by the systems 2 way interaction - Reporting faults / Enquiring about services Secure and Safe online payment of taxes and other bills Communicating emergency situations and suggesting remedies i.e. Swine flu Understanding the citizen and proactively offering / communicating interesting topics / services

20. Local Government IT in the 21 st century Do more with less  harsher economic climate More effective and efficient service delivery More transparency and accountability Adapt to changing demographics (young, elderly, unemployed) A modern IT infrastructure that is agile and future-proof Better use of heterogeneous IT assets

22. Example Smart City – New York

23. Smart City… Smarter City… What you should be looking for? This is a journey , be prepared to stay for the long term. Choose your partners carefully. You will need to work together for 3-5 years. Choose open and standards based solutions. Learn from others’ experiences. Spend time to define your vision . Think big , this is a long term investment. To be a Smart City is one of the best, long term investments that a City can make for its citizens and visitors . Start where it suits you and matches your own organisation’s priorities.

25. Oracle’s Solution for Smart Cities