Data in San Francisco:

Meetingsupply,spurringdemand

CityandCountyofSanFrancisco
MayorEdwinM.Lee
JoyBonaguro,ChiefDataOfficer
July31,2015

Table of Contents

1.ExecutiveSummary
2.Mission,VisionandApproach
3.LookingBack:TheYearinReview
4.LookingForward:Year2GoalsandStrategies
OverviewofApproachandGoals
Goal1.Maketimelydataeasilyavailable
Goal2.Improvetheusability,qualityandconsistencyofourdata
Goal3.Supportincreaseduseofdataindecisionmaking
Goal4.Identifyandfosterinnovationsinopendataanddatause
Goal5.Continuouslyimprove,scale,maintainandmonitorourwork
5.Priority,ResourceandContingencyAnalysis
6.Conclusion
Appendices
AppendixA.Acknowledgements
AppendixB.DetailedAccomplishmentsinYear1
AppendixC.QuarterlyMilestonesforYear2
AppendixD.CrosswalkbetweenplanandOpenDataPolicy

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1. Executive Summary
Our Mission and Vision
AtDataSF,weareworkingtotransformthewaytheCityworksthroughtheuseofdata.Our
missionistoempoweruseoftheCitysData.OurvisionisthattheCitysdataisunderstood,
documented,andofhighquality.Thedataispublishedsothatitisusable,timely,and
accessible,whichsupportsbroadandunanticipatedusesofCitydata.Cityemployeeshavethe
skillsandcapacitytocollect,manage,andusedataeffectivelyandefficientlyacrossitslifecycle.

The Ultimate Impact of Our Work

ThroughthedisseminationanduseofCitydata,wecan:

ImproveCityservicesforresidentsandbusinesses,
Generatejobsandeconomicactivityand
Increaseresidentengagementandempowerment.

TheseinturnsupportincreasedqualityoflifeandworkforSanFranciscoresidents,employers,
andemployees.

Our Key Accomplishments in Year 1

BelowaresomeofourkeyaccomplishmentsinYear1.Section3ofthisdocumentgoesinto
greaterdetailforeachgoalarea.

Completedthedatasetinventory
OurcorechargeinYear1wascompletingadatasetinventorytolistallofthedatasetsineach
department.Thiswasanimmensetaskandtookupagreatdealofoureffortandtimeinthelast
year.OurDepartmentDataCoordinatorswerekeytothistaskandwithoutthemitwouldnot
havebeenpossible.Learnmoreinourblogpostontheinventory.

RelaunchedouropendataportalandcreatedawebhomeforDataSF
Ourwebpresenceneededatotaloverhaultoensurethatwecouldbettersupportourusers,
whetherseekingdataorworkingtopublishit.Inadditiontotheopendataportal,weneededto
createenduringresourceslikeourpublishingandcoordinatorsportalaswellasourresource
libraryandblog.Learnmoreinourblogpostontheredesign.

Standardizedpublishingmethodsandmetadatarequirements
Standardizingthepublicationofdatasetsensureshighqualitypublishingovertime.Consistent
informationaboutpublisheddatasetsmakesthedataeasiertouse,fosteringmoreandbetter
useofthedata.Wetookintoaccountbestpracticesfromaroundtheworldandthetailored
themtoSanFranciscotoensurequalitypublishing.Learnmoreinourblogpostonmetadata.

EstablishedaCitywideopendatalicenseforpublisheddata
TheCityneededalicensingstrategydesignedfordata.Asinglelicensereducesambiguityfor
usersandensuresthatourdatacanbefullyleveragedbyindividualsandcompaniesalike.We
officiallyadoptedthePublicDomainDedicationLicense(PDDL)tomeettheparticularneedsof

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opendata.LearnmoreinourblogpostonPDDL.

LaunchedtheHousingDataHub
TheHousingDataHub,http://housing.datasf.org/,isasingleplacetolearnaboutaffordable
housingdataprogramsinSanFranciscoandtheadministrativedatabehindthemvisualized
andeasytouse.Thiswasourfirststrategicreleasethebundlingofopendatapublicationwith
productsthatputthedatatoimmediateuse.Learnmoreinourblogpostonstrategicreleases.

