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Dayton, Ohio, USA

A First-of-its-Kind Approach to Alternative Emergency Response

Project Type:
Community Engagement, Health and Wellbeing, Housing, Infrastructure and Utilities, Public Safety

At a Glance

Created alternative emergency response teams staffed with professional mediators. Since 2022, 7,202 emergency calls have been diverted to mediators and only 2% have required police intervention.

City leaders believe the mediation response unit model to be the first of its kind in the United States.

A new system for routing and tracking trash pickups gives the City better data for improving performance.

Replaced paper housing inspections to digital, enabling the City and residents to view all housing condition data on a public dashboard.

Since 2020, dozens of U.S. cities have created community response teams to divert some non-emergency calls away from police officers. A big focus of these unarmed response teams, which are usually staffed by trained clinicians, is calls related to persons experiencing mental or behavioral health problems.

Dayton’s program is a little different. Alternative response in Dayton is focused largely on calls related to arguments between neighbors, noise complaints, roommate disputes, unruly behavior and other forms of nonviolent conflict. When someone dials 911 with one of these issues, the call is screened by Dayton Medication Response Unit and if appropriate MRU staff self-dispatches to the call.

The team includes professional mediators who are trained to respond to crisis and de-escalate conflict. They create space in the moment for people to vent and feel heard, help resolve conflicts and follow up later to see if there are lingering issues. While many cities across the United States have alternative emergency response programs focused on mental health crises, this is the country’s first model focused on mediation.

Image courtesy of the City of Dayton.

98% of calls do not require police backup.

“People are now calling the Mediation Response Unit directly instead of calling 911. That’s a good thing, because it’s changing the culture of how people request the right service for what they need.”

Michelle Zaremba, Mediation Division Manager

The idea for the Mediation Response Unit came out of a working group made up of community members and city officials. The approach is built on 911 call data; working group members collaborated with issue experts to identify types of calls that could be handled by mediators instead of police.

Now, MRU self-dispatches after screening out for violence, after screening for violence, weapons, or other situations that would necessitate a police response. As residents get to know that the mediation unit exists, they are increasingly calling a direct MRU call line to reach the unit directly rather than calling 911. That means both dispatchers and police are freed up to handle more pressing matters.

7,202 emergency calls diverted to mediators as of November 2025

In the first three years, the service has fielded more than 7,000 service calls. They are tracked on a public dashboard that is updated nightly and shows what types of calls are coming in from which parts of the city. As a case study of the program from the Council of State Governments notes, the City uses this data to assess trends, spot service gaps and identify changes needed. Approximately 2 percent of calls have required a police officer to be called for backup, a sign that the system is handling the right kinds of cases.

“The mediators are doing a fantastic job,” says Michelle Zaremba, Mediation Division Manager for the City of Dayton. “Callers get a lot of time with the responders. They can talk with them and really express what’s frustrating to them. But also for the person they’re calling on, it’s less offensive to have somebody who’s not a police officer come out.“

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San Rafael, California, USA

Data Supports Expanded Crisis Response

Project Type:
Community Engagement, Environment, Health and Wellbeing, Infrastructure, Public Safety, Technology

At a Glance

Provides mobile crisis response for approximately 3,000 SAFE calls for service each year, about 8.5% of total calls for service.

Conducted a detailed analysis of past community plans in the Canal District and increased transparency and accountability by reporting to the community on what the City accomplished, the challenges faced, and why some priorities have yet to be addressed.

Partnered with UC Berkeley and local non-profits to model flood risk and map vulnerable facilities, and worked alongside residents to co-create ideas to improve the City’s resilience.

Mapped city assets using LiDAR data, created a citywide asset inventory, and implemented an Asset Management System that helps the City better allocate resources, complete work orders and serve residents.

Not every 911 call requires police, EMS and firefighters. Someone may have minor medical complaints that don’t demand emergency room (ER) care. Others may be  unhoused and need connection to shelter or other social services. Some are experiencing a mental health crisis and would benefit from counseling.

A significant number of calls received by 911 dispatchers in San Rafael, California, are requesting support for unhoused individuals, or people who need support for their mental health or substance use, rather than  for an active crime or a medical emergency. Arresting or transporting individuals to the ER is often counterproductive and wastes city resources and taxpayer dollars.

