Page 180 - Reference framework for integrated management of an SSC - A U4SSC deliverable on city platforms

A recommendation of the authors is that the lines of action be made to coincide with the “Smart
areas” defined in recommendation UNE 178201-2 “Systems for managing Smart Cities and Balanced
scorecard indicators” , or with the dimensions defined by U4SSC (economy, environment, society)
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in USSC Key performance indicators documents. This will make it easier for the governance area
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to assess and follow the results of the underlying projects using standardized indicators.

The “tractor” projects should be selected according to the city strategy, the impact on citizens
or efficiency, implementation time, technological limitations and finally on sustainable business
models, and having adequate financial resources not only for their execution (CAPEX) but also for
the sustainability in the future (OPEX).

8.2.3 Governance

This is the central axis to ensure the success of the transformation of the city and support the global
coordination with all the actors involved. In this axis, three areas of action have been defined: the
first related to the organization and resources; the second related to the evaluation and monitoring
of the progress of the transformation of municipal services; and finally, the management of internal
and external communication.

As noted in the section 8.1, smart city projects are generally multidisciplinary and involve different
areas of the organization, as well as collaboration with external stakeholders. This task of coordination
between areas is one of the main risks identified.

Organizations and resources

The creation of a smart city office, made up of a multidisciplinary team, can be a guarantee to
align the city’s vision and strategy, along with its policies for the digital transformation of municipal
services, the unified management of information and normalized relationship with external agents.

The improvement of the municipal organization, at the organic, functional and resource levels, as
well as the means of management and preparation of services to the citizen implies not only the
electronic collection of data and information and their proper treatment but also their practical
use as an objective parameter for decision-making.

City services evaluation

Unified governance becomes an opportunity to monitor and evaluate city service departments
and subcontracted companies. City dashboards and the introduction of “smart clauses” in the
technical specification of public procurements help to standardize the integration of data and
reports provided by internal departments and external stakeholders using open standards.

166 Reference framework for integrated management of an SSC | June 2023