Page 177 - Reference framework for integrated management of an SSC - A U4SSC deliverable on city platforms

The evolution of more vertical traditional models in project management with respect to more
horizontal and collaborative models, can generate conflicts in static organizations. Municipal
departments historically manage areas of vertical activity such as waste collection, water and
lighting, watertight in compartments that operate autonomously. In many cases, service managers
consider that this kind of transformation does not give them a differential value or produce external
interference, or permit foreign control of their activity or, in the medium term, unpredictable
organization changes.

Ensuring the success of this SSC transformation requires a commitment at the highest municipal
levels, politically, economically and organizationally. The transformation into an SSC is a long
process and is not without difficulties where the continuous thrust of senior management is a
key. Undoubtedly, any change will generate extra work and effort, and if the management is not
always motivated and pushes things down to the lower levels, there is a risk that the day-to-day
complacency will make the attempt fail.

Creating a specific organization for this process (Smart City office) can be a key factor for success in
this transformation. Having a global vision of the entire process with specific responsibilities allows
planning in the short, medium, and long term, so generating trust and confidence, and improving
communication. This department is configured as a transversal element and support to the rest
of the municipal areas, especially to the internal ICT areas.

8.2 City Strategic Formulation

The strategic formulation must be the first point of action to consider in the transformation of a
city into a smart and sustainable city. In Figure 59, the authors have arbitrarily defined three axes
of action that begin with a diagnosis of the current situation of the city (situational analysis & best
practices), followed by the definition of the vision and objectives (aspirational analysis & priority
lines of action) and finally, a governance structure (organization, resources, city services evaluation
& communication) that guarantees the success of the city’s transformation.

This strategic formulation must be materialized in a document shared by all stakeholders, which
can be used as a guide to this path of transformation.

8.2.1 Diagnostic and actual context

This first block will develop a situational analysis, with elements intrinsic to the city itself such as
population, economy, geography and budget, as well as the study of best practices worldwide
and their possible application in the city.

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