The increasing social problems are challenging public administrations to adopt new strategies in order to create smarter cities. With this regard, some cities have created a dedicated organisational unit focused on planning and implementation of Smart City (SC) projects, led by a SC Manager. However, the SC Manager's responsibilities and curricula remain overlooked. The objective of this paper is to theoretically explore the role of the SC Manager in municipalities and to analyse their main responsibilities and skills. Based on an empirical questionnaire administered to public managers and politicians, a Responsibility Index (RI) is defined to identify the domains under the responsibility of the newly role of SC Manager. The questionnaire is also an opportunity for understanding the main required competences and skills through a factor analysis and qualitative investigation of the responses.

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Both public administrations and real estate developers have been investing in innovative Smart Building projects to reduce energy consumption while improving housing quality and occupant comfort. Despite a booming market and an ever-growing academic interest in Smart Building technologies, few studies are available to understand the value generated by Smart Building projects and how these initiatives are able to achieve business success and distribute value to their stakeholders. To fill this gap, this study presents an empirical analysis of 300 Smart Building projects implemented internationally. The projects' characteristics have been analyzed on a business model framework in order to identify general concepts and discarding redundant information. The result of this effort has been a classification of business modelling characteristics able to illustrate the main value and business objectives pursued by Smart Buildings projects and the strategies through which these projects distribute and deliver value to their customers and stakeholders. This study presents two main implications. First, it helps scholars in their study on the development and implementation of Smart Building projects. Second, it supports the decision-making processes of both public and private developers acting as a collection of best practices for the design and development of Smart Building initiatives.

In 2016 the city of Turin, Italy, launched the Torino Living Lab initiative. By using the urban Living Lab approach, with firms, public bodies, universities, and communities collaborating to co-create innovation, Turin aims to encourage, attract, and foster a growing and inclusive innovation environment. This article describes the efforts that Turin has made to design the initiative and presents a structured methodology to assess its results. The expectations and objectives of the initiative's utilizers and the characteristics, impressions, habits, and behaviors of the citizens were collected before the initiative through a series of semi-structured interviews and a survey. By comparing the obtained results with similar post-mortem measurements, it is possible to assess the success of the initiative and evaluate its impacts. Finally, this study present interesting policy takeaways for cities wanting to implement urban Living Labs and identify best practices for their design, implementation, and management.

Over a one month period dental tutors assessed the working conditions and performance of primary care dental workers. This was the first critical step in developing curricula to revise a National level course for the recommencement of training for mid level dental workers, and to develop continuing education workshops. Results demonstrated the considerable progress that Mozambique has made in oral health services since independence in 1975. However, the study also revealed serious problems in the quality of care currently being provided.