What Works Cities Assessment Guide

Certification Criteria

What Works Cities
Nov 14, 2018 · 20 min read

What Works Cities Certification is the standard of excellence for data-driven local government. The program’s 45 criteria outline the people, processes, and policies foundational to a well-managed city.

The criteria are grouped by eight foundational practices:

  • Data Governance
  • Evaluations
  • General Management
  • Open Data
  • Performance & Analytics
  • Repurposing
  • Results-Driven Contracting
  • Stakeholder Engagement

Under each foundational practice below, you’ll find a description of that work, followed by the questions that will be asked about your city’s practices. Use this guide to better understand the value of each practice, what is required to be able to answer “yes” to each question, and what supporting documentation will be required to verify your responses.

Completing an assessment is the first step to receiving exclusive, pro bono support from What Works Cities to continue building a more effective local government. The program is open to any U.S. city with a population of 30,000 or higher.

You can find definitions of terminology used below in our Certification Glossary. You can learn more about the methodology behind What Works Cities Certification here. If you have any questions, please email certification@whatworkscities.org.

Data Governance

DG1. Comprehensive Data Inventory
Your local government maintains a detailed and comprehensive data inventory that makes its data more discoverable and accessible.

Checklist (Must meet 3 of 4):

  • Your local government has a documented methodology for routinely collecting and updating the data inventory.
  • In the past 12 months, the inventory has been updated.
  • The inventory covers datasets from more than 80% of the departments in the local government.
  • A version of the data inventory is published online.

Required Supporting Documentation:

  • A copy of the data inventory.
  • A documented process for collecting and updating the data inventory.

DG2. Data Governance Roles & Responsibilities
Your local government maintains a documented list of data governance responsibilities and meets at least quarterly to carry out those responsibilities.

Checklist (Must meet 2 of 2):

  • Your data governance process is guided by a statement of purpose or documented set of goals and objectives.
  • Committees engaged in data governance meet to carry out data governance responsibilities at least quarterly.

Required Supporting Documentation:

  • Minutes or agenda of your two most recent data governance meeting.
  • Open data or data governance documents that describe the roles and responsibilities of the data governance team.
  • Statement of purpose, relevant clauses of enabling policy that identify the goals and objectives of a data governance body, or other official documents identifying the goals of your data governance process.
  • A schedule of your upcoming data governance meetings.

DG3. Improving Data Quality
Your local government has and carries out documented policies or practices to improve data quality.

Checklist (Must meet 3 of 4):

  • Your local government identifies data quality problems by conducting a data quality audit.
  • Your local government implements processes to improve identified data quality problems.
  • Your local government documents standards for internal data so that certain common fields (e.g., street address) are consistent across the organization.
  • Your local government establishes feedback channels for data users to identify data quality issues.

Required Supporting Documentation:

  • A summary of your local government’s process to improve data quality.
  • A description of what happens when local government staff identify a low-quality dataset and the process for improving the dataset before it is published.
  • An example of a dataset that has been improved through this process.

DG4. Protecting Privacy and Confidentiality
Your local government has documented policies or practices to protect the privacy and confidentiality of government-held data.

Checklist (Must meet 2 of 3):

  • Your local government has a documented process to reduce the possibility of inadvertently releasing private or confidential data.
  • Your local government offers staff information or training about how to assess and reduce security risks associated with your data.
  • Your local government has a process for engaging residents and other external stakeholders in the government’s security risk management program.

Required Supporting Documentation:

  • Internal memos or training materials that inform local government staff who manage and use data about how to protect the privacy and confidentiality of residents.

DG5. Data-Sharing Process
Your local government has a documented and user-friendly process to expedite the sharing of data — including protected data — both cross-departmentally within the local government and with trusted outside partners.