In 2023, the San Francisco Bay Area city of about 61,000 people decided to offer a fourth branch of response that goes beyond police, EMS and firefighters. The decision was spurred by a use of force incident in 2022, in which a man was seriously injured by two San Rafael police officers. The incident caused the City to rethink its emergency services and data analysis showed that there was sufficient call volume in San Rafael to support an alternative response team.

Image courtesy of the City of San Rafael.

“We show up with just a uniform and a radio, so we’re not seen as a threat. That helps people open up, lets us have longer conversations and makes it easier to connect residents to the resources they really need.”

Aziz Majid, SAFE Program Director

Thus, the City of San Rafael launched a mobile crisis response team called SAFE (“Specialized Assistance for Everyone”). Comprising crisis intervention specialists and EMTs, SAFE responds to a range of non-acute situations. The team may help a resident receive behavioral healthcare support, or help a senior veteran with no family nearby connect to the Veterans Administration.

Another focus of SAFE is proactive outreach to build relationships with residents so that low-level problems don’t turn into urgent issues. A majority (55%) of all calls to SAFE since its launch have involved unhoused individuals, underscoring that the service has helped the City respond promptly and in targeted ways to meet the needs of these residents. The SAFE team’s focus on homelessness-related challenges has also freed up police resources for acute emergencies. Rates of motor vehicle theft, burglaries and arrests have fallen since the program began.

12% reduction in response time for Priority 1 Emergency 911 calls since 2023

As the City considers expanding the service, leaders have dug into data detailing service calls to support adding staff and extending operating hours. They created a heat map of times of day and days of the week with the highest call volumes, broken down by type. With a clear understanding of temporal call trends and residents’ needs, the San Rafael Police Department, which oversees SAFE, can make a data-driven budgeting case to City Council for bringing on new staff with the right specialized training. Most importantly, more residents may be able to receive the healthcare or social services they need.

“We don’t buy into the squeaky wheel syndrome, the idea that whoever is loudest and well-connected can steer decisions to allocate scarce resources in the city. Instead, we look to data to understand if we’re investing in and working on the right things.”

Kate Colin, Mayor, City of San Rafael

32% reduction in the use of force by the San Rafael Police Department between 2023 and 2024

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Knoxville, Tennessee, USA

Tender Loving Care — Driven By Data

Project Type:
Community Engagement, Health and Wellbeing, Public Safety

At a Glance

Recorded no fatal or non-fatal shootings for almost 17 consecutive months in their seven-block “Tender Loving Care” (TLC) East District through sustained community engagement, cross-sector collaboration and integrated city data.

More than 750 residents served at TLC events that connect community members to local services.

Mapped social networks of suspects, victims and law enforcement agents to gain clearer insight into local crime dynamics.

It all started in Ms. Black’s front yard.

The Knoxville, Tennessee, resident was concerned about the high crime in her neighborhood and contacted every City of Knoxville department seeking support and resources. In response, the City sent representatives from different departments to Ms. Black’s front yard to discuss possible solutions.

After the meeting, city staff identified all of the fatal and non-fatal shooting incidents over the last five years and drew a boundary around the area with the highest concentration of violence: Seven blocks that became Knoxville’s East District Place-Based Strategy Zone — also known as Project TLC (Tender Loving Care) East.

In 2020, facing an increase in violent crime, the City was eager to explore more innovative public safety strategies. They partnered with the University of Maryland to learn more about evidence-based violence prevention strategies and landed on a place-based approach, among other tactics. TLC East was launched in 2023, with two more zones added in 2024.

The crux of TLC is not just relationship-building and it’s not just data. Instead, it’s a strategic investment in the combination of both.

Image Courtesy of the City of Knoxville.

“When I came into office, I was very frustrated with the crime statistics. These were literally life or death matters, and it was hard to measure and understand crime trends in Knoxville. Necessity is the mother of invention and today we’ve improved significantly.”

Mayor Indya Kincannon

For instance, officers are assigned to conduct daily walking patrols within the TLC zones and engage with residents living inside those boundaries. At the same time, these officers are empowered by data. They add interaction information to a Sharepoint that feeds into daily and weekly crime reports. They also have a tablet-friendly internal dashboard that includes up-to-date data from the Fire department, service requests, community events and more.

