Page 195 - Shaping smarter and more sustainable cities - Striving for sustainable development goals

limit the realization of their role within SSC, including lack of coordination, lack of
expertise, limited financial resources, among others.
 Role and Contributions: This refers to the role of the stakeholder with respect to SSC's
goals, and the contributions towards their achievement.

A summary table that illustrates this classification has been included as part of the reports'
conclusions in Annex 1.
b. The graph below provides an overview of the stakeholders involved in SSCs, and how they
relate with each other.

Figure 3 – Example of SSC stakeholder's (interaction) map
Both analyses should be developed together in order to better understand stakeholders roles and
relationships. The next section of this report provides an analysis of these dimensions per SSC
stakeholder.

3.2 Analysis of stakeholder engagement progress

After selection of the potential stakeholders for SSC, it is essential that the engagement progress is
also mapped carefully to avoid pitfalls. Perils that may impede SSC progress may include the
following:

 As the identified stakeholder reflect various power structures within a city, some of
the stakeholders may wield more power (monetary as well as administrative) than
others. For example. The business and industry group tend to more well‐funded and
influential and may overpower the influence of other groups and prioritize their own
interests. Care needs to be taken to maintain a balance between competing
interests.
 Potential SSC stakeholder engagement comes at a price ‐ the process described in
this report of SSC stakeholder engagement could become bureaucratic, labour
intensive and may never be perfect or completely inclusive. As such care need to be

ITU‐T's Technical Reports And Specifications 185