Checklist (Must meet 3 of 4):

  • Your local government has a written process documenting how to share data internally or with trusted partners.
  • Your local government has a user-friendly method of collecting requests to share data and requires data-holders to respond in a timely way.
  • Your local government limits data-sharing agreements to datasets that are non-eligible for open data; otherwise, datasets are publicly shared.
  • Where there is a risk of liability, your local government uses data-sharing or data use agreements.

Required Supporting Documentation:

  • Copy of a current data sharing agreement.
  • Copy of relevant policy or process document.
  • An inventory of data sharing agreements.

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Evaluations

EVAL1. Embedding Evaluations in Policy & Budget
Your local government has a policy or ordinance that encourages the use of rigorous evaluation methods for practices, programs, and/or policies.

Checklist (Must meet 1 of 1):

  • The policy or ordinance requires a justification for why programs should or should not be evaluated.

Required Supporting Documentation:

  • Documents containing the policy or ordinance.

EVAL2. Evaluation Tools & Methodologies
Your local government has defined standards, methodologies, or tools to help staff rigorously evaluate practices, programs, and/or policies.

Required Supporting Documentation:

  • Documented defined standards, methodologies, or tools to help staff rigorously evaluate practices, programs, and/or policies.

EVAL3. Embedding Evaluations in the Budget
Your local government requires that, as a condition of funding, new or renewed programs will be rigorously evaluated.

Checklist (Must meet 1 of 1):

  • Departments are required to explain how they will measure the impact of a new investment using a rigorous evaluation method.

Required Supporting Documentation:

  • A budget memo or other relevant document that demonstrates new or renewed programs will be rigorously evaluated as a condition of funding.

EVAL4. Launching Evaluations
In the past 12 months, your local government has launched two or more experimental or quasi-experimental evaluations.

  • Experimental or quasi-experimental evaluations can be launched with or without the support of external organizations (e.g., academic institutions, vendors).
  • The evaluation has been launched if the intervention has been implemented or if analysis of evaluation results has been completed.

Required Supporting Documentation:

  • A brief summary of two experimental or quasi-experimental evaluations that your local government has launched.
  • If evaluations are conducted in-house, examples and evidence of evaluations (e.g., report summarizing the evaluation and results) should be provided.
  • If evaluations are conducted with external organizations, formalized documentation that defines how the scope of the evaluation aligns with the goals of the local government should be provided.

EVAL5. Using Evaluation Results
In the past 12 months, your local government has used the results from experimental or quasi-experimental evaluations to make different, or to newly justify, decisions.

Required Supporting Documentation:

  • An example of a different, or newly justified, decision and how it was informed by evaluations.

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General Management

GM1. Leading with Data
Your mayor and/or chief executive communicates
and demonstrates to staff that governing with data and evidence is an organizational expectation.

Checklist (Must meet 2 of 2):

  • In the past three years or within the current administration, your local government’s mayor, chief executive, and/or executive team has communicated to staff, at least twice, the commitment to data-driven governance.
  • In the past three years or within the current administration, your local government’s mayor, chief executive, and/or executive team has required data analysis, evaluation findings, or other evidence to inform at least two of her/his major decisions.

Required Supporting Documentation:

  • Examples of internal staff emails, memos, or council presentations that clearly state leadership’s commitment to data-driven governance and establishes it as the organizational expectation.

GM2. Leadership Communicating with Data
Your mayor and/or chief executive uses data and evidence to publicly communicate the work and impact of government.

Checklist (Must meet 2 of 2):

  • Your mayor or chief executive communicated at least one such example in the most recent State of the City or equivalent address.
  • In the past 12 months, your mayor or chief executive has used data and evidence to publicly communicate the work and impact of government on four different topics, programs, and/or announcements. For each instance, unique examples for at least two forms of communications (ie. earned media, owned media, social media, public appearances) must be demonstrated.

Required Supporting Documentation:

  • A link to the most recent State of the City or equivalent address during which the mayor and/or chief executive used data and evidence to publicly communicate the work and impact of government.
  • A document with eight links to media examples, divided by topic, program, and/or announcement.