“I don’t want to collect data for data’s sake. I want data to inform action, policy and budget decisions. Bloomberg Philanthropies What Works Cities Certification is a third-party review that gives us credibility that we’re on the right path and that we’re following best practices. It’s more than just lip service, it shows that we’re actually getting it done.”

Mayor Indya Kincannon

Resident engagement is key. Monthly TLC zone meetings invite neighbors to share concerns and ideas. TLC Community Bashes provide free food, activities and connect residents with local services and City departments.

At one community event, a TLC zone resident shared information about a murder. As his daughter played in the bounce house, he said he had not felt comfortable speaking with authorities before. Ongoing police presence helped build community trust.

City staff are quick to emphasize that Project TLC is not just about violence prevention. Indeed, a survey of residents found that while violent crime was a top concern, so were other quality-of-life issues such as blight, speeding and vagrancy. Today, Project TLC includes the Police and Fire Departments, the Chief of Community Safety & Empowerment, 311, Codes Enforcement, Public Service, Sustainability and Parks and Recreation — along with dozens of community partners.

Community Safety Director Lakenya Middlebrook sums it up: “No matter what community you live in, you want the same things in your neighborhood: places to play, safe streets and access to what you need day to day.”

Image courtesy of the City of Knoxville.

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Santiago de Cali, Colombia

Transforming Smart Data Into Safer Communities

Project Type:
Public Safety, Community Engagement, Technology

At a Glance

In 2024, Santiago de Cali’s homicide rate was 40.9 per 100,000 inhabitants, its lowest level in 40 years.

The percentage of residents who said they felt safe in their neighborhood increased from 45% to 57% between 2023 and 2024.

Won first place in the LATAM Smart City Awards 2023 in the ‘Digital Government’ category and in the ‘Best Country in Digital Transformation’ category.

33 technology centers spread throughout the city are helping to bridge the digital divide, offering training and access to technology.

Data can help reduce violence. This is a key takeaway from Santiago de Cali, Colombia, where the homicide rate has been steadily declining for years.

In the 1990s and 2000s, this city of 2.8 million inhabitants, located in southwestern Colombia, had one of the highest homicide rates in Latin America, due to drug cartel activity, high unemployment rates, and the widespread availability of firearms, among other factors.

The transformation in Santiago de Cali has been driven by reliable data. In particular, the Security Observatory, part of the District Secretariat of Security and Justice, has been central to Santiago de Cali’s data-driven strategy to reduce violence. It collects a range of indicators that go beyond crime itself, in order to understand the socioeconomic determinants of violence.

The goal is to move beyond simply knowing where and when violence occurred and who it affected. The Observatory aims to help city officials understand why crimes occurred so they can design an effective violence prevention strategy and make data-driven decisions.

The Observatory team conducts comprehensive analyses using quantitative, qualitative, and spatial data, producing weekly, monthly, and annual reports that detail the dynamics of violence across the city. These reports are shared among different agencies within the District Administration and are made publicly available.

The city translates these findings into concrete actions, focusing on the 10 neighborhoods with the highest homicide rates in Santiago de Cali, which together accounted for 40% of the city’s homicides in 2024. In these areas, authorities measure various indicators such as unemployment, education levels, and disease rates. They then design targeted interventions for these “micro-territories” and evaluate their effectiveness.

“The data not only allows us to see which areas are most affected by violence or are vulnerable to it, but it also helps us decide how to work with the police and make the necessary social investments. Data is crucial for understanding how to allocate public security forces and other resources.”

Mayor Alejandro Eder

For example, the city improved street lighting in a neighborhood prone to violence and then tracked whether homicides decreased in the following months. In another area, it offered job training programs focused on vulnerable residents and then assessed whether employment and other well-being indicators improved while violence decreased.

In a way, Santiago de Cali is conducting data-driven experiments to identify the most relevant variables in a specific area that should be addressed to reduce violence.

In 2024, Santiago de Cali recorded the lowest number of homicides in 31 years: 8% fewer than in 2023 and 10% fewer than the city’s average for the 2020-2023 period. The decrease in the city’s homicide rate suggests that Santiago de Cali’s data-driven approach is working.

Image Courtesy of the Santiago de Cali.

“In Santiago de Cali, we are seeking data-driven solutions to reduce violence. In the areas most prone to violence, we are implementing targeted interventions while monitoring crime, as well as employment and other well-being metrics to see what drives change.”

