The document summarizes Stockholm's efforts to reduce congestion and emissions through a congestion charging system. Some key points: 1) Stockholm introduced a congestion charging zone in 2006 with fees during peak periods to reduce traffic in the downtown area. This led to a 20% decrease in traffic and improvements in air quality and accessibility. 2) Exemptions and discounts are given to low-emission vehicles like electric cars. Sales of these clean vehicles have increased in Stockholm compared to the national average. 3) Public opinion surveys showed opposition to the charges dropped from around 50% to 25% as people saw the benefits of reduced congestion and better public transport options. 4) Traffic and emissions data

1. Gunnar Söderholm
Director, Environment Administration, City of Stockholm
Smarter Transportation

3. Goals and achievements
Tonnes CO2-ekv per capita
6 5,3
5 4,5
4,0
4 3,0
3
2
1 Fossil fuel free
0
1990 2000 2005 2015 2050
Real Development Goals

4. Primary objectives of
congestion charging
• Reduced
congestion
• Increased
accessibility
• Better
environment

5. • Improved public
transport 22 Aug 2005
• Congestion charging
3 Jan-31 July 2006
• Referendum
17 Sept 2006
• Restarted 1 Aug 2007

6. Congestion-charging zone

7. Congestion charges and times
PEAK PERIODS
7.30-8.30 a.m., 4-5.30 p.m SEK 20 €2
SEMI PEAK PERIODS
7.-7.30 a.m., 8.30-9 a.m.
3.30-4 p.m., 5.30-6 p.m. SEK 15 € 1,5
MEDIUM-VOLUME PERIODS
6.30-7 a.m., 9 a.m.-3.30 p.m.
6-6.30 p.m. SEK 10 €1
MAXIMUM CHARGE: SEK 60/day €6
Evenings, Saturdays, Sundays, holidays: NO CHARGE

8. Vehicle identification process
Distance between center of gantry
and equipment suspension points The Switch (S) shall be mounted
above and not more than 500 mm
1300 1700
from the TXes
Height to Registration Unit (not applicable for MR)
suspension point RU RU
DBLS
50 31
TX / R /
MR
Height to Registration Unit
Height to
Height to Radio suspension point
detection sensor
suspension Communication
6500 6500 6300 6500
points equipment
5500 Minimum suspension points 5500
headroom Minimum
headroom
25 Road Surface
Distance defined
1700 by detection
sensor bracket
10000 10000
Distance between suspension point Distance between suspension point
of Registration Unit and center of of Registration Unit and center of
middle gantry middle gantry

9. Congestion charges
• 20 % decrease in traffic
• 10 – 14 % decrease of
emissions
• 2 – 10 % better air quality
• Less human exposure
• From huge opposition to
broad majority in favor

10. Passages entering/departing the
congestion-charging zone 06:00 – 19:00
600 000
500 000
400 000
300 000
200 000
= month with congestion tax
100 000
-
jan feb mar apr maj jun jul aug sep okt nov dec
2005 2006 2007 2008 2009

12. 1-
31
/7
0%
2%
4%
6%
8%
10%
12%
14%
16%
20
0
au 6
g-
07
se
p-
07
ok
t- 0
7
no
v-
0
de 7
c-
07
ja
n-
08
fe
b-
0
m 8
ar
-0
8
ap
r-0
m 8
aj
-0
8
ju
n-
0
au 8
g-
08
se
p-
08
ok
t- 0
8
no
v-
0
de 8
c-
08
ja
n-
09
fe
b-
0
m 9
ar
-0
9
ap
r-0
Share of Clean Cars Exempted
m 9
aj
-0
9
ju
n-
09

13. Sales of Clean Vehicles
Sweden & Stockholm Region 2001–2008
40%
Goal 2010*
35% Citycars
Market Share
30%
25% E85
20%
15% Methane
10%
5% Electric and Hybrid
0%
2001
2002
2003
2004
2005
2006
2007
q1 2008
2009
2010
National goal – all cars fossil free 2030 *(Stockholms Miljöprogram 2008–2011)

14. Public Opinion 2005 – 2007
80% 75%
70% 65%
60% 51,50%
45,80%
50% Dec 2005
40% 35% 17 sep 2006
30% 25% Dec 2007
20%
10%
0%
Yes No

15. Why was the trial a success?
• It worked technically
very well
• People have known
what to do
• The traffic effects have
exceeded the expectations
• People have seen the
benefits by themselves
• Continuously measuring
didn’t give room for rumour
• People have been prepared
to change their minds

16. Infrastructure Investments
New tram lines
New
commuter
train tunnel
under the
inner city

17. How can we use information from the
congestion tax to improve service to the
citizens and the city?
• Traffic measurement
• Traffic information by
ITS-solutions
• Air quality supervision
• Better traffic planning

18. Rick Tomlinson / Volvo Ocean Race
Information on the web:
www.Stockholmsforsoket.se
www.transportstyrelsen.se
www.stockholm.se

19. Leveraging our Transportation Hub to
become a Green AirportCity
SMARTER CITIES FORUM – IBM
Berlin, 24 June 2009
Berlin, 24 June 2009
Jonas van Stekelenburg, Business Development, Schiphol Group