GM3. Communicating with Data
Your local government regularly uses public communications to share examples of how it is governing using data and evidence and/or stories of progress made as a result.

Checklist (Must meet 1 of 1):

  • In the past 12 months, your local government has publicly communicated examples of how it is governing using data and evidence and/or shared stories of progress made as a result for four different topics, programs, and/or announcements. For each instance, unique examples for at least two forms of communications (ie. earned media, owned media, social media, public appearances) must be demonstrated.

Required Supporting Documentation:

  • A document with eight links to media examples, divided by topic, program, and/or announcement.

GM4. Staffing Performance Management
Your local government has a designated leader and/or team responsible for developing and implementing citywide performance management practices.

Checklist (Must meet 1 of 1):

  • The performance management team is responsible for the following activities: collecting and managing the data used in the performance management program, preparing analyses and reports of departmental data, overseeing departments/team members through the performance management and analytics process

Required Supporting Documentation:

  • Performance management documents should describe team members and their roles and responsibilities. Designated team members should also be able to clearly articulate the role they play in the local government’s performance management and analytics efforts. When possible, organizational charts and job descriptions could suffice.

GM5. Staffing Data Governance
Your local government has a designated leader and/or team responsible for developing and implementing citywide data governance practices and policies.

Checklist (Must meet 1 of 1):

  • The data governance team is responsible for the following activities: managing a comprehensive data inventory, improving data quality, overseeing departments/team members through the data management process.

Required Supporting Documentation:

  • Data Governance documents should describe team members and their roles and responsibilities. Designated team members should also be able to clearly articulate the role they play in the local government’s data governance efforts. When possible, organizational charts and job descriptions could suffice.

GM6. Staffing Evaluations
Your local government has a designated leader and/or team responsible for helping departments conduct experimental or quasi-experimental evaluations.

Checklist (Must meet 2 of 2):

  • Your local government has at least one individual to lead the design, implementation, and analysis of experimental or quasi-experimental evaluations. Alternatively, if your local government has an established relationship with external organizations to conduct evaluations, there is a designated leader or team within the local government to manage the projects and relationship.
  • Your local government has a process to match the leader or team’s expertise with evaluation topics that enable them to work on priority projects across the local government (i.e., across departments).

Required Supporting Documentation:

  • Names of relevant staff and their roles and responsibilities. Designated team members should also be able to clearly articulate the role they play in the local government’s evaluation efforts. Organizational charts and job descriptions could suffice.

GM7. Staffing Results-Driven Contracting
Your local government has a designated leader and/or team responsible for applying results-driven contracting strategies to its portfolio of upcoming key procurements, contracts, and/or grants citywide or within departments.

Checklist (Must meet 1 of 1):

  • Your local government has at least one individual to lead results-driven contracting work. Designated leaders and/or the team will either be in a senior position in a centralized office or must have succeeded broadly in applying results-driven contracting to their most important procurements at the department level with assistance from a centralized office.

Required Supporting Documentation:

  • Names of relevant staff and their roles and responsibilities. Designated team members should also be able to clearly articulate the role they play in the local government’s results-driven contracting efforts. Organizational charts and job descriptions could suffice.

GM8. Providing Data Trainings
Your local government provides access to trainings for all local government staff on how to use data and evidence to make decisions
.

Checklist (Must meet 3 of 4):

  • Your local government communicates inside and outside of government about newly available data or opportunities to get involved with its data program.
  • Your local government holds in-person or online events that feature organizational data or insights from organizational data.
  • Your local government seeks relationships with external partners who help train staff to use organizational data to provide the local government with useful insights.
  • Your local government conducts internal trainings to ensure that staff can make good use of organizational data in their daily work.

Required Supporting Documentation:

  • A summary of the trainings available to local government staff that help them use data and evidence to make decisions and how you communicate the availability of these trainings to all staff.

