When Troy Schulte took over as interim city manager of Kansas City, Missouri, in 2009, the local economy was struggling and the government faced hard choices about how to use scarce resources. With a slashed budget and a diminished workforce, Schulte had to figure out how to deliver city services without reducing quality. Together with a small team of employees, he began to create a culture of data-driven decision making in municipal offices, to invest selectively in technology, and to give nonprofit organizations and firms an opportunity to develop their own, innovative solutions to city problems by making more information available to them. Schulte found a kindred spirit in Mayor Sly James, who negotiated a public–private partnership with a view to developing what Kansas City’s chief innovation officer called “the smartest 54 blocks in the country” along the city’s new streetcar corridor. As initial efforts came to a close and a new mayor entered office, Schulte and other officials stepped back to assess what they had learned. The new, data-driven culture had yielded positive improvements, whereas the technology-based smart-city initiative had had a more limited impact—at least in the shorter term. The experience generated important lessons about the scale of the benefits that technology could generate in midsize cities and in what kind of time frame.

Tyler McBrien drafted this case study based on interviews conducted in Kansas City, Missouri, in January 2020. Case published March 2020.

When Pete Buttigieg became mayor of South Bend, Indiana, in 2012, the city was struggling to overcome its image as a dying community. More than a thousand abandoned homes blighted urban neighborhoods, and the unemployment rate was more than 10%. Although these problems had their roots in the changing structure of the US economy, Buttigieg said he believed that more-efficient and more-effective government could help the city attract new businesses and residents, charting a path forward. In 2013, he hired Santiago Garces, a 2011 graduate of nearby University of Notre Dame, to create a new office that would identify opportunities for improving city operations and saving money. On a tight budget, Garces assembled a small team of business analysts, who used new technologies to help streamline and modernize the city’s code enforcement department, greatly accelerating the process of dealing with abandoned homes. Garces’s team then took on dozens of other projects to improve service delivery while also consolidating the city’s information technology resources, including outsourcing certain services to cut costs. The unit Garces created produced millions of dollars in savings during its first years and helped the mayor achieve some of his top policy goals. 

Tristan Dreisbach drafted this case study based on interviews he and Steven S. Strauss, John L. Weinberg/Goldman Sachs & Co. Visiting Professor at Princeton University, conducted in South Bend, Indiana in July 2018. Case published September 2018.

In 2011, voters in Chicago elected Rahm Emanuel, a 51-year-old former Chicago congressman, as their new mayor. Emanuel inherited a city on the upswing after years of decline but still marked by high rates of crime and poverty, racial segregation, and public distrust in government. The Emanuel administration hoped to harness the city’s trove of digital data to improve Chicagoans’ health, safety, and quality of life. During the next several years, Chief Data Officer Brett Goldstein and his successor Tom Schenk led innovative uses of city data, ranging from crisis management to the statistical targeting of restaurant inspections and pest extermination. As their teams took on more-sophisticated projects that predicted lead-poisoning risks and Escherichia coli outbreaks and created a citywide network of ambient sensors, the two faced new concerns about normative issues like privacy, ethics, and equity. By 2018, Chicago had won acclaim as a smarter city, but was it a fairer city? This case study discusses some of the approaches the city developed to address those challenges and manage the societal implications of cutting-edge technologies.

Gabriel Kuris drafted this case study based on interviews he and Steven S. Strauss, Lecturer and John L. Weinberg/Goldman Sachs & Co. Visiting Professor at Princeton University, conducted in Chicago in July 2018. Case published September 2018.