20. Schiphol Group
Amsterdam Airport Schiphol is Schiphol Group’s key asset: a strong Hub airport in Europe with all key
infrastructure in place
Company overview (2008) Key infrastructure
 #5 airport group in Europe with 50.1 million PAX (1)
 #3 for cargo with 1.6 million tonnes
 Voted #1 airport in Europe for quality of service (2)
 Revenue: €1,154 million
 Operating result: €294 million
 Investments / Capex: €350
 Passenger distribution Amsterdam Airport Schiphol:  Terminal with 7 piers  5 main runways
Transfer  199 aircraft stands  Nominal capacity:
43%
(96 connected, 103 remote) 110 ATM / hour
 Capacity: 60 million PAX,  2008: 428k ATM
extendable to 65 million
Origin &  Cargo capacity: 2 million
Destination tonnes
57%
(1) In 2008 (in Europe), including 47.4 million PAX via Amsterdam Airport Schiphol
(2) Source: Business Traveller 2008

21. AirportCity
City without housing but with a strong business concept
We aim to facilitate high valued economic clusters
Companies that contribute in more than one way
Locations as PMC’s / workplaces in the creative city

22. Strategy
Strategic focus based on two pillars: profit + social responsibility
Aviation
Socio-economic function AirportCity Entrepreneurial management
Real
• ‘Serving The Netherlands’ Consumers • Competitive and innovative
Estate
management, pro-active, client
focused, lean & mean, inspired and
• Schiphol as an important driver for welcoming
Socio-economic function
the Dutch economy and the regional
competitive position
• Financially robust corporation
Entrepreneurial
management
• Schiphol as a sustainable and
efficient multimodal hub which • For the short term focus will be on
connects The Netherlands with the cost reduction, for the long term on
rest of the world reduction cost per WLU
• Anticipate on future selective growth • Apply aviation charges as an
by countercyclical investments in instrument to improve competitive
capacity and quality position in Europe
• Corporate Social Responsibility • Variable return Aviation is
 Safety acceptable, provided that in the long
term the WACC will be met
 Sustainability
 Innovation
• Consumers and Real Estate must
 Public support realise economic profit
1 Based on notional value including hedged amounts

23. The Goal
The Airport’s next challenge is green
Green AirportCity
ty
Ci
t
Sustainability as new focus
or
rp
Ai
n
ee
AirportCity (1990’s – now)
Gr
to
b
Business model of the Airport
hu
n
tio
rta
po
Mainport (1980’s – now)
ns
tra
Economic impact of the airport on the region
om
Fr
Airport (1920’s – now)
From national infrastructure to hub in a global alliance

24. The challenge of becoming green
Securing our license-to-operate whilst growing and retaining our reputation
• Mitigating risks:
 By 2020: 20% renewable energy THE AVIATION INDUSTRY
 By 2012 CO2 neutral for our own activities IS RESPONSIBLE FOR
 Climate adaptable airport
2% OF CO2 EMISSION
WORLD WIDE GROWING
• Competitive cost level TO 3%
 Contributing on core activities and cost efficiencies
• Creating preference for Schiphol
CO2 EMISSION SCHIPHOL BY
 Enhancing brand value for customers and employees
ACTIVITY:
 Differentiating products Energy
20%
• New options Aircraft
 Innovation through partnerships 50%
Traffic &
 New products & markets Transport
30%

25. The Solution
Leveraging our AirportCity hub into an innovation cluster
Sustainability challenges
Market / Reputation challenges
Markt/Relatie kansen 60 ha
airport
Climate
Water
Quality
Change Water
(adaptation)
Cluster Water Climate
Water Quality Change
Air Quality (adaptation)
Quantity
(NOx etc)
Next step CO2 Water
Air Quality
AirportCity emission Quantity
(NOx etc)
License to Noise Sustainable
operate mobility
Next step
AirportCity Sustainable
Energy
Demand market & government Sustainable
License to Noise
Green operate Airport
AirportCity Cluster
Research
Business
Innovation
Cluster is also a network and community which
will scale up innovations at the airport

26. Creating a network
Through teaming with others, enabling new technologies and by building a reputation
Partners joining:
- Universities of
Delft and
Wageningen,
TNO
- Municipality,
Province and
relevant
Ministries
- KLM, Rabo and
Imtech
- Dutch Water
Technology
partners

27. Projects are under development
Focus
- Introduction emission measuring and an emission
database
- Sustainable mobility concepts
- Photovoltaic energy
- Biodegradable use of airplane de-icing liquid
- Development of an energy and drink-water producing
AirportCity area
Partners: Imtech, ProRail, TuDelft, Norit

28. At the beginning: start of process was solving a problem
EcoBarrier in combination with area development

29. Branded sustainability
Get a hold on changing meanings
Enhancing value creation
The community theGROUNDS
drives sustainability

30. Summary
Area development by growing communities. Sustainability through branding.
New opportunities through teaming with partners
• To become a global platform where today’s issues of sustainability in the total domain
of aviation will be addressed, Schiphol Group strives to create a community where the
highest knowledge is translated into state of the art new products and business
concepts. The community and it’s members aim to create solutions for sustainable
AirportCities of the future. Not just talk: “connect to transition”.
• The community will be both a substantial cluster agglomeration where parties meet
and co-create, face-to-face as well as a virtual cluster community.
• Parties that participate in this sustainability push are governmental agencies,
knowledge centers and businesses. The theme of a sustainable AirportCity includes
sustainable water and energy management.
• Seeing the many implications of words such as “sustainability” and “innovation”,
Schiphol Group has chosen to create it’s own brand: theGROUNDS which will evolve
through time.

