Product/Services Overview:
CITY LEAGUE: City League service as the part of SDP’s Management Consulting & Government Advisory service offering for Public, Private and Social sector clients.
 
Product/ Service Delivery Duration:
Min 3-4 months depending upon Size of offering required and Scope of Work.
 
Ideal Client Type:
Public, Private and Social sector clients: International Agencies, National Governments-Ministries; Local Governments-Municipalities, Development Authorities, Smart City SPVs/ offices, Private Companies.
 
What is in the package of Product/Services (Deliverables)?
City League Report-Countrywide or Region-wise.
City League indicators, guidelines and recommendations.
 
Product Offering/SoW Overview:
Identification of the Smart Cities for challenge round.
Picking up the sites concept of the smart city proposal.
Proposing City League KPIs for smart city challenge country or region wise.
To examine the challenges faced by large cities concerned with improving their economic competitiveness while providing the social and environmental conditions that are necessary to retain and attract skilled workers and investment.
To design strategies for addressing their own local urban development risks though not all leaders are keen to undertake such actions.
Examining how a city’s smart city adaptation and mitigation actions affect/contribute to its efforts to remain competitive in the global economy. In particular, what are the inherent trade-offs and possible synergies between meeting smart city development goals, and the many other goals that are central to urban development (economic development, employment, social well-being, etc.)
Identifying the bottlenecks to effective implementation of climate change policies at the city/regional level, and the existing urban governance mechanisms that allow implementation of integrative urban policy strategies;
Assessing what are the key institutional challenges to multi-level governance on smart city, and how local and national governments and other stakeholders could work together most effectively to implement smart city policy actions at the city level;
Providing a unique opportunity for city mayors, regional leaders and high-level national government representatives to put forward their ideas about the above mentioned issues and elaborate a common policy agenda.
Customer Experience Index research to show that governments, despite emerging technology and evolving public expectations, continue to trail the private sector in providing a modern, customer-centric experience.
IT capabilities and data architecture, Enabling processes and functions, Insight-driven strategies
Digitally-enabled technology architecture and Innovative services.
Integrated partner and alliance ecosystem. helping city leaders identify and focus on pain points;
Establishing a target operating model for city services.
 
Key Benefits:
Magnets for foreign direct investment (FDI)-City Challenge competitions for government funding, and the contest for private sector inward investment.
Cities are marketing their local advantages and their distinctive character as places, but it is unclear whether the results are really helping the most needy groups, or that a lasting formula for regeneration has been found.
Implementation and delivery-Competitive cities distinguish themselves not simply by their choice of policy action or reform, but how they get things done in the first place. 
Growth coalitions-Success also involves building coalitions and being resourceful. In all of the successful case studies examined, growth coalitions between public and private stakeholders in economic development were seen throughout.
Policy levers-Competitive cities customize their choices and interventions to increase competitiveness (institutions and regulations, infrastructure and land, skills and innovation, and enterprise support and finance), within each area to local circumstances, political economy, and economic opportunities and to the needs of firms.
In competitive cities: (a) business leaders to be consulted about their needs and the constraints they encountered in their operations; (b) infrastructure investments to be made in collaboration with the firms and industries they aimed to serve; (c) skills initiatives to be designed in partnership with firms, ensuring that curricula addressed their practical needs; and (d) industries to be supported where they had a real commercial potential, through collective initiatives with the private sector rather than through the public sector alone.
Creating intention-based, experience centric services is poised to be the new battleground for cities.
Cities pursuing enhanced outcomes that will meet their vision for the future will also need to become more data-driven, while also breaking down existing silos and sharing data organization wide.
With objectives and needs precisely defined, it becomes essential to understand which technologies, capabilities and expertise can best deliver the required outcomes.
Cities and their leaders looking to provide a new world of experience-centric digital services should shift their typical focus from rapid technology implementation and first understand how the application of technology can impact those it is being implemented to serve.
Dedicating the time and costs needed for smart and thorough planning is critical to success. Partnering with the right solution provider can enable rapid and efficient transformation toward the desired future state.
 
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