Target delivery: start + 4 months iii. Framework and Toolbox for Community Insight and Engagement o A framework that helps cities determine the tapestry of tools and techniques that they could use and the outputs they can expect from each, in order to align and agree across the city agencies, and underpin the execution of the plan. o A toolbox of methods (adopting / adapting as appropriate; and creating new only where necessary) that supports the framework and Target delivery – ‘beta’ version: start + 9 months iv. Communicating evidence o Develop case studies at a city level, and for individual tools / approaches that can trigger further action at city level. These clearly should focus on practicalities of action and their concrete benefits. o In a complementary vain openly communicate leading practices to help building of capacity in European cities. Target delivery – ‘beta’ version: start + 18 months Goal and how the proposed action lives up to our conditions The goal is to develop, test, and exploit a common set of tools and methods that help cities to understand their citizens and their communities in a better manner. These tools and methods should help influence outcomes associated with transformation of the energy chain, and the movement of people around cities. Many of these tools and methods can benefit enormously from the use of modern ICT (social media, mobile devices, data analytics, cloud computing, sensor technologies, etc). Preconditions, e.g. on entities carrying out the action Important pre-conditions for success include: . Engagement of recognised leaders in this field, within cities academia and Industry . Covering the breadth and diversity of European cities . Standardisation of pan-European data so that the diversity of European cities becomes clear . Involving the key con/prosumers of services in cities: citizens, businesses, visitors etc. Methods and details of implementation (how) An outline phasing of work could include: . Phase 1 Current State Inventory . Phase 2 Create model for comparing citizen attitudes and behaviours across cities . Phase 3 Create framework and toolbox for insight and engagement Monitoring The principal mid-term output goal concerns better take-up of common quality tools and methods. The longer term outcome goal is the active participation by society in cities to deliver faster, cheaper, better the ambitions of the city. Monitoring of the number of cities using the same framework should be applied. 4.2.2 Potential Action 2: Energy Neutral Neighbourhoods Context In many cities community-led initiatives are getting off the ground. Citizens assume responsibility for realizing better living conditions in their neighbourhoods. These initiatives often focus on certain themes: improving social cohesion, increasing safety and sustainability or neighbourhood maintenance. These initiatives are usually not policy driven, but arise from certain needs within the community. They are driven by active members of the neighbourhood. The establishment of local energy cooperatives, of groups of citizens taking on responsibility for maintenance and security or community-led initiatives on reducing social isolation are just a few examples. There is an as yet unknown potential in these kinds of initiatives to help achieving broader policy objectives. The idea is to stimulate the collaboration between community initiatives, private actors and local governments aimed at realizing energy neutral neighbourhoods. Goal The goal of this action is to stimulate and encourage community-based initiatives through introducing an element of competition between neighbourhoods. Deliverable i. Pilot cities: A neighbourhood competition initiated in 5-10 European cities, challenging communities, businesses and local governments to show how community-based initiatives can make a difference in realizing goals set by the European Union. These examples will generate an inventory on best-practices and lessons learned that can be made available to other European cities. Target delivery: start + 24 months Preconditions A number of important preconditions include: . Local city budgets . Local city champions . Industry participation Methods and details of implementation Cities in Europe should be stimulated to encourage active neighbourhoods to participate in challenges that aim at linking and engaging more community-led actions. Visible benefits are needed to make it more interesting for communities to participate. Bureaucratic procedures should be limited (or be taking care of by the local government) and gains in terms of information exchange, better practice improvement etc should be clearly explained. 4.2.3 Potential Action 3: Stakeholder Platform for innovation and societal progress Context We have entered an age in which innovation and societal progress are more and more realized in networked environments. New forms of collaboration between government institutions, SME’s, international businesses, NGO’s and citizens are developing, supported or enabled by modern ICT infrastructures. The city itself is becoming the organizing principle of our time, the city being the place where human interaction takes place. There is a huge potential for creation and innovation in this networked society enabling cities to meet up to the societal challenges we face today. Yet, we hardly understand how these new “organizing principles” work or how they can be enhanced. Exchange of ideas and experiences and room for experiment are needed, if we aim to unleash the full potential of human interaction meeting these challenges. Just as there are many small initiatives and local apps and projects that come out of events like hack days, governments and service providers can view each little initiative as a pilot for a broader initiative, invest in many ideas, see what works and then bring the successful ideas to broader scale, if applicable in different geographies. Additionally, such