GM9. Sustaining a Data-Driven Culture
Your local government has documented and carried out strategies to embed, deepen, and/or spread the strategic use of data within and across your government.

Checklist (Must meet 3 of 4):

  • In the past three years, your local government made accessible to city staff a value proposition and/or scope of services for the use of data and evidence in decision-making.
  • Your local government has a codified policy or strategy document mandating the development, maintenance, and utilization of data and evidence in decision-making.
  • In the past three years, your local government shared examples of success for using data and evidence internally from at least three separate departments or agencies.
  • In the past three years, your local government developed guides, skill development plans, and/or other products to upskill local government staff on the use of data and evidence to make decisions.

Required Supporting Documentation:

  • Documents that contain the relevant value proposition, skill development plans, internal communications, policies and/or strategy documents that support your local government in carrying out these strategies.

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Open Data

OD1. Open Data Policy
Your local government has a publicly available, codified open data policy that commits to data transparency and proactive public disclosure of local government data and data practices.

Checklist (Must meet 3 of 4):

  • The policy creates a governance structure for the proactive release of public information.
  • The policy includes plans to collect regular public input on the open data program.
  • The policy ensures periodic review of policy language and implementation practice through at least annual reporting.
  • The policy commits to public disclosure of decision-making pertaining to collection, prioritization, storage, use, analysis, and publication of public data and information, including explanation for sensitive, protected, or other information ineligible for release.

Required Supporting Documentation:

  • Link to the publicly available open data policy.

OD2. Open Data Publishing Process
Your local government has a documented process for publishing open data.

Checklist (Must meet 3 of 4):

  • The process includes ensuring consistent high-quality and complete metadata.
  • The process forces local government employees to review data quality before it is published.
  • The process prevents the inadvertent release of protected data.
  • The process assesses community needs in prioritizing data releases.

Required Supporting Documentation:

  • Open data governance documents that detail the open data publishing process.

OD3. Open Data Portal
Your local government publishes open data to a central, public online location.

Checklist (Must meet 2 of 2):

  • Publicly available data is appropriately contextualized with clear language, contact information, relevant policies and/or reports and other documents. If there are any types of data that are on separate sites, then the main open data portal clearly links to those.
  • Publicly available data is machine-readable, downloadable, and freely available.

Required Supporting Documentation:

  • Link to your local government’s open data portal.

OD4. Civic Data Standards
Your local government adopts
Civic Data Standards.

Checklist (Must meet 1 of 1):

  • Your local government uses at least one common data standard (e.g., GTFS) to publish data.

Required Supporting Documentation:

  • Link to a sample dataset, along with naming the conforming standard.

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Performance & Analytics

PA1. Selecting and Using Metrics
Your local government identifies strategic goals, aligns a diverse set of measures with those goals, and uses data to evaluate progress toward them.

Checklist (Must meet 2 of 2):

  • Your local government documents its key citywide priorities and/or goals (e.g., strategic plan, visioning statement, etc.).
  • Your local government has assigned targets, metrics, and a timeframe for measuring progress toward the achievement of a publicly stated strategic goal(s).

Required Supporting Documentation:

  • Link to strategic goals that are citywide, time-bound, specific, and measurable.

PA2. Holding Performance Meetings
Your local government holds performance management meetings during which it reviews data, discusses insights, and makes decisions about its strategic goals at least quarterly.

Checklist (Must meet 3 of 3):

  • Senior leadership attends at least 50% of the performance management meetings.
  • Your local government has a designated process for conducting analysis, preparation, and follow-up for each performance management meeting.
  • Your local government has a set schedule for performance management meetings.

Required Supporting Documentation:

  • Minutes or agenda of your two most recent performance management meetings.
  • Schedule of upcoming performance management meetings.

PA3. Sharing Goals and Progress
Your local government regularly shares its strategic goals, performance measures, and progress toward achieving those goals with the public.