32. Dr. Götz Bieber
Head of Department Teacher Training, Teaching and
Management Staff Qualifications Ministry for Education,
Youth and Sports of the State of Brandenburg
Smarter Education

33. Reinventing Education in
Brandenburg - ONLIFE
Online teacher collaboration to promote
the personalisation of teaching and
learning in schools

34. Demographic development in the Federal State of
Brandenburg

35. PISA 2003-2006
Percentage of
pupils who use
computers
regularly at home
and at school,
according to the
PISA study of
2006 and 2003
source:
PISA-Konsortium
Deutschland: PISA
2006. Die Ergebnisse
der dritten
internationalen
Vergleichsstudie.
S. 280

36. Reinventing Education
ONLIFE based on 'Reinventing
Education'
2005-2007 – ONLIFE-development
Project
2008 ONLIFE-transfer project
Change Management
Technology
(IBM International Foundation)
Evaluation
Content (University of Potsdam)
Teacher Networks
(Federal State of Brandenburg,
LISUM)

37. Results
>250 teachers joining ONLIFE workgroups
>25 active working groups
Activity level +70%
Working groups self–organising with an increasing
number of online chat sessions
New topics/groups joining in

38. Lessons learned
Adoption of technology needs accompanying
change management effort
Moderators are key for acceptance and long-term
integration
(Online) collaboration must become part of
teacher professional development
Budgetary frameworks must take into account the
requirement for investments in technology

39. Next Steps
ONLIFE integration into the new Berlin
Brandenburg education server infrastructure
Future use in e-learning development projects
Teacher professional development to include new
tools to become more effective
Continuous expansion of working groups and
topics

41. SmarterCities
Berlin, June 23-24, 2009
Lars Clausen
Executive Vice President,
DONG Energy

42. DONG Energy is an integrated energy company with activities
across Northern Europe
E&P Power Distribution Markets
Offshore wind Distribution of power
Focus areas for oil Central heat and Gas and/or power
Onshore wind Distribution of gas
and gas power plants customers
Gas storage
Hydro power
Revenues* 948m EUR 2040m EUR 7158m EUR
EBITDA* 540m EUR 421m EUR 921m EUR
2
* 2008 figures, excluding eliminations

43. 85 %
15 %
3

44. CO2 neutral energy - 85% renewable in one generation!
VISION Providing reliable energy without CO2 emissions
CO2 neutral
Providing
CO2 neutral
More and reliable energy
renewable energy
Fluctuating Reliable
Remove and
reduce CO2
from power
plants
CO2 emitting
4

45. First step in achieving 85/15 is expanding renewable power
production
Fossil fuel production Wind power in
operation
Renewable production
Wind power
project under
100 construction
15% Hydro power
plant in operation
*
85%
85%
15%
Today Future vision
5
* Partly or fully owned

46. However, an increasing share of wind power further challenges
the power grid
Consumption and wind production in West Denmark
Consumption Wind production Scenario with double capacity/production
Consumption Wind production Scenario with double capacity/production
6

47. A smart grid enables balancing between wind production and
other local and central power sources
TODAY
Supply Supply
CENTRALISED DE-CENTRALISED
PRODUCTION PRODUCTION
GRID
Consumers Demand
CUSTOMERS
7

48. A smart grid enables balancing between wind production and
other local and central power sources
TOMORROW
Supply Supply
CENTRALISED DE-CENTRALISED
PRODUCTION PRODUCTION
GRID
Consumers Demand & supply
CUSTOMERS
8

49. The smartest grid includes smart meters and intelligent
units, ensuring a more even load across the day
POWER EXCHANGE
Electric metering
Intelligent
unit
• Automatic meter reading
• Monitoring of prices
• Automatic activation of household appliances Heat pump
9

50. Electric cars and innovative solutions for the home help using
the wind energy more efficiently
Solution for transport:
Challenge:
The Better Place project
Instability of wind power combines attractive cars
production with electric propulsion
and a battery replacement
system ensuring quick
charging
Solution for homes:
• Heat pumps efficiently
utilizes energy evenly
throughout the day
• Batteries in homes may
eventually be used to
balance power production
10

51. Partnerships is an ground-breaking concept helping
companies become greener
11

52. Moving energy forward
Electic vehicle
Fibre Smart grid
Small-scale powerplants
220v Batteries
2nd generation bioethanol
Local windmills
Bio busses
Counselling
Geotermic
12
Solar power

53. Energy companies can potentially play a central role in
realising the vision of Smarter Cities
Need of smarter cities Possible contribution from
energy companies
• Less CO2 consumption • Renewable production
• Flexible production & • Smart grid
consumption
• Green solutions for
• Green mobility & homes home and transport
• Partnerships with
corporations and public
institutions
13