events can be used for co-creation, concept validation and usability. Better coordination at a European level can help cities and also Member States to better leverage talent and identify, build and scale compelling concepts with support from industry. Goal The goal of this action is to unleash the full creative potential of cities to meet societal challenges through the full deployment of modern ICT infrastructures. New models of collaboration and co- creation in cities are stimulated through the realisation of so called City Platforms, where stakeholders of all kinds form “living labs”. The “lessons learned and best practices should be transferable or scale-able to other European cities. Deliverables i. Realizing City Platforms A number of leading cities support the development of City Platforms – open to government agencies, businesses, NGO’s and citizens. The initial focus should be on energy and transport/mobility, but trans-sectoral approaches involving other domains should also be stimulated. Target delivery: start + 12 months ii. Mentoring Models The philosophy behind realizing City Platforms is that these platforms will enhance interaction between very different stakeholders and trigger, enable or stimulate the development of local networked societies. These city platforms are - in a certain sense – living labs, in which new forms of co-creation, entrepreneurship and citizen involvement is realized. Best practices of setting these platforms up and successful initiatives, stemming from these Platforms, are exchanged between cities (in the geographical sense). Target delivery: start + 24 months iii. Unified Lab concept to host user engagement, hack days, etc. Such a physical platform would include expansion on the Living Lab concept to include a space for regular feedback, open discussion and collaboration, e.g. hackdays. These activities would cover more topics for citizen discussion and action, e.g. legislative topics. In addition to services from the private sector, citizens continually create new grassroots initiatives. Governments and service providers can read these signals to understand the underlying needs and motivations, and step in to help – whether with regulation or services. Even if the motions are not carried through, policy-makers would gain insights from the discussion. This physical space could allow for many interactions, for example: . Co-creation – Conduct workshops where citizens from various target demographics join service providers in creating an idea to solve a problem . Concept validation – Conduct user studies with concept sketches and word documents to learn early how citizens feel about the proposed solution . Usability - Conduct user studies with early prototypes or sketches showing the mechanisms for a solution to understand how usable the solution is for different types of users . Feature requests – Enable citizens to request new solutions, with voting and curatorial mechanisms to identify the most requested ‘features’ Preconditions, e.g. on entities carrying out the action Pre-conditions for success include: . Engagement of recognised leaders in this field, within cities academia and Industry . Covering the breadth and diversity of European cities . Involving the key con/prosumers of services in cities: citizens, businesses, visitors 4.2.4 Potential Action 4: City Visualisation Context The old adage “a picture paints a thousand words” has great relevance in the city context. The complexity of city systems can be daunting to understand for city engineers, let alone the general public. And as such few of the general public engage in understanding much about how their city develops or operates. Yet, place them in front of google earth and the situation changes; they are drawn in to explore. The ability to present layered information on city systems in an intuitive fashion using modern technologies is quickly developing. We already see 2D mobile apps with mapping and selective information becoming common place for search (and other) functions. Prospectively, such technologies can also be used to engage city residents for other more value- adding purposes including urban planning, urban mobility, public security, environmental management, energy (and other resource) usage, waste management and the like. Also, the availability at the city level of numerous amounts and sources of data in combination with the possibility of plotting these data on various geographical levels (from street-level up to city level or even regional levels) provides policymakers, entrepreneurs and citizens with a rich source of information. It can be used for supporting innovation and policy-making as well as inform preventive action. For example, in a number of Dutch cities an “early warning system” is developed which predicts in which neighbourhoods preventive action should be taken on, for example, issues of maintaining city infrastructure and services. Goal The goal is to increase the pace by which European cities and companies exploit emerging visualisation technologies. This should help improve quality of life in cities, create concrete socio- economic outcomes and help European companies to take a leading position in the new smart city visualisation market. Deliverable Deliverables include: i. ’State of the Art’ landscape o Technology Evolution: capturing technical developments and enabling actions (eg funded research initiatives) over the past decade, and forecast developments over upcoming years and put together a roadmap for action; o City Practices: map practices in European cities, and importantly also in leading cities worldwide, to provide a structured and categorised capture of the various ways that visualisation is being used in cities to improve outcomes (e.g. democratic, service, resilience). These actions can provide the essential fact base to support forward-planning at city level. Such a state-of-the-art assessment should be