Mayor Alejandro Eder
Image Courtesy of Santiago de Cali

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Newark, New Jersey, USA

A Group Approach to Violence Prevention

Project Type:
Public Safety, Cross-Sector Collaboration, Community Engagement

At a Glance

Established a coalition of over 50 cross-sector partners to share and strengthen public safety and infrastructure data, which led to a 25% decrease in homicides in 2024 compared to 2023.

36% decrease in auto thefts in 2024, compared to 2023. Neighborhood hotspots have seen drops of 55%.

5% of Newark’s blocks account for the majority of violent crimes in the city.

50+ organizations that are part of Brick City Peace Collective, which coordinates Newark’s violence prevention ecosystem.

When the right data gets to the right people, significant change is possible. That’s what the City of Newark has pioneered with its groundbreaking approach to reducing violence. The city of more than 300,000 residents has become a national model in shifting responses to violence to be more data-driven, collaborative, and focused on violence as a public health challenge.

Newark’s Police Division works alongside The Office of Violence Prevention and Trauma Recovery (OVPTR), a community-based public safety entity. Under this umbrella is the Brick City Peace Collective (BCPC) that coordinates an ecosystem of more than 50 organizations working to reduce violence and increase wellbeing. Under Mayor Ras J. Baraka’s leadership, the collective launched in 2020 to coordinate and share data analysis, design interventions, and strengthen relationships between law enforcement and residents. BCPC partners include nonprofits, grassroots organizations, city agencies and the Newark Public Safety Collaborative (NPSC), an initiative of Rutgers University-Newark’s School of Criminal Justice.

Image Courtesy of the City of Newark.

“When we bring data into the conversation to understand where violence does and does not happen, we can start to move past misinformation, stereotypes and stigma, and redefine what Newark is and can be.”

Jessiah Paul, Director of Brick City Peace Collective

“Through measurable and data-driven outcomes, we can decrease violence and ultimately save and change lives.”

Mayor Ras Baraka

With NPSC providing key data analytics support, BCPC members meet regularly to discuss trends and share insights, including crime hotspots and to develop response strategies. Take bodegas: In 2023, 53% of shooting incidents occurred within two blocks of several identified small corner stores. BCPC members then zeroed in on the 10 bodegas most associated with gun violence. Additionally, further data analysis illuminated what time of day shootings were most common near stores.

By utilizing data, the city can implement targeted responses rather than relying on generalized strategies. Responses built around this kind of data involve much more than police patrols. For instance, Newark’s power utility, PSE&G, may prioritize street lighting improvements if data correlates violence with darker streets. Staff from community-based organizations conduct targeted outreach walks, actively engaging local residents to better understand what a particular neighborhood is experiencing and needs.

All data, including information gathered through community outreach, goes into the City’s data management platform, which is accessible to all BCPC members. The platform also supports the City’s belief that violence prevention should be about more than policing: Through the platform, the Police Division is able to alert community support officers when crime victims or other residents may need mental health and other stabilizing services.

Image Courtesy of the City of Newark.

With weekly data reports highlighting the location of crimes and social service needs (based on referrals), social service organizations in BCPC are able to ramp up targeted outreach and community engagement efforts. Compared to five years ago, Newark’s violence prevention leaders no longer feel they’re playing catch-up. Instead, through disaggregating data to understand crime patterns and disseminating the analysis among coalition members, public safety strategies can be effectively co-produced by BCPC partners.

Strategies to prevent homicides and auto thefts (which spiked in 2023) are working as planned. Newark has seen a 25% decrease in homicides and a 36% reduction in auto thefts in 2024, compared to 2023. Juvenile arrests are also down. It’s no surprise that other cities across the country have visited Newark and looked to the city to learn about its comprehensive approach as a valuable violence prevention model. Their success is proof that data-driven collaboration can power on-the-ground progress.

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Maipú, Chile

Data Transformation and Transparency in Maipú Water Services

Project Type:
Health and Wellbeing, Infrastructure and Utilities, Public Safety

In 2021, Maipú was going through a serious crisis in the drinking water and sewage service: more than 20,000 water leaks flooded its streets that year, affecting the quality of life of more than half a million inhabitants. A neighborhood came to be nicknamed “the Venice of Maipú”, and one resident mentioned that some leaks in her neighborhood had been going on for more than two years.

