the inherent complexities of its own time and the proper balance between environmental protection and the desiderata of the economy. The levers of smartness at our disposal can certainly foster such desired balances in view of processes of change designed to ensure, through forms of shared administration and strategic collaboration pacts, 22less ecological waste and constant citizen auditing.23 The digital tools to turn these prospects into virtuous realities of our time are already available and include, to mention only some of the most widespread, digital sensors, smart meters, remote monitoring and supervision systems, and ICT platforms.24 There is no doubt, therefore, that one may already consider that the so-called Internet of Things will not only be able, in a systemic perspective, to foster the digital empowerment of citizens, but will also enable real-time remote monitoring of any problem connected with the water resource, and that is by no means a small matter. On the other hand, Big Data technologies may at the same time reframe the water industry within a market where choices are predominantly data-driven, and Cloud platforms, with the consequence that it will certainly be simpler and more virtuous to store, analyse and visualise effectively and intelligently the vast amount of data collected. Nor should one overlook the particular support that may accrue to the existing framework from forms of artificial25 intelligence based on machine learning algorithms—so futuristic as to instil justifiable technophobias. 22 The smart management water is a strategic lever of awareness: it can certainly be considered that, thanks to the information it holds and the enormous amount of data it manages, it improves the perception of the service rendered to the user, and of all the activities and efforts made to deliver it, ultimately favouring a not inconsiderable customer experience of a plausibly positive sign. On the basis of these feasible premises, the reasonable expectation can mature that the manager-user relationship will change from a mere commercial relationship to a genuine social contract, governed by reciprocal subjective situations the fulfilment of which aims to create value and quality for the benefit of the community. On instruments more related to shared administration and collaboration pacts see, for all, G. Arena, M. Bombardelli (eds.), L’amministrazione condivisa, Napoli, 2022. 23 On this plot, the reading of F. Benvenuti, Il nuovo cittadino, Venezia, 1994, remains fundamental. More recently, especially for profiles related to the relations between digital emancipation and subsidiarity, see also for further insights and references B. Auby, Administrative Law Facing Digital Challenges, in Istituzioni del Federalismo, No. 3, 2019; F. Costantino, La c.d. cittadinanza digitale, in Diritto Pubblico, Fascicolo 1/2023; R. Cavallo Perin, La configurazione della cittadinanza amministrativa, in Diritto Amministrativo, No. 1/2024. 24 See in this sense the useful work of M.T. De Azevedo, B.A. Martins, and S.T. Kofuji, Digital Transformation in the Utilities Industry: Industry 4.0 and the Smart Network Water, Technological Developments in Industry 4.0 for Business Applications, 2019. 25 The works on the subject have become numerous. However, for an always useful reading on the subject see at least L. Floridi, Etica dell’intelligenza artificiale. Sviluppo, opportunità sfide, Milano, 2022. For an analysis of the underlying legal issues see A. Mantelero, G. Resta, G.M. Riccio (edited by), Intelligenza artificiale. Commentario, Milano, 2025. 435 WATER GOVERNANCE AND RIGHT TO FOOD
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