LaunchedtheDataAcademy
WorkinginpartnershipwiththeCityServicesAuditor,welaunchedatrainingprogramthat
coversthewholelifecycleofdatafromplanning,collection,management,analysistodesign
andpublishing.Classesarebookedoutanddemandisinsatiable.ReadaboutDataAcademy.

Developedastrategytoimproveconfidentialdatasharing
Internalconfidentialdatasharingishamperedbyalegalthicketandpoorlyintegratedtechnical
systems.WorkinginpartnershipwiththeCityServicesAuditorandmorethanadozenCity
departments,weputtogetherastrategytopromotedatasharingthatisefficient,effective,
consistent,secure,andappropriate.

Advocatedforandobtainedadditionalresources
OurresourcestrategyforYear1wasto1)seekinstitutionalhomesandpartnersforourwork
and2)pursuededicatedresourceswhereappropriateandwithgoodjustification.Thistimelast
year,wewereateamofone.WedoubledourteamwiththeroleoftheOpenDataProgram
Managerlastfall.Andduringtheyear,weputtogetherbusinesscasestodoubleyetagainwith
newrolestosupport1)opendataservicesand2)supportexecutionofourconfidentialdata
sharingproject.WewillcontinuetoworkcloselywithkeypartnersaroundtheCitydoingsimilar
work.

Our Roadmap for Year 2: From Foundation to Use

OurYear1plan1 wasaboutbuildingafoundationforthefutureandcreatingtheinstitutional
supporttogrowuseanddisseminationofdatainSanFrancisco.InYear2,weneedtobuild
uponthatfoundationandensureareadyandpredictablesupplyofdatathatisaddressingdata
gapsandneeds.Iflastyearwasaboutbuildingthehouse,thisyearisaboutmovinginand
throwingabighousewarming.

Year2GoalsandSubgoals
ForYear2,wearestructuringourworkaroundfivecoregoalsandsubgoalsasneeded.
Goal
Goal 1.

Maketimelydataeasily
available

Subgoals(whereappropriate)
1. Increasenumberandtimelinessof
datasetsonSFOpenData
2. Enableuseofprivatedata,while
appropriatelyprotectingit

ReadOpenDatainSanFrancisco:InstitutionalizinganInitiativeviagoogledocs.

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3. Streamlineinternaldataaccess
Goal 2.

Improvetheusability,quality
andconsistencyofourdata

Goal 3.

Supportincreaseduseofdata
indecisionmaking

Goal 4.

Identifyandfosterinnovations
inopendataanddatause

Goal 5.

Continuouslyimprove,scale,
maintainandmonitorourwork

1. Increaseinternalcapacity
2. Supportpubliccapacity
3. Fosterandincentadataculture

Asweexecuteonthesegoalsandsupportingstrategieswelookforwardtoreportingonkey
accomplishmentsnextyear.Belowareahandfulofaccomplishmentsweplantoachievethis
year:

Fullydeployeddataautomationasaservicetoeasedatapublication
Deployedbetter,friendlierpublishingforgeographicdata
Identifiedmethodstocrowdsourcecollectiveintelligenceaboutpublisheddatasets
Launchednewtransparencywebsites
Engagedourbroadercommunityaroundahandfulofkeyissuesordatasets
DevelopedDataConciergetostreamlineinternaldataaccessforCityemployees
Establishedcentertofacilitateandstandardizeconfidentialdatasharing
Begantosystematicallytackledataquality
DevelopedDataAcademyintoaprofessionaldevelopmentstrategy
Enrichedourdatathrougheffectivestorytelling

Weencourageyoutovisitourwebsite,atdatasf.org/abouttotrackourprogressoverthenext
year.Wewillpostquarterlyreportsonourstrategicplan,includingupdatesandrevisions.You
canalsoviewourpublishingprogressatdatasf.org/progress.

