Page 64 - Digital solutions for integrated city management and use cases: A U4SSC deliverable on city platforms

platform can be too complex an undertaking, both financially and operationally. In such cases, the
costs outweighed the benefits of eliminating departmental silos and integrating city management
functions.

This can be mitigated through a holistic vision. If a city considers the implementation of a smart city
platform to be an eventual goal, it can deploy smart solutions smaller in scope strategically and
thoughtfully without breaking established systems. This can lead to the possibility of simply scaling
or building such solutions further into a unified platform in the future when such an undertaking
is feasible.

However, cities employing such a long-term approach should avoid the trap of working too long
in patchworks, fragments, or silos, as doing so will not yield the results that are required for smart
and efficient cities to address the challenges of an increasingly digitized global landscape. The
business case for smart city platform implementation should continue to be reviewed, updated,
and prioritized for discussion.

Another proven way that cities can advance on their smart technology trajectory is through
establishing public-private partnerships. This especially allows cities with constrained budgets and
resources to share the costs of deployment with partners, instead of facing it all upfront. While it
may lead to longer implementation horizons, more involved and complex decision processes, and
a greater need for buy-in from a larger and more diverse set of stakeholders, a city could achieve
end outcomes similar to if it had complete fiscal and project ownership.

Other key barriers and restricting factors are legislation (public procurement), privacy concerns and
cybersecurity risks. Public administrations usually use public procurement as a tool to transform
a smart and sustainable city as well as the use of bidding to achieve transparency and enhance
accountability. Smart city solutions are multi-component systems, so their procurement may
sometimes be complex, and city governments sometimes are not prepared to ensure the best
value for money. Also, the lack of professional knowledge to evaluate complex proposals about
this innovative solution may present problems.

To avoid this, municipalities can collaborate with companies in the early stages and define the
purpose of the tender. Moreover, it is recommended to use open calls and/or competitive dialogue
as well as to involve more sustainability criteria in the tender. Besides, there is the possibility to
outsource the main tendering process, but this is not an allowed procedure in some countries.

Public procurement in the EU has been influenced by public sector procurement directives:
Directive 2014/24/UE and Directive 2014/25/UE. These Directives introduce new processes that
aim to reduce complexities. EU legislation to ensure transparent procurement processes and free
and open competition in the bidding process limits the municipal authority’s ability to interact with
the private and the civil sector.

In an urban data platform, it is essential adopt adequate measures to secure user privacy and
sensitive information so that smart city initiatives are not compromised. Europe’s General Data

52 U4SSC: Digital solutions for integrated city management & use cases