The Municipal Drinking Water and Sewer Service (SMAPA), the only municipally managed water company in Chile, was struggling with aging infrastructure, inefficiency and limited resources, while public trust in local government was low due to measures taken by the previous administration: bad management and a deficit of $31 billion pesos ($31 million dollars).

In response, since taking office in June 2021, Mayor Tomás Vodanovic has prioritized the management of SMAPA as a cornerstone of his administration’s agenda. It was decided to invest an additional $5 billion ($5 million dollars) for the maintenance of drinking water and sewage networks. However, the key to success was improving tracking and analysis. To save resources, city staff inspected water infrastructure and worked closely with the public safety team. Through mixed patrols between professionals from different areas, the tours were more efficient, since they only needed a mobile phone to travel. They then took this data in the field and created comprehensive dashboards, allowing real-time monitoring and analysis of water and sewer service reports. Today Maipú can better allocate resources and proactively address more problems.

Image courtesy of the City of Maipú, Chile.

This work was supported by administration support, with a commitment to building a data culture across government. Maipú joined the Digital Transformation Leaders Network, participated in the Bloomberg Philanthropies City Data Alliance, and city leaders are active members of the What Works Cities Certification Community. In each of these networks, Maipú has learned from other cities and has developed a disciplined, consistent and challenging approach to data.

For example, the Urban Advisory Department developed the Maipú Territorial Information System (SITMA), powered by technology with ArcGIS. This platform helps the City optimize resource allocation by breaking down data by neighborhood and provides transparency by allowing residents to monitor projects and report issues.

“We only measure in terms of improving people’s lives. It makes no sense to use graphs, numbers and bars just because of our love of numbers and figures, they must effectively push municipal management to have a greater impact on the people.”

Mayor Tomás Vodanovic

“Teams no longer come with proposals unless they have data. “Hey, I think that’s a good idea” isn’t enough. Now people come with a georeferenced proposal, analyzed or compared with other municipalities. In other words, analysis is already part of the process.”

Natalie González, leader of the Government Center in Maipú, Chile
Image courtesy of the City of Maipú, Chile.

Transparency and rebuilding public trust have been integral to Maipú’s efforts to improve SMAPA. Management launched a robust communications campaign, using social media, newsletters and community meetings to inform and engage residents. In addition, educational initiatives, such as the Museum of Water, share the history and importance of SMAPA as the only municipal water service in the country.

Maipú’s efforts bore fruit: the City went from 29,000 water leaks in 2021 to less than 2,000 in 2024. Today, Maipú’s innovative approach serves as a model for other cities that want to make their public services reliable for the community. This is a testament to what can be achieved when technology and transparency drive public service.

“The What Works Cities Certification is an important tool for recognition and internal mobilization. It shows that we value the good performance of city workers and is an example for others to follow.”

Mayor Tomás Vodanovic

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San Fernando, Chile

After the Flood, a Disaster Relief Upgrade

Project Type:
Environment, Health and Utilities, Infrastructure, Public Safety, Technology

At a Glance

100% of the municipal administrative process for climate emergency relief was digitized after the destructive floods of June 2023.

The average response time of the municipality to provide food and other assistance to flood victims in 2024 decreased from six to two days.

Introduced an emergency phone line that was able to receive a daily peak of 150 to 200 calls during winter emergencies, a significantly higher volume than its average of six calls per day.

Used data science to segment the population within the network of three primary health centers, which will reduce overcrowding in one of the centers by 79%.

In June 2023, disaster struck San Fernando. Residents of the provincial capital city, which sits along the Tinguiririca River in central Chile, watched as floodwaters rose following the heaviest rainfall to hit the region in decades. Nearly 600 families living in vulnerable neighborhoods were affected. Some lost everything.

To receive emergency aid, flood victims had to register with the government through a laborious process. The main communication channel connecting residents was the telephone—but the City could only handle eight calls at one time. Government officials met with affected residents, taking notes on paper to record individuals’ needs and locations. Sometimes documents would get wet and damaged, requiring additional work and slowing aid delivery. The analog process was time-consuming. Relief supplies, such as food and clothing, didn’t reach those in need for six days, on average.