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2. Mission, Vision and Approach

OurmissionistoempoweruseoftheCitysData.OurvisionisthattheCitysdatais
understood,documented,andofhighquality.Thedataispublishedsothatitisusable,timely,
andaccessible,whichsupportsbroadandunanticipatedusesofourdata.Cityemployeeshave
theskillsandcapacitytocollect,manage,andusedataeffectivelyandefficientlyacrossits
lifecycle.
LikeourYear1plan,ourYear2planisambitious.Toexecuteonourplanwewilladhereto
somecoreapproachesforhowwemanageourwork:
1. Saynotoperfection.Wedonthaveenoughtimeforperfect.Somethingisbetterthan
nothingandyoucanalwaysimproveitasyoulearnmore.
2. Failearlyandoften.Failingisoknotlearningfromafailureisnotok.Small
experiments,failedorsuccessfulinformournextsteps.
3. Planforthefuture.Createinfrastructureandsystemsforfuturegrowthbutsolve
immediateproblemsandpainpointsalongtheway
4. Uselongdivision.Ifaproblemseemstoobig,breakitintomanageablebits.Theres
alwaysahookorastartingpointtomovesomethingforward.
5. Nougly,oldIT.Weleverageexisting,modern,andlightweighttoolsandwewantour
designstobebeautiful,invitingbutalsoalittlefun.
6. Usestorytellinganddata.Wemustworktofindthepeopleinthedataandtelltheir
story.Datawithoutpeopleisjustacademic.
7. Seekinstitutionalhomes.Distribute,shareandfosterexcellence.Whilewemay
incubateprograms,ideasorprojects,weultimatelyneedtofindafulltimehome.
8. Learntoinfinityandlistenwithhumility.Continuouslylearnfromourselvesand
othersandbuildonexistingframeworks.Notinventedhereattitudesarestrictly
prohibited.
9. Startwithproblems,movetoopportunities.Westartwithpeople'sneedsand
problemsbutalsousethechancetoshowthemsomecool,newstuffforthefuture.
10. Ifwedontstartnow,wellnevergetthere.Wedontwanttolookbackinfiveyears
andthinkifwehadjust.Everyshadystreetstartedwitharowofsaplings.

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3. Looking Back: The Year in Review

Summary and Reflections
BuildingtheFoundation
InYear1ourfocuswasdefiningthescopeoftheprogram,identifyinganddevelopingkey
partnerships,andofcourse,buildingouttheprogrammaticinfrastructure,includingcore
services,businessprocesses,androlesandresponsibilities.Theworkwecompletedinthelast
yearprovidesthefoundationuponwhichwewillbuildourdataworkfortheCity.Whilethe
foundationisnotyetcomplete,wehavemadetremendousprogress.

ItTakesaVillage
AhugeportionofthatprogressisduetokeypartnershipswiththeDepartmentofTechnology
(inparticular,theDTGISteamfordataautomationandservices)andtheControllersCity
ServicesAuditor(foravarietyofprojects).Thesepartnershipsallowedustoexecuteonseveral
componentsofourstrategicplanthatwerenotresourcedatthestartoflastyear.Weexpect
thesepartnershipstogrowandstrengthenoverthenextyearandwearealreadyexploringnew
partnershipswithinandoutsidetheCity.
MuchofouropendataworkthisyearwouldnothavebeenpossiblewithoutourData
Coordinators.OurcoordinatorswereessentialinconductingmajoraspectsofourYear1plan,
includingthedatasetinventorythatlistsalldatasetsheldbytheCityandCounty.Theeffortand
qualityoftheircontributioncannotbeunderstated.ThankyouDataCoordinators!
Wealsoreceivedahugeinfusionoftalentandenergyfromourinternsandgraduatestudents
throughouttheyear.AndthepartnershipthathasemergedwithourlocalCodeforAmerica
Brigade,CodeforSanFrancisco,hasbeeninvaluablenotonlywithprojectsbutasameansof
keepingusreal.
Lastly,weaddedanincrediblytalentedpersontothecoreopendatateamJasonLally.His
passion,insightandeffortasourOpenDataProgramManagerhasbeenattheheartofalmost
everykeyaccomplishmentthisyear.
AppendixAincludesadetailedlistofthemanythanksweowefromthislastyear.

ProgramHighlights
Inthesectionsbelow,wecoverhighlightsforeachgoal.AppendixBincludesalinktoourfinal
milestonereportandincludesasummarytabledescribingtheaccomplishmentsbystrategyin
greaterdetail.

