Page 143 - Reference framework for integrated management of an SSC - A U4SSC deliverable on city platforms

they should have solutions for an electronic headquarters, a citizen participation portal, open
government, citizen attention, city app, and web.
• Modernization of municipal services in relation to digital transformation consulting, support in
the development of applications to offer or supervise the services to be provided to citizens,
with special attention paid to the creation of a city data infrastructure, as a transversal element
on which to pivot the dashboards to support the strategic and operational decision making of
the city.
• Technical assistance in the workplace, as well as in the information systems to support the
management of municipal services.

• The core of any ICT service in a city is to constitute a robust, scalable and interoperable service-
oriented ICT architecture that orchestrates the organization’s common ICT services with the
different ICT components of the municipal and external areas in a secure and privacy-preserving
environment.

Each city has a normative, technological and human and economic resources reality; in this sense,
a series of key strategic processes are identified for the effective management of this reality:

• ICT governance: A holistic and strategic vision that enables the building and maintaining of
the key processes, taking into account the reality of the city in relation to the aforementioned
regulatory, technological and resource aspects.

• The challenges of cities are increasingly complex, affecting not only multiple municipal areas
but also the nearby socio-economic environment (e.g., universities, entrepreneurs, companies,
NGOs), which requires a process of internal and external relational management.
• In the same context as above, the city must be an important element of the local innovation
ecosystem. In addition, the process of managing missions must be supported with an adequate
public ICT infrastructure so that each public or private element of the ecosystem allows an
environment of attraction of talent and innovation.
• Collaboration between cities and between different public and private institutions to
achieve common objectives requires the creation of interinstitutional and interdepartmental
improvement groups in which ICT services must play an active role.

This chapter has started by defining ICT governance and the circumstances that can characterize
it in a city environment. A possible organizational structure has been identified to address good
management of IT, and the keys to aligning ICT needs to municipal budgets. As well as the definition
of support, key and strategy macro-processes that all ICT services must face offering a service of
excellence to the actors involved in these processes.

We could identify the main IT governance aspects of a city’s ICT strategy in this environment.

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