Image courtesy of the City of San Fernando.

Following the disaster, the Municipality decided to create a Directorate for Disaster Risks, which leads and coordinates responses to climatic emergencies. (The Municipality also built a new retaining wall to mitigate future flood risks.) Leaders of this new office quickly made the decision to bring disaster relief administration into the 21st century, in support of San Fernando’s inaugural data governance strategy. Spanning 2024-25, it aims to improve data-driven decision-making, efficiency and performance management.

The Directorate analyzed and then digitized each part of the emergency aid registration process. Its team then implemented a cloud-based platform to capture data from in-person visits, including from a new GIS tool detailing exact locations of individuals in need. New digital infrastructure also sped up aid delivery reporting processes and allowed local officials to gain a more current understanding of disaster relief operations.

It didn’t take long for digitization to deliver value to residents. In 2024, the Tinguiririca River flooded again. There were fewer flood victims, thanks to improved physical barriers as well as flood awareness communications from the Directorate. The residents who did require aid saw help arrive within just two days, on average, thanks to faster relief registration and aid delivery processes.

Image courtesy of the City of San Fernando.

This is just one example of the benefits San Fernando is seeing as it upgrades its digital infrastructure, says Mayor Pablo Silva Perez. He created the City’s Continuous Improvement and Data Science departments after his election in 2021. “Better data infrastructure sets the stage for improving our operations and decision-making. We see how it improves our city, and we’re just getting started.”

“In an era of tight budgets, data-driven decision-making allows government to optimize the use of resources and maximize benefits to residents. The What Works Cities certification process is so valuable because it supports all this, and much more.”

Mayor Pablo Silva Perez
San Fernando Mayor Pablo Silva Perez meets with the What Works Cities Certification team.

“Data is an extraordinary tool for improving cities. If I could say one thing to leaders of cities around the world, it is: Don’t doubt the value of data and don’t hesitate to begin and then continue the work of creating a new governing normal.“

Mayor Pablo Silva Perez

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Savannah, Georgia, USA

Using Data to Guide a Parks and Rec Transformation

Project Type:
Community Engagement, Parks and Recreation, Public Safety, Transportation

At a Glance

The Recreation Reimagined initiative uses resident feedback and detailed data on facility conditions to prioritize investments in aquatic centers, athletic facilities and community centers.

Traffic calming and pedestrian safety improvements cut fatal traffic accidents by 56% and serious injury crashes by 33% between September 2023 and September 2024.

Savannah’s Community Partnership Program takes a results-driven approach to collaborating with nonprofits by contracting for services via a competitive process.

If you want to see how Savannah is transforming its parks and recreation facilities, it’s best to pick a hot summer day. That’s when the city’s sparkling new splash pads buzz with kids dashing through spray fountains and newly renovated public pools are packed with swimmers.

It wasn’t always like this. Savannah had underinvested in recreation for years. Splash parks were little more than weathered concrete slabs where water poured out of a pipe. Pools had not been resurfaced in 20 years, and were often closed due to equipment failures.

The revitalization is the result of Recreation Reimagined, a city initiative that is improving parks and rec programming and upgrading recreation facilities across Savannah using federal pandemic relief dollars. Tired community centers are getting fresh coats of paint, new furniture and gaming consoles to attract teenagers. Basketball and tennis courts are getting resurfaced. Athletic fields are getting new lighting and turf. And playgrounds are getting new slides, swings and play equipment.

“We’ve created a new Information and Public Affairs Service Center. Their job is to wake up every day thinking about data — how we collect it, how we visualize it, how we analyze it, how we use it to make decisions, how we use it to engage residents to understand their needs and involve them in decision making, and how we use it to tell our story better.”

City Manager Jay Melder

40 percent increase in pool attendance from 2023 to 2024

37 percent increase in youth program participants from 2023-2024

13 percent increase in senior meals served from 2023 to 2024

City leaders grounded the entire effort in data. First, they surveyed more than 800 residents on the state of current recreational services and what amenities they wanted to see. Splash pads and pool renovations ranked high on that list, as did walking and biking paths, playgrounds and dog parks. City leaders used this data as one of their guides in deciding what kinds of facilities to invest in.