Checklist (Must meet 2 of 2):

  • Your local government has documented targets, metrics, and a timeframe for measuring progress toward the achievement of a publicly stated strategic goal(s).
  • Strategic goals and progress towards them are shared with the public at minimum annually.

Required Supporting Documentation:

  • Link to where progress toward strategic goals is publicly shared.

PA4. Managing Data Security
Your local government has documented policies or practices to manage the risk of data breach, loss, or unauthorized manipulation.

Checklist (Must meet 3 of 3):

  • Your local government has a Chief Information Security Officer or a similar role and/or function.
  • Your local government has an audit mechanism, which can be done by a third party or other independent agency.
  • Your local government provides trainings to update city staff on policies and procedures to manage the risk of data breach, loss, or unauthorized manipulation.

Required Supporting Documentation:

  • Name, title and email address of the Chief Information Security Officer or similar role and/or function for your local government.
  • Copy of relevant documented policy and/or practice.
  • Evidence that trainings to city staff on policies and procedures took place.

PA5. Evaluating Disparate Impact
Your local government has documented policies or practices aimed at harnessing the benefits of artificial intelligence (AI) while reducing associated risks.

Checklist (Must meet 2 of 3):

  • Your local government documents where and how automated decisions are taking place, what risks they present, and the strategies in place to mitigate those risks.
  • Your local government engages residents at least annually to gather feedback and concerns about how data is used by the local government and its partners.
  • Your local government has documented policies or practices to attempt to reduce the impact of demographic or geographic bias.

Required Supporting Documentation:

  • A summary of the practices, included specific examples, used by your local government to reduce risks associated with automated decisions and artificial intelligence (AI).

PA6. Accessing Analysis for Decisions
Your local government leaders have the ability to access and incorporate data analysis when necessary for strategic decision-making.

Local government leaders have the ability to access some of the following when necessary for data-focused or performance management meetings:

  • Descriptive analysis (averages, counts, maximums/minimums)
  • Diagnostic analysis (regression, correlation, data mining)
  • Geospatial analysis
  • Prescriptive analysis (algorithms)

Required Supporting Documentation:

  • Two examples of data analysis that have been shared with your local government leader.
  • An explanation of how leaders get access to data analysis for decision-making.

PA7. Using Analysis in Decisions
Your local government uses analysis produced as part of your local government’s performance and/or analytics program to inform decisions about resource allocation, hiring, and/or service delivery.

Required Supporting Documentation:

  • An example from the past 12 months of a specific instance where policy decisions were made as a result of your local government’s performance and/or analytics program.
  • Examples of analysis conducted, including memos and presentations from performance management meetings. Local governments should point to specific instances where policy decisions were made.

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Repurposing

RP1. Data-Driven Budget Process
Your local government uses data to align its budget process with its strategic priorities.

Checklist (Must meet 1 of 1):

  • The process requires budget proposals, requests, and/or renewals be tied to strategic priorities, performance, data, and/or evidence.

Required Supporting Documentation:

  • A budget request form, budget renewal form, or budget memo.

RP2. Process for Discontinuing Programs
Your local government has a documented process, informed by data analysis and resident feedback, for determining when a program should be discontinued.

Required Supporting Documentation:

  • An internal process or external policy, resolution, and/or ordinance that is used to determine when a program should be discontinued. If relevant processes or policies exist at the department or agency level, this must be demonstrated in a minimum of three departments or agencies.

RP3. Data-Driven Budget Decisions
Your local government has made a different or newly justified budget decision about a practice, program, or policy based on analyzed data.

Checklist (Must meet 1 of 1):

  • Your local government has a documented process, informed by data analysis and resident feedback, to make different or newly justified budget decisions.

Required Supporting Documentation:

  • An example of a different or newly justified budget decision that was made based on analyzed data and resident feedback that utilized the documented process demonstrated by the city for RP2.