executed as a short-sharp exercise to develop an ‘appreciation’ of matters, rather than detailed complete research. Target delivery: start + 4 months ii. Proof of Concept (PoC) Initiatives Building on existing leading practices in European cities, cities and their partners can develop a number of scale PoCs that can demonstrate the value of visualisation in a number of areas. Each of these should involve a number of cities, with supporting industry / academic partners. PoCs could be set up to explore the priority usage categories identified through the above landscaping. Target delivery: start + 12-18 months iii. EU Industry / Capability Development Developing capacities among cities and companies in this fast developing field as part of the PoCs is a key concern. These can be exploited in Europe and beyond. In parallel with the development of the PoCs, steps could be established to further strengthen frameworks for action to support competitiveness (eg through European CEN standards; accessing Innovation funds; Skills building; etc) and to identify opportunities early on. Target delivery: (i) Implementation Plan: start + 12 months; (ii) Execution of Plan: start + 12mos / ongoing. Short timelines should be set to rapidly deliver ‘beta’ products, recognising the dynamic development of technologies. Such initiatives will clearly have strong parallels with other initiatives in areas of urban mobility and energy that will be led by and benefit from the use of visualisation techniques. As such the overlaps and synergies between citizen focus led, and energy/mobility led initiatives warrant management. Preconditions, e.g. on entities carrying out the action Principal preconditions include: . Active participation of leading cities involved in this field . Commitment of leading academics in this field . Open collaboration between EU industry players (to support e.g. standardisation on a European level that will positively influence worldwide standards to the benefit of European companies) . An agile mentality and approach to execution – rapid beta development and testing . Benchmarking and tracking of worldwide leading practices to ensure ongoing EU competitiveness Methods and details of implementation (how) An outline phasing of work could include: . Phase 1: Consortium of cities and industry established . Phase 2: Technical implementation Monitoring Clear indicators will need to be developed, following monitoring priorities such as: . How Europe can advance faster relative to other countries / regions? . The evolution of visualisation approaches and technologies within each usage theme? 5 Priority Area 'Policy and Regulation' 5.1 Introduction Innovative forms of smart city policies and regulations are needed to enable large scale implementation and roll-out of smart cities. Cities need an adequate set of framework conditions in the field of policy and regulations in order to be able to smarten up. New governance concepts are required to coordinate and integrate smart city stakeholders – cities, businesses, and research organisations – within the change process so to identify strengths, weaknesses, opportunities and threats. Stakeholders need to jointly experience and learn with new forms of governance and policy concepts to further the process of becoming a sustainable, smart city. 5.2 Potential Actions Examples of actions that could help create and shape an enabling policy and regulatory framework are presented in the table below. Nr Title Summary of relevance Link to SIP actions 1 Smart City Strategy and implementation plan Strategic vision backed by all stakeholders and supported by long-term policies and respective regulatory frameworks as the basis for an effective and efficient implementation process # 1: Smart city strategy 2 Innovation zones Create the spaces in cities to test and evaluate the effect of new innovation models, revised policies and regulations, as well as consider different or reduced forms of regulation, where feasible. # 3: Innovation Zones 3 Innovative funding models Intelligent combination of funding instruments and funding commitments will enable to bypass any credit crunch and better plan project-bundles / infrastructure investments #2: innovative funding models Also links to SIP area nr. 8 Finance and Business models 4 Gap analysis Targeted analysis of fostering and hampering factors of national and EU policy frameworks for smart cities development and providing solutions how vertical interactions of policy fields can contribute to smart cities development # 1 & 2 Also links to SIP area 5 (Integrated Management and Planning) 5 Smart city networks Bringing together stakeholders on different aspects of smart cities (i.e. energy, ICT, transport) will generate new ideas and wider buy-in #1 Smart Strategy Links to SIP actions 4 (citizen focus), and 6 (knowledge-sharing) 6 Fitness checks Systematic evaluation of which parts of the existing regulatory/policy framework foster or hamper innovation for SCC and would need adequate action, either at EU, national or regional level (depending on competency). Also links to SIP area 5 (Integrated Management and Planning) 7 Improving regulatory processes Developing an approach how new and/or unified regulations (legal, financial, etc.) can be introduced for cities in a better way, including clear targets # 1 (Smart city strategy) and 3 (Innovation Zones) 8 Streamlining regulation Developing new approaches to create incentives for European cities to align specific policy regulations and technical standards # 1 (Smart city strategy) and #3 (Innovation Zones) 5.2.1 Potential Action 1: Developing a Smart City Strategy and Implementation plan Context Cities often focus on stand-alone smart cities projects. But experience shows that a strategic vision, backed by all stakeholders and supported by long-term policies and respective regulatory frameworks, is the basis for an effective and efficient change process. A