Next, they sent city staff across Savannah to conduct the city’s first physical assessment of every picnic table, bike rack, trail, trash can and see-saw — more than 5,000 items in all. Before the assessment, the City trained staff on how to classify both the appearance and functionality of equipment using the same methodology to yield consistent citywide data.

“Oftentimes, departments request funding but they don’t have data to back it up — it’s just ‘take my word for it,’” says Taffanye Young, Savannah’s Chief Community Services Officer.  “Having this data was a big help for us.”

One way the data helped was in prioritizing investments to public spaces with the greatest needs (based on the resident survey and physical assessment). The data also enabled city leaders to bundle procurements for everything from playground equipment to court resurfacings, yielding lower prices and helping to deliver results quickly.

Residents can see the difference, and are coming out to parks and rec facilities in greater numbers. In 2024, pool attendance was up 40 percent over the previous year, participation in youth programs was up 37 percent and 13 percent more meals were served to seniors.

“I firmly believe that the quality of your facilities speaks volumes about how much you care about the people who live there,” Young says. “Our focus is to show that we’re good stewards, prioritize the projects and deliver quick victories. We want people out in these neighborhoods saying, ‘A year ago I said I wanted a splash pad, and now it’s here.’”

“Achieving What Works Cities Certification shows that we’re really moving the needle. You can’t make that judgement internally. You have to have someone outside look at what you’re doing. When I first explained to our team about pursuing Certification, I told them it might reveal some truths about ourselves that we don’t like. But we’ll take it, and we’ll learn from it, and we’ll adjust.”

Mayor Van Johnson
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Guatemala City, Guatemala

Improving the Quality of Life in Neighborhoods Through Public Space, Resident Participation and Preventive Security

Project Type:
Community Engagement, Equity, Health and Wellbeing, Technology

At a Glance

44% reduction in criminal activity (on average) in 2019 compared to 2016 in six neighborhoods prioritized through the program Prosperous Neighborhood. 12% reduction in crime victims and 26% increase in the perception of security in the Próspero San José La Chácara neighborhood in 2022.

More than 275,000 residents benefitted directly or indirectly from the Prosperous Neighborhood between 2017 to 2023.

Residents of all ages created 1,216 drawings of their ideal neighborhood in the Neighborhood of Your Dreams workshops. These drawings informed the design of public space improvements.

In a 2023 survey, 90% of respondents in the Próspero San José La Chácara neighborhood said that improving public spaces contributes to improving relations between neighbors.

The preventive security and protection of a neighborhood is strengthened when residents feel empowered to improve and control public spaces. This simple but powerful idea is a fundamental premise of Guatemala City’s Prosperous Neighborhood Program, promoted by Mayor Ricardo Quiñónez, which combines data analysis and resident participation to increase safety and improve quality of life in neighborhoods in this growing city. The Prosperous Neighborhood Program, implemented by the Municipality of Guatemala, with the support of the Embassy of the United States of America in Guatemala and the Government of Guatemala, focuses on three main areas:

  1. Work in the neighborhood to revitalize and improve public spaces that promote social gatherings, recreation, and community events.
  2. Increasing civic participation of residents, through training, social, cultural, recreational and economic strengthening programs.
  3. Collaboration between police and the community to improve security, promoting peaceful coexistence and order.
Inauguration of the Lavarreda Community Kiosk with Mayor Ricardo Quiñónez, representatives from the U.S. Embassy in Guatemala, National Civil Police and residents. Image Courtesy of Guatemala City.

The first step was to identify where to start the program. In 2016, with the support of the Ministry of the Interior, the National Civil Police and other government agencies, Mayor Ricardo Quiñónez’s delegates identified the six municipal areas with the highest crime rates. These six zones comprise 38% of the city’s area and are home to 64% of its population.  Subsequently, the program team identified the areas where there was the highest concentration of criminal acts in each area. For the first phase of the program (2017-2019), six neighborhoods with high population concentration adjacent to these areas with higher crime rates were prioritized to make improvements, seeking to strengthen citizen coexistence and improve security with a preventive approach. For the second phase, three priority neighborhoods were added (2020-2022). 

The City sought a successful crime prevention model to inform improvements in public spaces. The municipal government team involved residents in priority neighborhoods through exploratory walks, surveys and workshops. For example, the “Neighborhood of Your Dreams” workshops allowed residents of all ages to express their visions for improvements through drawings.  