54. BACKUP
14

55. Maturity model
Current Score Aspiration
Strategy, Organization & Societal & Grid Work & Asset Customer Value Chain
Management Technology Management Management
Structure Environmental Operations Integration
The Smart Grid
Maturity Model
& Regulatory & Experience
- Overall strategy expanded due to SG - Collaboratively engage all stakeholders - Autonomic computing, machine - Actualize the "triple bottom line“-
learning (financial, environmental and societal) - Grid employs self-healing capabilities - Optimizing the use of assets between - Customer management of their end to - Coordinated energy management and
capabilities in all aspects of transformed business
5 - Optimized rate design/regulatory policy - Organizational changes support new - Pervasive use and leadership on - Customers enabled to manage their - Automated grid decisions system wide
(applying proven analytic based controls)
and across supply chain participants
- Just in time retirement of assets
end energy supply and usage level
- Outage detection at residence/device
generation throughout the supply chain
- Coordinated control of entire energy
standards own usage (e.g. tools and self-adaptive
Innovating (most beneficial regulatory treatment for ventures and services that emerge
networks) - Optimized rate design/regulatory policy - Enterprise-wide abstract representation - Plug-n-play customer based generation assets
investments made) - Leader and influence in conferences
Next Wave - Entrepreneurial mind set, Culture of and industry groups, etc… - Tailored analytics and advice to of assets for investment decisions - Dispatchable recourses are available for
- Ubiquitous system wide dynamic control - Near real-time data on customer usage
Improvements - New business model opportunities innovation customers increasingly granular market options
- Leading edge grid stability systems - Consumption level by device available
present themselves and are implemented - Managing distributed generation (e.g. LMP – Locational Marginal Pricing)
- Mobility and CO2 programs
- SG drives strategy and influences - Integrated systems and control drive - Data flows end to end (e.g. customer - Collaboration with external stakeholders - Integration into enterprise processes - Enterprise view of assets: location, - Usage analysis within pricing programs - Energy resources dispatchable/tradable,
corporate direction organizational transformation to generation)
4 - SG is a core competency - End to end grid observability allows - Enterprise business processes
- Environmentally driven investments
(aligned with SG strategy)
- Dynamic grid management status, interrelationships, connectivity and
proximity
- Circuit level outage detection/notification utility realizes gain from ancillary services
(e.g. power on demand)
Optimizing organizational leverage by stakeholders optimized with strategic IT architecture - Tactical forecasts based on real data - Net billing programs in the home
- External stakeholders share in strategy - Environmental scorecard/reporting - Asset models reality based (real data) - Portfolio optimization modeling
- Organization flattens - Real world aware systems - complex - Information available across enterprise - Automated response to pricing signals
Enterprise - Willing to invest and divest, or engage in - Programs to shave peak demand
through end-to-end observability - Optimization across fleet of assets expanded for new resources and real
JV and IP sharing to execute strategy - Significant restructuring likely occurs event processing, monitoring and control - Ability to scale DG units - Common customer experience time markets.
Wide now (tuning to leverage new SG - Predictive modeling and near real-time - Automated decision making within - CBM and predictive management on integrated across all channels
- Now enabled for enhanced mkt driven or - Available active mgmt. of end user key components - Ability to communicate with HAN (Home
innovative regulatory funding schemes capabilities and processes) simulation, analytics drives optimization protection schemes (leveraging increased - Recent customer usage data (e.g. daily)
energy uses and devices analytics capabilities and context) - Efficient inventory management utilizing Area Network), incl. visibility and control
- Enterprise-wide security implemented - Behavior modeling augments customer of customer large demand appliances
real asset status and modeling segmentation
- Completed SG strategy and business - SG is driver for org. change (addressing - SG impacted business processes - Active programs to address issue
case incorporated into corp. strategy aging workforce, culture issues, etc.) aligned with IT architecture across LOBs - Segmented & tailored information for - Sharing data across functions/systems - Component performance and trend - High degree customer segmentation - Integrated resource plan includes new
- SG governance model deployed - SG measures on balanced scorecard - Common architectural framework e.g. customers – including environmental and analysis targeted resources and technologies (e.g.
3 - SG Leader(s) (with authority) ensure - Performance and compensation linked standards, common data models, etc. social benefits
- Implementing control analytics to
support decisions & system calculations - Developing CBM (Condition Based
- Two-way meter, remote disconnect &
connect, and remote load control
DR, DG, volt/VAR)
- Enabling market and consumption
Integrating cross LOB application of SG to SG success - Use of advanced intelligence/analytics - Programs to encourage off-peak usage - Move from estimation to fact-based Mgmt.) on key components - Outage detection at substation information for use by customer energy
- Mandate/consensus with regulators to - Consistent SG leadership cross LOBs - Advanced sensor plan (e.g. PMUs) - Integrated reporting of sustainability and planning -Integrating RAM to asset mgmt, mobile - Common customer experience mgmt systems
Cross make and fund SG investments - Org. is adopting a matrix or overlay - Implementing SG technology to impact work force and work order creation
- The customer meter becomes an - Customer participation in DR enabled - New resources available as substitute
Functional - Corp. strategy expanded to leverage structure improve cross LOB performance - Synthesize triple bottom line view essential grid management “sensor” - Tracking inventory, source to utilization for market products to meet reliability
new SG enabled services or offerings across LOBs - New interactive products/services objectives
- Culture of collaboration and integration - Data comms. detailed strategy/tactics - New process being defined due to - Modeling asset investments for key - Predictive customer experience
increased automation and observability components based on SG data
- Integrated vision & acknowledgement - New vision influences change - Tactical IT investments aligned to - Established energy efficiency programs - Initial distribution to sub-station - Developing mobile workforce strategy - Piloting AMI/AMR - Introducing support for home energy
- Initial strategy / business plan approved - Organizing more around operational strategic IT architecture within a LOB for customers automation projects management systems
- Approach for tracking, inventory and - Modeling of reliability issues to drive
end-to-end processes (e.g. breaking silos) - Common selection process applied - “Triple bottom line" view – (financial, - Implementing advanced outage event history of assets under investments for improvements - Redefine value chain to include entire
2 - Initial alignment of investments to vision
- Distinct SG set-aside funding / budget - Matrix teams for planning and design of - Common architectural vision and environmental and societal) restoration schemes development - Piloted remote disconnect/connect eco-system (RTOs, customers, suppliers)
commitment to standards across LOBs - Environmental proof of concepts - Piloting remote monitoring on key assets - Developing an integrated view of GIS - Pilot investments to support utilization of
Functional - Collaboration with regulators and SG initiatives across LOBs underway - More frequent customer usage data
- Conceptual data comms. strategy (RAM) for manual decision making and RAM with location, status and nodal a diverse resource portfolio
Investing stakeholders - Evaluating performance and - Consumption information provided to - Assessing impact of new services and
- IED connectivity and business pilots - Expanding and investing in extended interconnectivity - Programs to promote customer DG
compensation for Smart Grid customers delivery processes (e.g. HAN)
- Commitment to proof of concepts - Implementing information security communications networks
- Identify initial SG leader
- Exploring new sensors, switches, - Conducting value analysis for new - Research on how to reshape the - Identified assets and programs within
- Developing first SG vision - Articulated need to change - Exploring strategic IT arch. for SG - Awareness of issues and utility’s role in comms. devices and technologies systems customer experience through SG value chain to facilitate load management
1 - Support for experimentation - Executive commitment to change - Change control process for IT for SG addressing the issues
- Environmental compliance
- Proof of concepts / component testing
- Exploring outage & distribution mgmt.
- Exploring RAM (Remote Asset
Monitoring), beyond SCADA
- Broad customer segmentation (e.g.
geography, income)
programs
- Identified distributed generation sources
- Informal discussion with regulators - Culture of individual initiatives and - Identifying uses of technology to
Exploring improve functional performance - Initiating conservation, efficiency, linked to sub-station automation
- Exploring proactive/predictive asset - Load management in place for C&I and existing capabilities to support
- Funding likely out of existing budget discoveries - Building business case at functional
and - Developing processes to evaluate “green” maintenance - Reactive customer experience - Develop strategy for diverse resource
- Knowledge growing; possibly level
Initiating technologies for SG - Renewables program - Exploring using spatial view of assets portfolio
compartmentalized (i.e. in silos) - Safety & physical security
15

