Annex 1 Summary of Stakeholder Identification, categorization and analysis Stakeholder Scale/ sector Aims and challenges Potential and constraints Role/contribution to SSC rollout Municipalities, City Council and city administration Local Public – Increase efficiency (energetic as well as economic). – Increase environmental sustainability – Aim to give the best service to citizens. – Shrinking budgets. – Growing demand of the voters for transparency, citizen participation. – Pressure by local, national and international agreements and targets for sustainable development – Expertise on city management. – In charge of city services provision. – Lack of coordination. – Lack of professionals with specific knowledge on SSC. – Constrains in allocating budget. – It is a strong driver of SSC. – Promote SSC initiatives and decide the roadmap to follow and specific solutions to be implemented. – Engage citizens and communicate them benefits of SSC. – Monitor city services: define KPIs and evaluate them. – To promote SSC services provision and integrated management. National and regional governments Supralocal Public – Increase efficiency guarantee security of resources. (natural & economic resources). – Increase environmental sustainability of the country. – Aim to give the best service to all citizens; including and above all ICT technologies. – Growing demand of the voters for transparency, citizen participation. – Pressure by international agreements and targets for sustainable development and climate change. – In charge of policies that can directly affect SSC deployment. – To promote the intensive use of ICTs facilitating technology development. – Lack of coordination among ministries. – Lack of professionals with specific knowledge on SSC. – Define policies and legal frameworks that enable SSC deployment. – Promoting and managing implementation of "smart regions". – To facilitate ICT technology development and competition.
City services companies Local Private – Increase efficiency of their processes. – Provide a service with a greater added value (or a new service in some cases). – To grow their business and provide SSC solutions. – With their current functioning, city services will not be able to cover the future demand due to population growth. – City services are not efficient enough to fulfil the sustainability challenges cities are facing. – Expertise on city services functioning, needs and characteristics. – Know-how on the service they provide and citizens' needs. – Some of them do not have enough expertise and/or capacity to include ICT in their processes. – Some of them are used to work independently in vertical solutions, not cooperating with the rest of the services. – Some of them may require innovation transformations. – Provide their expertise to collaborate with municipalities and ICT companies to develop integrated collaborative models. – Change towards "smart" and "KPI-based" city service models. – In some cases: create a new service that covers a new or an uncovered urban need. Utility providers Supralocal Private – Increase efficiency of their processes. – Flatten the demand curve. – Increase the predictability of the consumer's needs. – Considerable resource losses (water, gas or energy) on their supply chains. – Challenges for massive deployment of new technologies, especially time & economic resources. – Expertise in all the links of the value chain: production, distribution and commercialization – Due to their size, the upgrade of their systems and the inclusion of ICT in their infrastructures could be a challenge. – Responsible for the deployment of some SSC features: smart grid (energy, gas, etc.) and smart water management. – Can also implement the SSC solutions outside the city, in all their value chain.
ICT Companies Supralocal Private – Finding new fields for business development. – To provide services based on positive business cases. – Difficulties to access cities services contests to offer SSC projects that are still directed to vertical city services. – Lack of legal & commercial framework to provide SSC services. – Experience and expertise on transversal solutions and integration of services. – R+D departments with significant budgets. – Expertise in developing business models. – Lack of expertise in city management services. – Urgency to deploy ICT services due to customers' demands. – Provide the ICT infrastructure to support and integrate SSC services. It has to be standard, compatible and scalable. – Research and innovate to provide better technical solutions. – Develop innovative and financially sustainable business models to enable SSC implementations. NGOs Local & Supralocal – Ensuring social sustainability, inclusiveness and equity on a local and national level. – They do not have an active role in SSC solutions deployment. – With increasing urban populations, inequity, poverty and social strains are going to be increased in cities. – Experience on raising awareness of concerns of the population, on watching over the weakest sectors of society and developing initiatives. – Knowledge on social sustainability. – Impartiality and legitimacy to raise issues. – Limited resources: (economic, human...) – Limited power of influence on local, national and international agendas. – Give advice on how to achieve social sustainability. – Raise awareness of concerns of the population. – Ensure inclusiveness of all society in the SSC model.
Academia, research organizations and specialized bodies. Local & Supralocal – Lack of experience & resources for implementing SSC projects including business & local government vision. – To study SSC as a new trend which has impact in the sustainable development of society and has a very technical component. – To develop new field of research and associated studies (new degrees or masters). – Experience in developing "science" – Research facilities, workforce and know-how. – Capacity to innovate. – A certain level of impartiality and an external and holistic vision of SSC. Experience in measuring, defining baselines, – Teams of specialized professionals – In some cases, difficulties when cooperating with the private sector. – Distancing from the reality when delving into more theoretical issues. – Often they are not recognized as stakeholders in the SSC model. – Lack of funding for investments – Develop a science of cities, to study them as the complex systems they are. – Participate on SSC standardization activities. – Drive research and innovation in fields related to SSC. – They have to include the social aspects on the debate. – Assist city managers and policy makers with the transition to the new model in regard to measuring methods, baseline definition. Citizens and citizen organizations Local – Achieve better quality of life. – They need access to better city services. – They are the final beneficiaries of SSC. – Need for more active participation in decision making. – They suffer the strains of urban growth: traffic congestion, pollution. – Source of data. – Users of the city: they can provide information on what they need. – They can be a source of innovation. – Lack of knowledge of the ICT implications of SSC models. – Lack of knowledge of the benefits that SSC could bring to them. – Key to go from "intelligent" to "smart sustainable" city: they have to use the new applications. – They are a source of data. – Citizen participation, engagement in the SSC project. – Citizens must recognize that SSC need business models that include the service price.
Urban Planners Local – Achieve better quality of life. – Promote city sustainability. – To develop short- and plans to create, grow, and revitalize communities and areas in cities. – Experience in city planning. – Understanding of city needs from a non-technological perspective. – Reluctant to a technology-only approach for SSC. – Not aware of smart technologies for cities. – Include in their studies and city planning processes the use of ICTs to promote SSC as a part of a broader approach. – To give the guidance to SSC stakeholders on city planning needs. Standardization Bodies Supralocal – Define standards in a new field that has not been standardized yet to assess the performance of SSCs. – To develop a common language for all stakeholders involved. – Expertise in development of standards of ICTs & sustainability. – They have to rely on their members (from private and public sector, academia...) and reach consensus. – Lack of expertise in city management. – Laying the framework for SSC and defining standards for this new model. – Identify standardization gaps on SSC field.