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Goal 1. Increase number and timeliness of datasets on DataSF

Completedthedatasetinventory
OurcorechargeinYear1was
completingadatasetinventorytolistall
ofthedatasetsineachdepartment.This
wasanimmensetaskandtookupa
greatdealofoureffortandtimeinthe
lastyear.
Thefullinventoryispublishedasa
datasetonSFOpenDataoryoucan
viewthevisuallinkasshowninthe
screenshot(thisusesanewfeatureon
thedataportalcalledDataLens).
OurDataCoordinatorswereakeypart
ofmakingthissuccessfulanditwould
nothavebeenpossiblewithoutthem.
Theyarethetrueheroesinthiseffort.
Giventhatwehadfoundlittleguidanceonhowtoconductacomprehensivedatainventory,we
documentedourapproachandreflectionsinablogpost5WaystoScaletheMountainofData
inYourOrganization.Ourhopeisthatotheropendataprogramscanlearnfromour
experience.WealsomadeallofourmaterialsavailableinourResourceLibrary.
Asoftheendofthefiscalyear,75%or39of52departmentshadcompletedorpartially
completedtheinventory.Wewilladdadditionaldepartmentsonarollingbasis.Inaddition,we
arebuildingawholeseriesoftoolsandresourcesontopofthedatainventoryturningitintoa
platform.

Developedthreekeymethodstoprioritizedataforpublication
Ourdatasetinventoryincludesover700datasetsandcountingandnoneofthemcomewitha
magicalpublishbutton.Sowehavetoprioritizeourdataforpublication.Wedeveloped3key
methodstodoso(andsoona4th):
1. DepartmentDrip.Aspartoftheinventory,weaskeddepartmentstoprioritizetheirdata
asafunctionofvalueanddataclassificationandtoinformpublishingplans
(forthcoming).
2. EndorseaDataset.Thedatainventorycanbeusedtoelicitbothinternalandexternal
endorsementstopublishdata.Whilewehaventbuiltthisyet,itiscomingsoon.
3. Strategic(orThematic)Releases.Oneofthechallengesofopendataisthatitoften
involvesthereleaseofunrelateddatainahaphazardmanner.Strategicreleasesare
bornoutofabeliefthatsimplypublishingdataisnolongersufficient.Opendata
programsneedtotakeontheroleofaddingvaluetoopendataversussimplypostingit
andhopingforitsuse.Onewayistoreleaseabodyofdataplusaproductthatputsthe
datatouseoutofthegate.Thiscanhelpopendatabecomemorerelevanttoalocal
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audiencethatisfocusedonissues,notjustapps,whichiswhatwedidwiththeHousing
DataHub.
WeprovidemoredetailsonourapproachinourblogpostHowtoUnstickYourOpenData
PublishingandyoucanviewtheprioritizationgridfortheDepartmentDripstrategybelow:

LauncheddataautomationasaserviceinpartnershipwithDepartmentof
Technology
Oneofourkeycriteriaunderthisgoalisthetimelyandregularpublicationofdata.Ifwerelyon
individualstopublishdata,wewillnotbeabletoscaleourprogram.Sowepartneredclosely
withtheDepartmentofTechnologysGISteamtodevelopthebusinessmodelandsupporting
processesandtechnologytoofferdataautomationasaservice.Laterthisyearwellbe
publishingourETLToolkitthatwilldocumentourworkandserveasbothaninternaland
externalreference.

Launchedsupportprogramsandportalsfor
DataCoordinatorsandPublishers
Aspartofthedatasetinventory,wedevelopeda
programtoactivelyengageourDataCoordinators,
includingcreatingaDataCoordinatorwebportal,
workshops,webinarsandaslewofonline
resources.Andwevestartedtheprocessofbetter
supportingourpublisherswiththelaunchofthe
publishersportalatendofyear.Weexpectour
supporteffortforDataCoordinatorstodecrease
andpublisherstoincreaseinthenextyear.
ViewtheCoordinatorsPortalandPublishingPortal.

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Goal 2. Improve the usability of DataSF

LaunchedthenewSFOpenData
OverhaulingtheopendataplatformwasacoredeliverableinYear1.Theimagebelowshows
thebeforeandafter:

Ourblogpost,TheNewDataSF!,detailsmoreaboutthekeyusabilitychangeswemade.