56. Barcelona
Pilar Conesa
CIO and e-Government
Director, Barcelona City
Council
New management model for eGovernment
Goal-driven decision making
“The latest Barcelona e-government project is a 3D
virtual model of the city’s streets, buildings and
neighborhoods and will have applications in urban
planning, architecture, traffic safety, fire safety and
much more.”
Pilar Conesa - March 2009
© 2009 IBM Corporation

57. Barcelona, Smarter City
Pilar Conesa
Chief Information Officer and e‐Government Director
Barcelona City Council
Smarter Cities
Session III: what it takes to build a smarter city
VI. Smarter Government Services
Berlin, June 24th 2009

58. Towards a new City Council Management Model
citizen
Improve the municipal functions and services focused on
Citizens and Quality
Reinforce Proximity defining a new Territorial Model
10 districts 73 neighbourhoods
Processes innovation applying new technologies
Mesurable Management
Public services @simple, @dynamic, @efficient
www.bcn.cat

59. arcelona, smarter city
Simple &
Effective
Closer
Administration
@ everybody
@ everywhere
Innovative
Connected
eGoverment, driver force for transformation
www.bcn.cat

60. Smarter services
Use of innovative services & robust telecom infrastructure at street‐level
Rubbish skips with RFID sensors
www.bcn.cat

61. Smarter services
Use of innovative services & robust telecom infrastructure at street‐level
Professionals and emergency services go mobile
www.bcn.cat

62. Smarter services
Use of innovative services & robust telecom infrastructure at street‐level
3D city map development
www.bcn.cat

63. Smarter services
Use of innovative services & robust telecom infrastructure at street‐level
Mobility services
www.bcn.cat

64. Smarter city needs Ubiquitous city
Corporate WiFi Mesh network deployment for municipal services at
street‐level.
2008 – Pilot development 2009 – 2010 Project extension
• 60 nodes • 750 nodes
• 18 services tested • 50% coverage area
www.bcn.cat

65. Integrated multichannel vision
iPhone Application to find the nearest Bicing
stations, to consult availability and placements
Also available an SMS service to get information
about stations
Self‐service procedures kiosks distributed
around the city
Multiple information services and procedures
automatically available through a tactile screen
45 during 2009
Targeted multichannel portals:
Multiple procedures accessed through
the main website, segmented by:
Citizens
Enterprises
Intermediaries
www.bcn.cat

66. Connected citizens
WiFi access points for citizens, in municipal venues in all
neighborhoods
2010 500 hotspots
www.bcn.cat

67. Citizens' participation
Citizen's electronic query on the transformation of the city’s
main street:
‐2‐project consultation
‐ All citizens over 16 => 1,4M people
‐April 2010
www.bcn.cat

