Their Challenge:

Governments collect a lot of data. This data has important and specific operational purposes. It informs everything from the delivery of services to capital investments. Such large, complete data sets could also be used for many other impactful purposes if they were more accessible and organized. While right to know laws entitle citizens to access, the client lacked a streamlined process to identify, compile, and deliver the massive data sets, which resulted in slow response times that were resource-intensive to deliver. As a result, internal operations were hindered. Moreover, the numerous organizations that could utilize this information were unable to acquire it efficiently. Ultimately, the data could not be harnessed to the greatest extent, limiting its usefulness.

The Approach:

I used e-government research as a tool and playbook to bring open data to a city that was passionate about expanding access while eliminating long-term operational roadblocks. Over the course of one year, the project went from establishing goals to vetting vendors to the full implementation and use of an open data platform. Stakeholders also included four universities, three major hospital networks, multiple local nonprofit organizations, and two Fortune 500 companies.

Together we coordinated and led a working committee consisting of policy advisers, administration officials, nonprofit leaders, and interested citizens. Through our discovery and problem-solving phases, we discovered ways to address barriers such as department silos and data storage options. Funds for the technology were identified from the budget, and the net 0.02% financial impact ensures accountability and product sustainability. A training program was implemented to prepare employees for the new platform and processes, and policies were created to govern both the entry and maintenance of data. Ultimately the project streamlined the organization’s operating procedures, enhanced the ability to develop data-driven solutions, and better served all stakeholders. The Sunlight Foundation now recognizes the process and end product as an industry-leading model.

Results:

Technology Implementation:

• A multidisciplinary committee identified the project goals, resource capacity, and the ideal capabilities for a technology platform, and came to a collective decision to use those criteria to select a vendor for an open data platform.

• Prior to launch, department heads worked collaboratively to ensure their respective departments’ data sets were clean and able to be successfully integrated. Staff training efforts helped to ensure that standardized data entry processes were followed.

• Prior to launch, two phases of testing were completed with both the vendor and with a small internal team of stakeholders to ensure integrity and usefulness of data.

• The open platform launch was completed and made available for widespread use, both internally and externally, in less than one year.

Ongoing Project Performance Monitoring:

• The multidisciplinary committee was granted ongoing continuous oversight of the open data platform, including the resources to support an ongoing review and update process.

• The open data platform has been accessed thousands of times, with an increase in access of 43% YOY. Data sets continue to be uploaded and maintained on a regular basis.

• Notably, administrative burden on the legal bureau from right to know requests decreased.