Page 43 - Reference framework for integrated management of an SSC - A U4SSC deliverable on city platforms

Having citizens at the centre of the Smart City strategy requires developing actions in the following
areas:

• Strategic: The solutions resulting from the plan must offer tools and data to support the strategic
and operational decisions of the political and official leaders of the different municipal areas,
as well as support for the evaluation of compliance with the Sustainable Development Goals
and city strategy.
• Organizational: There are different models of implementation of an integrated city management
platform, either on new contracting models, where different services are concentrated or by
the implementation of a data platform that allows the integration of the technology on which
to transform the contracts. In any case, we must take into account the management of change
and the unification of the control centres that technology already allows.

• Operational: The city strategy must start from a knowledge of the current state of the introduction
of ICT in the management of municipal services. To this end, it would be possible to carry out a
consultancy that describes the smart initiatives of the services, their level of smart maturity, their
management model and the introduction of strategic direction in the definition of objectives,
establishment and monitoring of management indicators.

• Technological: The service-oriented architecture, the market proposal of cloud or hybrid
solutions, the constitution of a common data repository, the use of open technologies and the
creation of innovation laboratories must all be addressed in the Smart City technology strategy.

Even so, the addition of other users of the city, such as tourists, to the centre of the smart and
sustainable city strategy, justified by their role of service users when traveling, results in the
proposal of a collection of digital solutions targeting not only isolated tourism issues but also
main public problems and market failures, since the travel cycle constantly interacts with cross-
cutting elements of the city alien to the tourism activity. This reality stresses the need to include
in the strategy conceptualization, a diversity of stakeholders to balance the secluded interests of
different economic sectors, being tourism the perfect subject to bring them together thanks to its
multisector reach.

3.2 Strategic Management in SSCs and ICT

The fulfilment of the Sustainable Development Goals and any transversal challenge requires
institutionalizing strategic management in cities. The strategic direction allows delimiting the main
missions to fulfil the city model in terms of climate change, carbon-neutral, the attraction of talent
in general in environmental, social and economic factors.

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