RP4. Shifting Funds for Outcomes
In the past 24 months, your local government has shifted (or begun the process of shifting) funding away from a program that has failed to achieve its desired outcomes toward a new program.

Checklist (Must meet 2 of 2):

  • Your local government has shifted (or begun the process of shifting) funding across programs.
  • The program was shown to be ineffective through data analysis or evaluation, and resident feedback.

Required Supporting Documentation:

  • An outline of the process you are pursuing, or have pursued, including the identification of the particular practice, program, or policy that failed to achieve its desired outcomes, and the new program the funds are being shifted to.

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Results-Driven Contracting

RDC1. Define Goals for Key Procurements
Your local government defines strategic goals and desired outcomes for key procurements, contracts, and/or grants.

Required Supporting Documentation:

  • Three unique examples of either procurements (e.g.), RFPs, RFQs). contracts, or grants to acquire two different goods or services (i.e., they cannot be three contracts for shelter services, but could be an RFP for shelter services, an RFP for supportive housing, and a contract for transitional housing).
  • For each submitted procurement, list the page number on which we can find defined strategic goals.

RDC2. Measure Outcomes for Key Procurements
Your local government measures outcomes, impacts, and/or cost-effectiveness for key procurements, contracts, and/or grants.

Checklist (Must meet 1 of 1):

  • Your local government uses a performance tracking system to flag when vendor performance is off-track during the course of the contract.

Required Supporting Documentation:

  • Evidence must be supported by the same examples used in the first Results-Driven Contracting criterion.
  • For each submitted procurement, list the page number on which we can find metrics aligned with the strategic goals.

RDC3. Assess Vendor Performance
Your local government has mechanisms in place to compare the performance of similar contractors and determine which are most effective.

Required Supporting Documentation:

  • Materials used to track data for comparing vendor performance such as vendor report cards, dashboards comparing vendors across a consistent set of metrics, and/or reports with process and outcome metrics for at least one product or service type.
  • Examples of contracts with vendors providing similar products or services that outline consistent metrics and/or performance reports of similar vendors.

RDC4. Structure Procurements to Support Strategic Goals
Your local government structures procurements, contracts, and/or grants to align the vendor’s incentives with the local government’s strategic goals.

  • To qualify, you may demonstrate structuring the procurement, contract, and/or grant in terms of any of the following, based on desired outcomes:
    1. Procurement vehicle (e.g., problem-based, agile, or design build structures)
    2. Contract type/Payment mechanism (e.g., fixed-price, cost-type, performance-based, etc.)
    3. Vendor selection criteria
    4. Scope of work

Required Supporting Documentation:

  • Evidence must be supported by the same examples used in the first Results-Driven Contracting criterion.
  • For each submitted procurement, list the page number on which we can find how the procurement aligns the vendor’s incentives with the local government’s strategic goals.

RDC5. Use Data to Manage Contracts
Your local government actively manages contracts, using performance data to troubleshoot challenges and achieve desired outcomes, by engaging with contractors at least quarterly during the course of the contract.

Checklist (Must meet 2 of 2):

  • Your local government collects and shares performance data with and from vendors.
  • Your local government engages contractors at least quarterly to course correct when challenges are identified. Meetings for primarily compliance purposes do not qualify.

Required Supporting Documentation:

  • Evidence should be supported by the same examples used in the first Results-Driven Contracting criterion. If the information does not exist in the submitted contracts, please provide examples of how performance data was used to identify a challenge and how the local government then engaged with the vendor to design a course correction during the contract term.
  • For each submitted procurement, list the page number on which we can find how performance data is used to identify challenges.

RDC6. Use Data to Manage Vendors
Your local government reviews vendor performance data to inform future contracting decisions, including the selection of vendors, renewal of contracts, and/or expansion of existing scopes.

Required Supporting Documentation:

  • An explanation of how the materials uploaded for RDC3 are shared across departments.