Launchedanewwebhomeforour
overallprogram,DataSF
Inadditiontotheportaloverhaul,we
neededanewwebpresencetoshowcase
therestofourwork.Thisisalsowhenwe
brandedthedataportaltoSFOpenData
andreservedDataSFforouroverall
program.
Evenbetter,thecodeweusedtobuildthe
websiteisfreelyavailableforothersto
repurposeanduseasyoucanreadinour
blogpostRaisingthedigitalbarn.

Collaboratedonnewportalfeatures
Lastly,wepartneredheavilywithourvendortointroducesomenewfeaturestotheportal.While
thesearestillintheworks,weareexcitedaboutsomeofthenewtoolsandfeaturesthatwill
helpmakeopendataeasiertouseforeveryonenotjusttechnicalfolks.

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Goal 3. Improve the usability, quality and consistency of our data

CreatedanddeployedametadatastandardforSF
OpenData
Ensuringthatourdataiswelldocumentedpriorto
publicationisakeypartofmakingitusable.Unfortunately,
metadata(dataaboutdata)isusuallyanafterthought.We
madeitfrontandcenteranduppedthedocumentation
requirementstoensurethatourdataisnotsimply
publisheditispublishedwithinformationthatcanhelp
folksuseit.
Youcanreadmoreabouttheprocesswefollowedand
howweelicitedcommunityandCityfeedbackindevelopingthestandardinourtwoblogposts
Metadata&DatingMoreinCommonthanyouThinkandUHeartMetadata.Wealso
publishedallofourmetadataresearchandmaterialsinourResourceLibrary.

ResetandstandardizedhowwepublishdataonSF
OpenData
Partwaythroughtheyear,werealizedweneededto
dedicateworktoresettingthepublisheddataonDataSF.
Muchofthedatahadbeenpublishedininconsistentways,
withvaryingstandardsandrestrictions.Wecodified
publishingguidelinesandincorporatedthemintothe
PublishingPortal.
Theresetworkisstillunderwaybutakeyvisible
accomplishmentwastherelaunch,inpartnershipwiththe
PoliceDepartmentandtheDTOpenDataServicesteam,ofpoliceincidentsasasingle
multiyeardatasetnativelyhostedonSFOpenData.Previously,thedatahadbeenpublishedas
separateshapefilesforeachyearwithonlythelast30daysonSFOpenDatanatively.Native
hostingallowsyoutoeasilygeneratemapsandothervisualsasshowninthismapwhichshows
allpoliceincidentssince2003inasinglemap.

Deployedahelpdeskforincorporatingandtrackinguserfeedbackandquestions
Understandingwhatquestionsusershaveaboutourdatahelpsusimprovehowwepublishit.
Ouruserfeedbackmethodswerelimitedtoanominationformprovidedbyourvendor.Inlieuof
thiswecreatedourownContactUsformandaretrackingdataquestionsandrequestsina
singleplaceusinganenterpriseticketingsystem.Bycodifyingandquantifyingthis,wecan
betterrespondtouserneeds.InYear2,wellbeexpandingthenumberandtypesofuser
feedbackmechanismsweuse.

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Goal 4. Enable use of confidential data, while appropriately

protecting it
Goal4waslargelydependentonresources.
Fortunately,wewereabletopartnerintheFall
withtheCityServicesAuditorandseveralkey
agenciestoputtogetheracomprehensive
strategytoaddressthisgoal.Thiswasakeypivot
inourapproachtofocusontheuseofdatainthe
contextofcoordinatedcare.Thepicturecaptures
anactivityfromoneofourplanningsessions.
WhyCoordinatedCare?Socialservicedelivery
isinthemidstofamigrationfromprogramtopeoplecentriccare.Ourmostvulnerable
individualstouchmultiplesystemseducation,humanservices,andcriminaljusticewhich
havehistoricallyoperatedinsilos.Thetransitiontocoordinatedcarewillbettermeettheneeds
ofourclientsbytailoringcaretomeettheneedsofeachindividual,ratherthanadministering
programswithaonesizefitsallapproach.
Acoordinatedcareapproachisbestcarriedoutwhenmultiplejurisdictionsareabletoshare
dataabouttheindividualstheyarejointlyserving,sothateffortsarenotduplicated,andthe
dosageofservicesisbasedontherightmixofsupports.Unfortunately,mostofourrulesand
lawsregardingdatasharingweremadewithindistinctverticals,suchashealthcare,early
education,education,criminaljusticeetc.Thislegalthicketleadstoanimplementationthicket.
Eachjurisdictionnavigatesthisthicketafresh,whichconcentratesriskonindividualsand
localitiesinterpretingthelaw.Inaddition,tothelegalwork,weneedcoordinatedpoliciesand
proceduresaswellastherightmixoftechnologyandsupportinginfrastructure.
Thediagrambelowshowsthefocusofourproject,whichwillbeamultiyeareffort,inthe
contextofcoordinatedcare:

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Goal 5. Support increased use of data in decision-making

LaunchedDataAcademyinpartnershipwiththeCityServicesAuditor
Ouranalystsurveyfromlastyeardemonstratedanunmetneedformoretrainingindatause,
collection,andvisualization.Fortunately,theteamintheCityServicesAuditorwasofferinga
fewclassesandweteameduptoexpandthenumber,typeandfrequency.Wealsolauncheda
websitefortheDataAcademy.Thedemandhasbeenincredibleandthefeedbackverypositive.
BelowisapicturefromourBasicsofInformationDesign class.

DevelopedtheStatStarterKitinpartnershipwiththeCityServicesAuditor
WhiletheDataAcademytargetsindividualskills,wealsowantedtosupportdepartmentskillsin
usingdata.Avarietyofdepartmentsexpressedinterestinstartingperformancestatprograms.
Torespondtothis,wepartneredwiththeperformanceteamintheCityServicesAuditorwholed
thewayputtingtogetheraseriesofresourcestohelpdepartmentsstartstatprograms.Well
belaunchingtheStatStarterKitearlyinQ1ofYear2.

LaunchedtheHousingDataHubinpartnershipwithavillage
Whilethepreviousprogramssupportindividualanddepartmentskillsindata,wealsowantedto
leverageopendatatoimprovepubliccapacitytouseandunderstandCitydata.Whileweareat
thebeginningofthisjourney,wewereexcitedtolaunchtheHousingDataHub
(housing.datasf.org)thisyear.
TheHousingDataHubisasingleplacetolearnaboutpoliciesandprogramsrelatedtohousing
affordabilityaswellastheadministrativedatabehindthemcontextualizedandvisualizedfor
easyconsumption.Thisispartofakeystrategywearepursuing,whichistopublishourdatain
awaythatismoremeaningfulandaccessibleforourlocalstakeholderswhocareaboutlocal
issues,notjustapplications.Readmoreonourthinkingonwhatwearecallingstrategicor
thematicopendatareleases.Wethinkthisisakeypartoffosteringadataenabledpolicy
environment.
ThescreenshotbelowshowsoneofthedatabrowserviewsontheHousingDataHubthat
incorporatesjustintimelearningmomentsthathelpexplainthedatavisualizedbelow.In

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addition,userscanlinkbacktotheoriginaldataonSFOpenDatabyclickingonGetthesource
dataset.
TheHousingDataHubwasanothergreatexampleofittakesavillage.Wereceivedhelpfrom
eachofthekeydepartmentsbutalsovolunteersfromCodeforSanFrancisco.Youcanvisitthe
Hubandreadmoreaboutallofthosewhocontributed.

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Goal 6. Identify and foster innovations in open data and data use
Launchedablogandreclaimedour
twitteraccount
Akeypartoffosteringinnovationis
engagementandcommunications.When
westartedlastyear,ourTwitteraccount
hadbeenabandonedandwehadveryfew
waysofengagingandreachingour
audiences.Whilewehavesomuchmore
worktodohere(andmanythings
upcoming),reestablishingourvoicewasa
keyfirststep.Youcanreadourblogat
DataSFSpeaksandfollowusonTwitter
@DataSF.

LaunchedtheResourceLibrary
Anotherwaytofosterinnovationisto
documentandsharewhatwearedoingsothatotheropendataprogramscanbenefit.Weare
findingthatfolksuseouronlineresourcesandwillfollowupwithadditionalquestionsor
thoughts.Wearealsohearingfromprogramsacrossthecountry(andoccasionallyworld)that
haveadaptedourdocumentsandresourcesforlocaluse.

