Page 174 - Shaping smarter and more sustainable cities - Striving for sustainable development goals

2. Financing Model: Even though there are various methods to fund a project and these
methods may vary in each city, common criteria should be included, when using such
methods. These include stability, diversification, balance, and adaptability. The members of
this committee should be people who worked on the development of the master plan first
hand. However this should reinforce the competences in budgetary control, and should be
able to specify the agreements, and develop a communication plan.

3. Evaluation Model: For this model, it is important to differentiate the evaluation of specific
smart sustainable city projects or examine a holistic vision of smart sustainable city
developments. Furthermore, the constant monitoring of external factors, and the choice of
evaluation methods of key issues is needed. By doing so, it is possible to obtain better
control of the evolution of the economic execution plans, deadlines and the upgrading of
existing KPIs.
4. Dissemination and Communication: The master plan will be followed by a communication
strategy in order to maintain interest in the process .Instruments such as the creation of a
corporate image for the project, outreach publicity, publication of technical documents
(etc) will support this objective.

4 Conclusions and key considerations

In order for a smart sustainable city initiative to be adopted and succeed, it is important to
understand the need for such vision and ambition. Accordingly, some considerations must be taken
into account.

 The SSC initiative must have a strong political leadership from the local government. Such
leadership must be shown through the administration of the project, the constant co‐ordination
between the relevant actors, the decision‐making, the change management, customize training,
by overcoming challenges and any other action necessary to guarantee the development of the
project. The designation of responsibilities is key in order to ensure success.
 The set of objectives must be clear and must allow for the quantifiable evaluation of results
obtained.

 The continued evaluation of results is fundamental to show the value of the initiatives developed
and the role of indicators (KPIs) is key and must be significant.

 Develop models of public‐private collaboration, as they are powerful alliances, leading the
ecosystem of innovative actors to obtain success. The planning must facilitate a scenario of
mutual benefits between all agents, while the role of the administrator will be to facilitate the
relationship between all agents.

 On the other hand, if SSC are about efficiency and a better quality of life, they must support
important economic savings or the implementation of new services. A serious study must take
place regarding the financial aspects of the initiative and also the future administration of
financial resources. Here, the public‐private collaboration plays a key role.
 Citizens should be recognized as the cornerstone of any smart sustainable city. They are the main
beneficiaries of the SSC model that can provide valuable data, ideas and feedback to the city.
Consequently, the city has to actively promote and enable citizen participation.

In any event, understanding the city as an open ecosystem, to promote open areas of collaboration,
through co‐working, accelerators program and urban labs, makes mechanisms become available in
order to naturally incorporate the collective intelligence and the areas of co‐creation.

164 ITU‐T's Technical Reports and Specifications