68. Municipal management
SAP system for Economics & Finances
Planning‐Programming‐Budgeting System
SAP system for Human Resources
2010 ‐ City Council (8,000 employees)
Electronic Dossier
Inspections
Permits
Contracts
Goal‐driven management
Development of Strategic Maps based on Cognos
• Linked with the Budgeting System
• 2010 ‐ Headquarters and 20 municipal bodies
www.bcn.cat

69. Barcelona:
platform for testing new smarter services
Our city goals:
Telecommunications Infrastructure
Entrepreneurial network
Innovative attitude
www.bcn.cat

70. Thank you for your attention
Pilar Conesa
CIO, Barcelona City Council
pilarconesa@bcn.cat
www.bcn.cat

72. Helsinki
Mr. Tuomo Karakorpi
Director, IT Division,
City of Helsinki
City of Helsinki portal
solutions/Internet services ranked 3rd
in the world and 1st in Europe
Digital Governance
Worldwide Survey 2007
© 2009 IBM Corporation

73. City of Helsinki
Equal eServices for all
The Finnish case of service
provision in the web
Tuomo Karakorpi
IT Director

74. City of Helsinki
560.000 inhabitants
Internet users 85%
103 mobile phones per 100
inhabitants
35 city departments
38 000 city employees
22 000 workstations for employees
and 12 000 in schools
MPLS campus network

75. IT Strategy 2007-2010
Vision 2015:
Helsinki utilises information networks
to offer a broad range of customer-
oriented services
All web services seamlessly connected
with the internal IT processes of the
City’s service production and
administrative functions
Modern operating methods of the information society are utilised to
improve significantly the effectiveness of services and the productivity
of activities

76. IT Strategy 2007-2010
E-Government vision:
E-solutions are utilized across the whole
government and decision making process
Case management is carried out within
one overall process and IT support, common
to all departments
Work processes are transparent
Meetings can be run electrically (without paper)

77. Portal Development Program 2004-2008
Starting Point 2004:
Numerous websites, different layouts, numerous platforms and
technologies
Departmental e-service platforms
Goal:
One common portal platform for websites and e-services
One place for citizens to find information and services
Situation now:
Common City website and over 30 departments in uniform mode,
the work is going on with 150 schools
Common e-service platform with SOA-services for departmental
e-service applications, the first applications are already operational
Solution: IBM Websphere portal

78. Helsinki City Portal UN e-Government in
Municipalities 2007 Award
1. Soul
2. Hong Kong
3. Helsinki
4. Singapore
5. Madrid
6. London

79. Effective customer
service applications
Customer service applications for key sectors of health services,
education, social services, transportation services, library services
These applications include for example:
time, service and facility reservations
applications for service or benefit
selling tickets, maps, parking time etc.
secured communication with citizens
Customer service applications being made more effective by
multichannel services and by integrating services with legacy systems

80. Examples of Multichannel services
Transport e-Services
Services such as timetable search, my
departures and journey planner to facilitate
passengers’ lives
Possibility to pay for one’s journey by
purchasing a mobile ticket,
3,5 million tickets sold in 2007
Library e-Services
Reservations of material, updating of loans,
‘Questions to the Librarian’ service,
‘Book a PC’ service, IGS multichannel advicing,
SMS notifications of loans and reservations, chat-service © Markku Alen

81. Success Factors - Challenges
Success Factors
Solution is scalable
Processes can be managed “End to End”
Platform is compliant with SOA architecture
Challenges
Size of the city www-service, heavy citizen usage and large
amount of content producers has been surprises to IBM
Some technical components have not been the best in
market (e.g. Web Content Management) from the user
point of view
© Markku Alen

82. Lessons learned
Rethinking and transforming of Business Processes
is essential. The contribution of departments and
users to e-service projects is important
Integration to Legacy system needs a lot of effort
Management of technology platform and diversity of
applications from different vendors is complex
New competences are needed
© Markku Alen

83. eService Solution Outline
Clients
Solution Overview
City Staff
Citizens
Companies
Visitors
Enterprise Service Bus
Process Process
Choreography Choreography
Digital Workplace
Interaction Services City of Helsinki Enterprise Architecture e‐working environment
Service Account Process Services (Client & Staff) Decision making
User Interfaces Centralized Integration services management
External & Partners Services Case Management ,
Content Management

84. eService Solution Outline
Where do we utilizate IBM Technology?
IBM WebSphere Process Server
IBM WebSphere Enterprise Bus
External & Partner Services
Enterprise Service Bus
Process Process
Choreography Choreography
IBM WebSphere Portal
IBM Lotus Forms
IBM WebSphere App. Srvr
City of Helsinki Business Legacys Services
IBM Filenet P8
- P8 Content Manager
IBM WCM
- P8 Business Process Manager
IBM DB2
- P8 Business Process Framework
- P8 Records Manager

85. We welcome You to visit Helsinki
- an IT friendly capital.
Thank you!

87. Kurt Nielsen
Director, Thy-Mors Hospital, Region North Denmark
Smarter Healthcare

88. Location of Hospitals Helthcenter
Skagen
Vendsyssel Hospital
Hjørring Vendsyssel Hospital
Frederikshavn
Vendsyssel Hospital
Brønderslev
Aalborg Hospital
Brovst
Thy-Mors Hospital Aalborg Hospital
Thisted Dronninglund
Aalborg Hospital
Himmerland Hospital
Terndrup
Thy-Mors Hospital
Himmerland Hospital
Nykøbing
Farsø
Himmerland Hospital
Hobro

