United States
W. J. "Jim" Lane
255,310 (2018)
Brent Stockwell
Simplify administrative procedures for firms and residents
Improve internal government operations
Improve service delivery
Dedicated funding
Focus on measurement
Dedicated innovation team
Culture of innovation in city
Engagement with partners
Scottsdale’s High Performance and Innovation initiative has institutionalized the use of metrics and project review to encourage evidence-based decision-making. The team uses a four-step cycle for each initiative: plan (define results through benchmarks), do (execute the plan), review (assess results through surveys and data analytics), and revise (adjust goals and approaches). To execute its vision, Scottsdale also splits its innovation staff into four designated sub-teams: benchmarking, data analytics, process improvement, and behavioral insights. This division of labor and clarity of roles supports efficient execution of projects. Scottsdale also publishes a brief annual report highlighting key initiatives and fostering a citizen-centric focus.
Along with 50% of cities surveyed, Scottsdale, AZ does not have an explicit innovation strategy. Similar to more than half of cities surveyed, Scottsdale, AZ approaches innovation capacity both from a holistic/macro level, as well as in specific policy areas.
Social Welfare: Scottsdale partnered with the Behavioral Insights Team to increase donations to the program "Scottsdale Cares" by using Behaviorally Informed evidence to fundraise via an email campaign. The email spurred recipients to donate via their utility bill. Different messages were randomly assigned to recipients and A/B tests were conducted to identify which message increased likelihood of donation.
Digital Governance: The city has also adopted an internal Open Data Program administrative regulation that "support[s] the city's practice of evidence-based decision-making by establishing standard policies and procedures to implement an Open Data Program including the creation and maintenance of a Portal where the city's Publishable Data will be publicly available online."
Scottsdale’s innovation efforts are sprinkled throughout the organisation. While having no dedicated innovation staff, Scottsdale’s cross-departmental High Performance and Innovation initiative is championed by the Assistant City Manager and is led by 2 other staff.
Taking risks or testing new ideas
Data-driven analytics/public data management
Engaging residents in new ways
Developing new solutions based on digital technologies
Organizational change within the municipality
Human-centered design
Rethinking your city’s approach to financing partnerships
Like 81% of cities surveyed, Scottsdale, AZ has dedicated funding to support innovation capacity.
Similar to 61% of participating cities in the 2020 survey, Scottsdale's funding for innovation capacity is also directed towards training staff and building capacity*.
*"Training staff and building capacity" is not an option in the 2018 survey, while "Launching or sustaining a project" is not an option in the 2020 survey.
Scottsdale has developed partnerships to promote innovation capacity with other public agencies, private firms, not-for-profit organizations, and city residents/resident associations.
To improve data use, the city has also developed data partnerships with private philanthropy, academia and think tanks, to collect and analyze data, as well as with other cities.