Page 73 - U4SSC Simple ways to be smart

5 Implementing simple smart

There are guides for cities wanting to be smart that recommend creating smart city roadmaps,
planning processes and advisory committees as well as support infrastructure such as a project
office, and procedures for monitoring and evaluation. However, special structures, processes and
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offices are not necessary to begin the journey. For cities without the skills and resources for such
comprehensive approaches, becoming smart can be integrated into city planning and existing city
procedures and structures. Doing so can strengthen such city functions and an integrated approach
is more likely to result in better integrated smart initiatives which directly address the city’s priorities.

ITU has produced a guide for cities that are working towards becoming smart and sustainable.
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This guide makes two important points about becoming smart: first, that each city starts from a
different baseline, and second, that there is no final destination to the Smart City journey. The
guide presents a process for SSC transformation that includes setting a vision, identifying targets,
building consensus among stakeholders, implementing projects, measuring progress and ensuring
accountability. This process can be used as a simple guide for city leaders.

This section highlights three key considerations that need to be taken into account and steps that
cities might want to take to improve their chances of success.

5.1 Building smart capabilities

As cities work towards being smarter, perhaps the most important consideration is to develop the
skills and capacities needed to understand the potential of smart solutions and to be able to plan
and manage their integration into the city’s operations.

In smart interventions, there is often a focus on technical skills needed to implement technology
solutions and cities may feel that their skills base is inadequate for this. However, most smart
interventions also require a sound understanding of city administration, the inter-relationships
between different areas and levels of government, and of public service budgeting and financial
controls. It also helps to have a good understanding of political agendas and the interests of the
various city stakeholders. This kind of expertise is likely to already exist in the city, while technical
expertise can be contracted in. Cities should not underestimate the importance of their embedded
knowledge in designing and implementing smart interventions.

There are two specific areas in which cities need to develop skills to support smart interventions:

1 Improving information capabilities and understanding of the potential of ICTs.

2 Improving their ability to partner and manage partnerships.

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