The improvements in public spaces varied depending on the neighborhood, since they respond to the needs that the neighbors expressed about each one. For example, in one of the nine neighborhoods intervened to date, in the area of ​​San José La Chácara and Saravia in Zone 5, more than 15,000 residents have directly benefited, since a new promenade has been implemented that includes a bike lane, exercise machines, trees and improved lighting.

Regarding preventive security infrastructure, a Community Kiosk was installed in the existing park. The strategy to locate these facilities seeks to build them close to squares, parks or public transport stations, integrated into a video surveillance system and constant training for police officers, since they are articulated with existing police stations, stations and substations of the National Civil Police.

The overall results are encouraging: more than 12,000 square meters of public spaces recovered in 9 neighborhoods, including squares, parks, walks and bike paths, directly benefiting more than 119,000 people.  

For residents, the benefits of the Prosperous Neighborhood Program included a reduction in crime rates and an increase in perceptions of safety. For example, a survey conducted in 2022 of residents of San José La Chácara and Saravia found a 12% reduction in crime victims, a 26% increase in the perception of safety and an increase of seven hours in the use of public parks.

Infographic of highlights and achievements of the Prosperous Neighborhood Program. Courtesy of Guatemala City.

Looking ahead, the Municipality of Guatemala will continue to expand the program while optimizing its approach based on data and lessons learned.  Since 2023, it has expanded the Program to 36 neighborhoods, benefiting 48% of the municipality’s population. The results so far confirm that sustainably improving public safety requires more than simply deploying police resources. When residents can confidently use the public spaces they feel are their own, it produces a deeper sense of community—and a more prosperous and secure Guatemala City. 

“The city is our home and the goal is for us to love it. Let’s take care of it, live in it and improve it together.”

Mayor Ricardo Quiñónez

“Strengthening coexistence between neighbors and improving security in the neighborhoods are priorities for the Prosperous Neighborhood program.  We aim to improve the quality of life and create a city with opportunities for all.” 

Mayor Ricardo Quiñónez
Plaza El Limón was revitalized as part of Prosperous Neighborhood. Image Courtesy of Guatemala City.

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Las Condes, Chile

Crime Falls as Data-Driven Governance Rises

Project Type:
Infrastructure, Public Safety, Technology, Transportation

At a Glance

More than 3,000 innovative security technologies, including cameras, sensors and drones in Las Condes. Of these, there are about 1,900 video surveillance cameras that stream data to an analytics software that detects possible crimes.

Robberies fell by 22% in 2023.

51 different movements the analytics program flags as potential problems.

Crime rates have risen in recent years in Latin America. But Las Condes, an affluent municipality of about 340,000 people that abuts Chile’s capital city, offers a different story: Its crime levels have fallen. For Las Condes’ leaders, this is proof that their strategy for improving public safety is working as planned.

Las Condes doesn’t have its own police force—instead there are municipal guards that are usually first responders. Municipal guards help uphold local regulations and maintain public order, but have limited law enforcement authority. Thus, state police forces are ultimately responsible for public safety. So leaders turned to technology, not manpower, to help make the city safer. Setting up a municipal network of security cameras around the city was key. To determine the most effective sites for thousands of cameras, the City identified locations with high numbers of thefts and other crimes between 2018 and 2022. The next step was integrating the cameras (there are now about 1,900 in place) with a predictive analytics software platform that could support fast police responses. The software analyzes data from the videos and automatically alerts municipal guards to potential crimes.

While Las Condes’ leaders were confident the security video network would boost safety, they also understood that residents had legitimate privacy concerns. To address them, officials make footage available to residents upon request. They’re also transparent about how the cameras are used—and how they fit into Las Condes’ larger public safety strategy.

The City maintains a heat map detailing crime—e.g., where it happened, what was stolen, mode of transportation, etc. Each week, municipal inspectors review the map, while also tracking a predictive crime model fed by fresh data.

In 2022, crime fell across all categories except one: pedestrian robberies. After digging into the data, including video footage, officials realized there was a surge in crimes committed by people disguised as motorcycle delivery drivers. In response, the City’s public safety inspectors began using motorcycles to improve their mobility and address robbery hotspots. The result: Robberies dropped by 22% in 2023. As of May 2024, crime has dropped by 29% compared to the same period in 2023.

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