RDC7. Open Procurement Data
Your local government proactively shares data, documents, and information about contracts, procurement, and/or vendor performance, in order to increase bid competitiveness and strengthen procurement transparency and accountability.

Checklist (Must meet 2 of 2):

  • Your local government shares data on contracting using Open Contracting Data Standard requirements.
  • Your local government shares a downloadable and machine readable catalog of previous contracts, as well as procurements set to expire or upcoming in the next 6–12 months. For contracts set to expire, data fields must include project name, project description, estimated timing, estimated dollar size.

Required Supporting Documentation:

  • Link to shared data, documents, information about contracts, procurement and/or vendor performance.

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Stakeholder Engagement

SE1. Open Data User Insights
Your local government tracks and documents insights about open data users and open data applications, and incorporates user needs into the design and implementation of its open data and transparency practices.

Checklist (Must meet 2 of 3):

  • Your local government analyzes data download statistics, website usage statistics, public records request counts, or other measures of information demand to inform open data releases or open data portal design.
  • Your local government has established online channels for residents to provide questions or comments around open data, such as online feedback forms or GitHub repositories.
  • Your local government has user personas and/or use cases for open data. These should be developed using research on examples of internal or external data use, or by using collaborative workshop techniques.

Required Supporting Documentation:

  • A link to an online feedback form for your local government’s open data.
  • A document of your user personas and/or use cases for open data.
  • A link to a dataset of download statistics and/or an explanation of how this data is used.

SE2. Open Data User Guidance
Your local government provides clear how-to guidance to help residents access and use city data.

Checklist (Must meet 2 of 3):

  • Your local government’s how-to guidance helps residents analyze, engage, or use at least one open dataset or tool.
  • Your local government produces high-quality metadata for a majority of available open datasets that conform to international best practices.
  • Your local government publishes contact information for a person who can support the use of available open data.

Required Supporting Documentation:

  • A link to your local government’s how-to guidance to help residents access and use city data.

SE3. Open Data Collection
Your local government provides a clear process for partnership and collaboration with data users for the purpose of inviting community members to use public city data to solve pressing community issues.

Checklist (Must meet 2 of 2):

  • Your local government’s staff participate in in-person community events where staff present open data program updates or announce newly available open data relevant to community groups’ needs and activities.
  • Your local government regularly collaborates with community members to use data on projects and/or supports local civic technologists’ use of open data by publishing open-source code for open data tools or products.

Required Supporting Documentation:

  • Evidence of local government staff participating in in-person community events to communicate open data needs and activities.
  • Results of community-driven collaboration using city open data and/or examples of open source code.

SE4. Open Data Trainings
Your local government supports efforts to educate, activate, or upskill partners (e.g., civic groups, vendors, service providers) to better understand and utilize administrative and performance data to deepen community impact.

Checklist (Must meet 2 of 2):

  • Your local government has provided at least one annual in-person and/or online training to support data users in accessing, understanding, or using publicly available datasets. Alternatively, your local government partners with local open data experts or assigns dedicated City staff to answer questions about open data or conduct community training for local data users.
  • Your open data team conducted in-person demonstrations of at least one open data product or tool in the past year using local government resources, local government space, or local government financial sponsorship for the demo.

Required Supporting Documentation:

  • A summary of efforts made to educate, activate, or upskill partners to better understand and utilize administrative and performance data.

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What Works Cities Certification

What Works Cities Certification is the national standard of…

What Works Cities Certification

What Works Cities Certification is the national standard of excellence for well-managed, data-driven local government. Learn more: http://bloombg.org/2o72SzG.

What Works Cities

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Helping leading cities across the U.S. use data and evidence to improve results for their residents. Launched by @BloombergDotOrg in April 2015.

What Works Cities Certification

What Works Cities Certification is the national standard of excellence for well-managed, data-driven local government. Learn more: http://bloombg.org/2o72SzG.