Tel Aviv-Yafo



Ron Huldai


429,515 (2015)

Innovation Website
Lead Innovation Officers

Dana Schleifer (current), Itai Eiges (at time of 2018 survey)

Innovation is helping to:
  • Improve internal government operations

  • Improve service delivery

  • Engage residents and other stakeholders

Critical success factors:
  • Dedicated funding

  • Dedicated innovation team

  • Leadership from Mayor

  • Culture of innovation in city

Spotlight on innovation in Tel Aviv-Yafo

Tel Aviv-Yafo’s innovation team adopts a 4-step model:

  1. Problem investigation (ethnographic research)
  2. Ideas development (co-creation with the different stakeholders)
  3. Service delivery preparation (including prototyping)
  4. Service delivery with different scaling strategies.

Following this model, the city worked on improving the quality of life senior citizens. First, the team interviewed seniors to understand their daily lives and needs in terms of mobility, activities, relationships, and communities. After a holistic assessment, the team generated solutions to common challenges together with groups of citizens, other agencies, and experts. Based on these ideas, different city agencies have been working on a plan consisting of 13 initiatives aimed at promoting the elderly residents’ quality of life.

Note: The City Innovation Snapshot (PDF version) was produced in 2019 and some aggregate findings have been updated with the latest survey results below.

Vision and approach to innovation capacity

Along with 50% of cities surveyed, Tel Aviv-Yafo has an explicit innovation strategy. Similar to more than half of cities surveyed, Tel Aviv-Yafo approaches innovation capacity both from a holistic/macro level, as well as in specific policy areas.

Policy areas that Tel Aviv-Yafo is focused on

Digital governance
Social welfare and social services
Policy areas by number of cities

Tel Aviv-Yafo utilizes 5 different innovation skills or roles

Project manager
Data scientist
Communication officer
Community engagement staff
Innovation roles by number of cities

Tel Aviv-Yafo has the innovation team (7 staff) at the Mayor’s office and the innovation unit (2 staff) as part of the City Manager’s office.

Terms Tel Aviv-Yafo most associates with innovation

Big picture re-thinking
Technological innovation

Tel Aviv-Yafo's most common innovation activities

Developing new solutions based on digital technologies
e.g. use of drones or smart sensors
Facilitating organizational change within the municipality
e.g. silo-busting; new internal performance management; staff training and capacity building on innovation tools or techniques; reforms to contracting or procurement
  1. 1

    Taking risks or testing new ideas

  2. 2

    Data-driven analytics/public data management

  3. 3

    Engaging residents in new ways

  4. 4

    Developing new solutions based on digital technologies

  5. 5

    Organizational change within the municipality

  6. 6

    Human-centered design

  7. 7

    Rethinking your city’s approach to financing partnerships

How is innovation funded here?

Like 81% of cities surveyed, Tel Aviv-Yafo has dedicated funding to support innovation capacity.

Top sources of funding

Multilateral institution budget
Municipal budget
Municipal budget
This could include, for instance, City Council approved funds; operating budget; a special funding process (bond, Mayoral special initiative funding, etc.); and participatory budgeting / citizen-selected budgeting.
External funding
External funding
This could include private, philanthropic/non-profit and/or academic/think tank resources.

Activities being funded

Launching or sustaining a project
Idea generation & brainstorming
47 cities
Launching or sustaining a project
79 cities
Idea generation & brainstorming
51 cities
Investing in digital systems
36 cities
Investing in physical infrastructure
30 cities
Paying for services

How is innovation measured?

Tel Aviv-Yafo has developed partnerships to promote its 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 the private sector, academia, think tanks, and private philanthropy to collect and analyze data, as well as with other cities.

Data availability by policy area


Sufficient data


Policing and law enforcement


Waste and sewage



Social inclusion and equity


Digital governance

Insufficient data

Economic Development

Labour market and skills

Environment and climate change

No Response

Housing and built environment


Public works