detailed city- or even nation-wide implementation plan including intelligent and innovative funding models is key for a coordinated approach. Alignment, both horizontally (between different policy fields) and vertically (between regional, national, EU actors), using a participatory approach, guarantees a holistic view and commitment to the smart-city process. Cities need to involve a broad range of policy fields and stakeholders and formulate an integrated smart city strategy. With clearly defined targets in mind (e.g. establishment of energy- and carbon-neutral districts), cities, regional/national authorities, and EU lawmakers need to work together, asking themselves: what measures are required, what future research is needed, what political, administrative, technological and financial hurdles have to be eliminated, what regulations have to be put in place, or changed, in order to reach the goal? City authorities need to create frameworks for the deployment of integrated technologies, which allow for public-private partnerships between cities and industry, and the creation of innovative and stable business cases. On the other hand, private companies are hesitant to invest in new technologies and infrastructure due to policy uncertainty. For instance, major stakeholders in a smart city implementation actions (e.g. energy utilities) face uncertainty in long-term investments in energy infrastructure as long as policy uncertainty regarding e.g. fossil fuels, carbon prices or feed-in tariffs prevails. A smart city strategy will need to account for these political, but also financial, uncertainties and present a suitable approach towards dealing with them. The need for long-term policies with clear targets, actions and strategic guidelines on EU, national, regional and city level will need to be addressed to enable private investors to support a Europe-wide deployment of smart city concepts. While most of this is not within the competency of cities, cities needs to highlight the needs for effective policy frames at all levels to avoid being locked-in to energy-inefficient / carbon intensive / fossil fuel based technologies and developments, which will be difficult and costly to change at later point. Goal The goal is to increase the number of cities with a long-term smart city strategy and stakeholder involvement, thus ensuring a stable environment, i.e. regulations and policies for industry, utilities, etc. Deliverables i. Self-commitment of cities to a holistic approach (e.g. a smart city strategy, a climate or energy vision etc.) derived for instance from a stakeholder process to ensure full engagement and commitment. Such a strategy should link to the priorities and actions of the Strategic Implementation Plan (SIP) of our Partnership. A possible process should define a vision as well as a roadmap and a concrete action and funding plan to reach the goal. ii. Definition of barriers on European, national and regional level (regulations, policies, etc.) in the way of a smart city concept. Such barriers should be agreed upon by cities, industry and other relevant stakeholders and their removal be an essential part of the strategy process. iii. While the circumstances in cities can be substantially different so that different smart city strategies will have to be adopted, cities should make their strategy available (e.g. on a platform) to ensure learning and the adoption of best practices. Preconditions Such initiatives require input from a number of actors. The principal ones being: . City/Local Authorities: The smart city strategy has to be included in funding considerations. Also, cities have to self-commit to include individual smart city projects within the larger overall smart city strategy. . Regional Authorities: Regional authorities are responsible for Structural Funds in many countries. The integration of regional authorities could mobilise Structural Funds for smart city implementation actions. . Funding Organisations: When granting funds the wider strategy should be considered. . Private companies and public utilities: Their views should shape the smart city strategy. Incentives for private companies should be discussed to actively contribute and invest in the implementation of the strategy. . Research Organisations: Their views should shape the smart city strategy. Incentives for research organisations should be discussed to actively contribute and invest in the implementation of the strategy. . National Ministries: They should actively be aware and support their cities to work on a smart city strategy. . Citizens and NGOs: They should be informed about as well as actively included in the process. Methods and details of implementation An outline phasing of work could include: . Phase 1: Vision o Understanding of global and regional trends o Setting a Smart City Vision . Phase 2: Smart City Strategy and Roadmap o Deriving qualitative and quantitative targets o Definition of technological and non-technological measures o Scenario calculation and comparison with business-as-usual scenario o Establishing a monitoring and strategic intelligence system allowing for policy learning to support a long-term transition process . Phase 3: Action/Implementation plan and Funding plan o Definition of concrete actions (short, medium, long-term) for implementation o Perform Impact Assessment for planned activities o Development of funding plan o Preparation of demonstration projects . Phase 4: Dissemination and progress reports o Making strategy and roadmap available on a national and European level o Tracking of progress based on pre-defined milestones . Phase 5: Sustainable Smart City Development and Urban learning o Commitment of Member States develop partnerships between the smart city front runners and their followers or ‘emerging’ smart cities o Development of national frameworks for continuous smart city roll-out initiatives Monitoring Cities committing to a Smart City strategy should make relevant information publicly available (e.g. on a platform). Progress should be monitored and published as well clearly referring to pre-defined milestones (key performance indicators). Early adopters can thus serve as example to other cities facing similar challenges and conditions. 