89. The Challenge – Access relevant data - fast
• Difficult to get relevant information
out of traditional Electronc Medical
Records– Quick!
• The complexity induced by modern
information systems and worldwide
standards is way too high for
medical practitioners
• Complex/unstructured data is shown
with text forms: counter-intuitive
user interaction
• Standards contain more than
300,000 clinical terms: too many to
be remembered
• Existing solutions do not support
effective communication between
patients and practitioners

90. The Solution – VPR: Visual Patient Records
• Quick and fast medical
information
• Effective Communication tool
• With patients
• Among staff
• Short Cutting Language Barriers
• Smiling foreign doctors
• The Language of Coming
doctors
• Smiling junior doctors and
medical students

91. 5
The Vision – Working smarter with patient data
• The User interface of Electronic
Patient Records
• Visual coding:
• We need to code for
documentation, but:
• Time consuming
• Stealing time from patients
• Picture HUB:
• X-rays, ultrasound, video
• Patient Access on the national
Danish Electronic Health Record

93. Maria Dolores González Cuyás
Director, Economics and Organization,
Institut Català de la Salut
Smarter Healthcare

94. ARGOS – The modernization
program of the Institut
Català de la Salut
June 2009

95. 1. Institut Català de la Salut
Institut Català de la Salut

96. Institut Català de la Salut (ICS)
ICS, A health service provider
ICS is a public health services provider of
Catalonia in Spain
It is the reference of the health system in
Catalonia
83% coverage of the Catalan population (6M
people among a 7,5M population).
More than 40.000 professionals.
Head
quarters
3%
2009 Budget
Primary
Hospitals
54%
care
43%
2.720 Millions €
Institut Català de la Salut

97. Institut Català de la Salut (ICS)
Healthcare Offering Primary care
More than 450 productive units:
Acute Care 274 primary care teams
40 centers of extra-hospital specialties.
32 emergency centers
8 Hospitals: 8 laboratories
More than 4.000 inpatient beds 32 image diagnosis services
More than 130 Surgery theaters 15 rehabilitation services
More than 7000 outpatient rooms 8 mental health centers, …
Constitutes 32% of the public It manages 80% of the whole primary
hospitals inpatient beds and 50% of care teams in the region
the high-technology beds in Catalonia. 46 millions of outpatient visits a year
2008: 215.262 Inpatient visits
122.454 Surgeries
703.424 Urgencies
2.661.390
412
Outpatient visits
Transplants
Education
Annual training of more than 1.500
masters.
More than 4.300 pre-grade students
(medicine and nursery).
Research
Training of 56% of General Practitioner
Constitutes 40% of the scientific and 66% of the specialists of Catalonia
production in Catalonia.
Institut Català de la Salut

98. 2. The Modernization Project
Institut Català de la Salut

99. The modernization project
The Challenge: Modernize, Why and What for?
To improve care delivery quality
• More advanced medical technology
• Clinical coordination
• Electronic health records
To improve efficiency
• Cost reduction
• Resource allocation
• Shared services
• Centralized Procurement organization
To implement Private sector best
practices in a Public Healthcare
Organization
To provide a citizen based care
delivery at the highest level.
Institut Català de la Salut

100. The modernization project
The main components that build the modernization program are the
following:
ICS Law
NEW TERRITORIAL MODEL
Project to Project to renew the
transform the Information Systems on the Project to
Back-Office Hospitals area (HIS) redefine the HR
functions (June 2009: 5 out of 8 done) function
Unique and integrated technology - SAP
Institut Català de la Salut

101. The modernization project
Principles of the new model
HEALTH SYSTEM SUSTAINIBILITY
Greater efficiency, cost reduction, realignment of resources, shared services, central
Greater efficiency, cost reduction, realignment of resources, shared services, central
procurement
procurement
HEALTHCARE QUALITY
Advanced technologic equipments, health coordination, Electronic clinical records
Advanced technologic equipments, health coordination, Electronic clinical records
HEALTH SYSTEM ACCESIBILITY
For the citizen to receive the best healthcare
For the citizen to receive the best healthcare
Institut Català de la Salut

102. Sustainability
USE OF TECHNOLOGY BENEFITS
Processes reengineering and Operational improvements: from
functions centralization, no matter 5% and 10% in
where they are performed: ● Aggregated purchasing
● Stock reduction
● Aggregated purchasing
● Shared Services Centers
● Logistic operator Third-party billing improvement:
up to 18%.
Processes and systems Unification Return on investment: 100% of
for whole ICS the project.
Care Delivery standardization,
Analysis, Evaluation and
Optimization
Institut Català de la Salut

103. Quality
USE OF TECHNOLOGY BENEFITS
Real-time clinical process Patients receive the same service
integration and the related regardless its location
information ● Electronic Health Records
● All the clinical entities share the
On-line information for all the same information
agents in the process: ● Integration with EHR tools at
regional and country level: Shared
● Imaging Clinical Record, electronic
● Lab results prescription
● Clinical tests Health quality Improvement
● Continuum of care Patient safety Improvement:
● Antecedents ● Minimizing of errors
● Duplicated tests avoidance
Process and Systems Quality care delivery improvement
Standardization for whole ICS for professionals:
● Better diagnosis tools
● Collaboration tools to share
information with other
professionals
● Prescription alerts
Institut Català de la Salut