5.2.2 Potential Action 2: Establishing Innovation Zones within cities Context Smart concepts require in many cases new and innovative technologies and concepts. Research and development is vital but at the same time cost-intensive and risky for private companies. It is therefore necessary to use all available instruments (e.g. innovative procurement, policies, state aid, and competition law) in order to incentivise companies to invest in innovation. Especially, a clear framework for PPPs should be established and bureaucratic hurdles reduced, thus increasing a city’s attractiveness for new businesses. Since innovation refers to the technological standard in place, policies might have to differ from country to country. At the same times, regulations or subsidies, as well as organisational and administrative arrangements, can also hinder innovation (e.g. feed-in tariffs or procurement practices can favour certain technology innovation and prevent other innovation from taking place). As a first step, an overall “fitness-check” should be conducted, identifying those parts of the policy framework that are promoting innovation and those parts of the policy framework that are hampering innovation. Innovation Zones can be used as testing ground for new and adapted regulations in a real environments, to the extent possible. This potential need for change has to be pointed out at EU, national and city level. Addressing these hurdles would allow new business models, e.g. building on active collaboration between municipalities and private investors or overcoming the gap between those investing and those benefitting from innovative, energy-efficient, green technology (e.g. owner of a building is investing in retrofitting while the tenant is benefitting from the reduced energy expenditures). However, revision and adaption of regulations and policies might be a delicate matter and of unsure outcome. Innovation Zones would therefore be space-, time- and actor- specific. Goal The goal is to create a testing environment that allows and supports innovative concepts, business models, etc. Deliverables i. Fitness-check: Definition of regulations and policies on European, national and regional level fostering or hindering smart city implementation actions. Such barriers should be agreed upon by cities, industry and other relevant stakeholders and their removal be an essential part of the strategy process. ii. Establishment of an innovation zone where one or more regulations are suspended or, alternatively, where new regulations are put in place. iii. Streamlining administrative processes to speed up delivery, i.e. one-stop shops. In the same line cities need to devote the sufficient administrative capacities to support these processes. Preconditions The principal conditions are: . National and European level: create related policy provisions on national / European level where national or European law is concerned in order to allow cities to install innovation zones . Cities dedicate certain areas to become innovation zone . Key stakeholders (public, private, civil society) collaborate and commit to follow common principles/ goals . Stakeholder engagement: Depending on the concept to be tested in an innovation zone, it can affect residents to a large extend. They have to be informed about as well as actively included in the process. . Research Organisations: They should be included in the concept phase and can contribute to monitoring and evaluation process. Methods and details of implementation An outline phasing of work could include: . Phase 1: Concept o Idea generation for new/altered/suspended regulations with all stakeholders o Development of strategic partnerships . Phase 2: Set-up of innovation zone and monitoring . Phase 3: Evaluation, dissemination of lessons learned . Phase 4: Roll out Monitoring As a first indicator, the number and size of newly installed innovation zones should increase. Ultimately, the goal of a test ground is to roll out successful concepts on a larger scale. This should be used as criterion for success. 6 Priority Area 'Integrated Planning and Management' 6.1 Introduction Integrated planning and management involves spatial, temporal and technical coordination of diverse policy areas and planning resources to achieve defined goals using specified (financial) instruments. Its success requires the comprehensive and early involvement of all governmental and non-governmental players, private sector, and citizens. It is particularly challenging as it involves managing long-term planning perspectives and short term actions, addressing domains as diverse as transport, energy, ICT and beyond – in both existing (retrofit) and new urban territory. Our current approaches are insufficiently agile to cope with a more entrepreneurial approach and to respond to the pace of change in demography, societal expectations, and technology. This requires technical planning capabilities, more inclusive participatory and consultation processes, and greater collaboration within and across traditional policy and administrative boundaries within and between cities and communities. The need to deal with integrated planning and management in the context of Smart Cities is obvious for the following reasons: . It supports cities in their change from business-as-usual to low-carbon strategies and allows them to set more ambitious targets. This approach facilitates the using of methodologies to set up strategic and long-term vision for the city, the foreseeing of financing, the planning, the cooperation of multiple actors, while taking into account the local/regional/national environment. . This kind of approach will foster implementation of local policies leading to innovative smart integrated solutions for mobility, energy, water, waste management and buildings on the district to city level which support entrepreneurial and sustainability ambitions for the utility/mobility and other sectors. . Cities are continuously aiming at reducing the amount of energy required per unit of output, both at the level of collective city services and individual users. The integrated approach to energy and resource systems and infrastructure will play a part in increasing the energy efficiency of cities, along with the increased use of data and ICT integration. . Integrated planning improves potential diffusion of smart technologies. ICT-technology can help in structuring planning and management of smart city initiatives and enable more transparent, efficient resource use and implementation. Data can be used to enable resource integration across City systems, by helping to identify potential value at stake and the players involved. . The integrated planning and management helps to better identify promoters, drivers and barriers for Smart Cities developments and the means to change and handle the stakeholder interests. It reinforces the pro-active collaboration among different local actors. Cities and private sector need to have an understanding of city systems, including socio-economic aspects, to successfully develop Smart City solutions and enabling long-term objectives and commitment to secure funding. 6.2 Potential Actions A number of initiatives are recommended to accelerate and demonstrate a better approach. The table below provides an overview and identifies links to action areas mentioned in the SIP, though it is by no means exclusive or exhaustive. # Title Summary Link to SIP actions 1 Smart Planning Forum (see exemplar) Focus on the necessary governance mechanisms enabling an holistic planning approach and to make this tangible and perceivable for all relevant stakeholders and citizens Improving collaborative governance mechanisms dedicated to integrated planning and management 2 Big Data for planning and management (see exemplar) Support the implementation of data driven planning and management approaches in developing and implementing smart city projects Maximising the use of city- wide data 3 Urban Simulation and Planning (see exemplar) Urban simulation and planning models to capture the dynamics and impacts of urban development and policies Using urban simulation and planning models 4 Smart Energy Map Demonstrate agile energy maps capturing direct and indirect production and consumption of energy over sectors Focussing on the use of energy-models and energy-mapping 5 City communication and engagement Demonstration of innovative peer-to-peer and citizen-to-government-platforms for exchange of ideas and opinions regarding city planning and management issues Using visualization, decision support and peer- to-peer-tools 6.2.1 Potential Action 1: Smart Planning Forum Context The SIP stresses the importance of having planning and management approaches at the city-level which are agile enough to respond to the needs of various stakeholders and holistic enough to capture synergistic benefits across silo’s. This action intends to focus on the necessary governance mechanisms enabling a holistic planning approach and to make this tangible and perceivable for all relevant stakeholders and citizens. Securing long-term commitment from stakeholders and balancing long-term objectives with short-term actions is a key challenge when implementing smart city initiatives. Key needs in this context include the need for defining long-term goals, and stimulating and managing the dynamics of entrepreneurship in smart city initiatives involving public partners, private partners and citizens. Goal The action will demonstrate experiences and results of best practices in cities across Europe regarding collaborative governance mechanisms dedicated to integrated planning and management. The end-goal is for cities to achieve improved efficiency in developing and implementing smart city initiatives. Deliverable i. Toolkit and shared experience in developing and implementing Integrated Action Plans at city level, including quantifiable contribution to energy efficiency and climate goals with a sound business plan. ii. Demonstrated involvement of private sector and citizens in planning Smart City-initiatives through communication and sharing of plans and results of projects, viz. web-based or through social media. Preconditions Preconditions for various entities include: . Private sector, in particular financial institutions, to develop new financial arrangements which support entrepreneurial ways of implementing smart city projects . City authorities supporting innovative governance and planning of public space. They are also important in enabling public services to cooperate across their respective silos in developing common implementation plans which provide long-term political commitment. . Public services to collaborate on a common implementation of smart city policy objectives. . Companies are to be expected to cooperate on developing public-private partnerships. Methods and details of implementation A possible implementation approach could include: . Phase 1: Survey and collection of best practices on integrated planning and management . Phase 2: Conceptualisation and definition of common framework for integrated planning and management for Smart Cities . Phase 3: Testing and demonstrating Monitoring To monitor progress, attention can be paid to the following set of indicators: . Number of cities having adopted Smart City plans including medium-to-long term targets involving all relevant departments and public services. . Share of Public-Private partnerships as Smart City initiatives . Share of citizen-driven initiatives as part of the Smart City planning cycle