104. Accessibility
USE OF TECHNOLOGY BENEFITS
Sharing information with all the Patients receive the same service
clinical stakeholders
regardless its location
● Electronic health records
● Large Cities
● Villages
It allows Health System
sustainability, optimizing limited ● Countryside
resources (supply) to address the
need for healthcare resources Waiting lists management
(demand) Improvement:
● Surgery
● Outpatient
● Clinical Test
Institut Català de la Salut

105. ICS makes smarter healthcare
Instrumented Interconnected Intelligent
Unique and integrated End-to-end care Intelligent
information systems delivery processes management of the
Longitudinal clinical Electronic health demand/supply
process Automation records for all the Tips for better
Accessible clinical clinical levels of diagnosis
information assistance Prescription alerts
throughout the patient Clinical knowledge
centered clinical tools
network Research
Mobility systems
Institut Català de la Salut

106. M. Dolores González Cuyás
direccioeconomica@gencat.cat
Institut Català de la Salut

108. Parma
Dr. Mario Marini
Councilor, City of Parma
Citizen user as client
Making government user friendly
Introducing a “Zero Kilometer” policy that
brings government services to you in the
comfort of your home or office
Innovation that makes Parma smarter
Developing a model for other cities in Italy
© 2009 IBM Corporation

109. Municipality of Parma
How to become a smarter town
ICT implementation and e-government
in a middle-size italian town
Mario Marini
SmarterCities, Berlin, 24.06.09

110. Focus on...
1 Some informations about Parma
2 The great themes of the local development
3 How to answer the challenge?
4 What public can do
5 What we are doing in Parma and how
6 The challenge

111. Where is located Parma

112. The History of Parma
4500 B.C.: the first neolithical settlements
183 B.C.: foundation of the Roman Town along the Aemilia Way
600: Parma is leg of the Francigena Way
1140: foundation of the Commune
1545: beginning of the Farnesian
Dynasty
1748: beginning of the Bourbon
Dynasty
1816: Maria Luigia d’Austria
became Duchess of Parma
1860: annexation to the Italian
Kingdom

113. Some important data
Height s/m 57 m
Surface 261 km2
Resident population 181.039
Families 82.344
Productive Enterprises 15.530
Undergraduates 30.016
Foreigners 11.198
GDP 10.396million €
Available Income 7.088million €

115. 2. The great themes of the local development
The key word, the most trivial and
expected one but just for this
reason the most difficult one to
identify???

116. 2. The great themes of the local development
New trends, new challenges
Ageing of New New New NEW
the population residents rights business CITIZEN

117. 2. The great themes of the local development
PYRAMID OF THE RESIDENT POPULATION YEAR 2008
oltre 104
100-104
95-99
90-94
85-89
80-84
75-79
70-74
65-69
M
60-64
Age classes
55-59 F
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
9000 4000 1000 6000

118. 2. The great themes of the local development
Access to services
Mobility and transports
Safety, security and welfare
Infrastructures
Maintenance
Environment protection

119. 3. How to answer the challenge?
React
and rule the change
Change governance models in order to react a
“consumer” who is changing
The citizen as a subject endowed with free will
The territorial competition
The role of Politics, seen as government of the city

120. 3. How to answer the challenge?
THE PRINCIPLES OF THE
GOOD GOVERNANCE
•Opening
•Participation
•Responsibility
•Efficacy
•Coherence
•Quality

121. 3. How to answer the challenge?
Planned quality
Measured quality Erogated quality
Preceived quality

122. 4. What public can do
Not to waste the short resources in useless directions
To listen to operators more carefully, leaving any
self-oriented projects
To increase the quality of the offer, through a
“market” approach towards the needs of the
customers (let’s stop speaking of users!!!!)
Measurement of customer satisfaction
Benchmark on the services

123. 5. What we are doing in Parma
From the “user”citizen…
… to the “client” citizen (*)
(*): considered as a bearer of interests, needs, to be known,
examined and satisfied

124. 5. What we are doing in Parma
Simplifing of rules and procedures
*: which can be put on line
100% of the services to citizen put on line*
Multi-channel unified Contact center
100% of the services to firms put on line*
Creation of a system of services
which is integrated on a territorial level

125. 5. How we are doing it
Simpli
fing an
t ICT n multi-c d
Gr e ates atio hannel
acces
ent s
im plem
g
in
l if ation
ed imp thoriz n
ib s
cr nd From au cessio
n
es a to co
Pr on he ce
ati ss of t pa
if ic ing s ne n
t o /s
d
od m procee ec cti ime
ir u
m Fro tro l D d ip t
t o con re s h
nd ion
a t
a
r el

126. 5. How we are doing it
ct ion
d ire all
of egrate ented
in int lem
ab may imp
c h
A ic ht/
wh thoug
a t is
wh
An “
to d Inno
rive
t he vatio
co-
crea n com
tion
of th mitte
e futur e”
e “s
mar
te r tow
n”

127. 5. How we are doing it
PARMA_2.0

128. 6. The challenge
Access to services
CONTACT CENTER
(Multichannel
Municipality
approach)
DTT
far km 0
WEB WEB
DUC
DUC DUC
2003 2004 2006 2008-2009 2012