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Adoptedalicensingstrategydesignedtofoster
opendatareuse
Oneofthekeyissuesinpublishingdataisensuringthat
itcanbelegallyreused.Unfortunately,thistopicdoes
notgetenoughattention.Wesurveyedthelandscapeto
comeupwithalicensingstrategythatwouldfitthe
uniqueneedsofopendata.Andthenweworkedclosely
withourlegalteamtoputitinplace.Youcanreadmore
aboutwhatwedidinourblogpostDataLicense
LiberationDayandourresearchandrelated
documentationisavailableviatheResourceLibrary.

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4. Looking Forward: Year 2 Goals and Strategies

Overview of Approach and Goals
FromFoundationtoMeetingSupply/SpurringDemand
IfYear1wasaboutbuildingthefoundation,Year2isaboutbuyingfurniture,paintingthewalls,
hangingphotosandthrowingahousewarmingparty.Itstimetoopenthedoorsandnotjustlet
folksin,butdelivertheinviteinperson.ThatswhythethemeforYear2istofilloutthesupply
ofdatabutalsoensurethatitsbeingusedbyabroaderrangeofpeople.

GoalShiftsinYear2
WeexpectedourYear1goalstoholdsteadyforthenextthreeyears.Whilethisisgenerally
true,wemodifiedourgoalstoreflectsomekeyinsights:

Twoofourgoalsfitnicelyunderabroadergoalofmakingtimelydataeasilyavailable.
Asaresult,weconsolidatedthefollowingtwogoalsunderabroadergoalofmake
timelydataeasilyavailable:
IncreasenumberandtimelinessofdatasetsonSFOpenData
Enableuseofprivatedata,whileappropriatelyprotectingit
OurwebpresencedemandedahugeamountofeffortandfocusinYear1toupdateit
andestablishanew,comprehensivepresence.While,wewillcontinuouslyimproveour
onlinetools,thegoalnowfitsmoreappropriatelyunderagoalcenteredoncontinuous
improvementandorganizationalexcellencefortheprogram.

Year2GoalsandSubgoals
Goal

Subgoals(whereappropriate)

Goal 1.

Maketimelydataeasily
available

Goal 2.

Improvetheusability,quality
andconsistencyofourdata

Goal 3.

Supportincreaseduseofdata
indecisionmaking

Goal 4.

Identifyandfosterinnovations
inopendataanddatause

Goal 5.

Continuouslyimprove,scale,
maintainandmonitorourwork

1. Increasenumberandtimelinessof
datasetsonSFOpenData
2. Enableuseofprivatedata,while
appropriatelyprotectingit
3. Streamlineinternaldataaccess

1. Increaseinternalcapacity
2. Supportpubliccapacity
3. Fosterandincentadataculture

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Thesegoalscontinuetoalignwiththethreecorechallengesweidentifiedforeffectivedatause:
1)knowingwhatdatawehave,2)havingeffectiveandefficientmeansofaccessingitand3)
usingdataeffectively.
Challenges
Knowledge

Access

Goal1.Maketimelydataeasilyavailable

Ability

Goal2.Improvetheusability,qualityandconsistencyofour
data

Goal4.Identifyandfosterinnovationsinopendataanddata
use

Goal3.Supportincreased
useofdatain
decisionmaking

Goal5.Continuouslyimprove,scale,maintainandmonitorourwork

Thefollowingsectionsdescribethestrategiesinsupportofthesegoals.AppendixCprovidesa
linktoaquarterlytimelineandsetofmilestonesforYear2andAppendixDprovidesacross
walkwithouropendatapolicythatdetailshowwearemeetingtheprovisionsofthelegislation.

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Goal 1.
Make timely data easily available
A precursor to using data is access. Open data, published on a shared platform, is one way of
making data available. In the near term we need to ensure that we are publishing or plan to
publish the Citys data when allowed. We should also publish the data at a frequency that
matches the rate of data change. For example, datasets that change daily should be refreshed
daily. Some data is only allowed to be shared internally as it may be protected by law or is not
available to be published in the near term. For these datasets, we need to ensure that we have
effective and efficient means of accessing and sharing data when it is appropriate to do so.

Subgoal1.1IncreasenumberandtimelinessofdatasetsonSFOpenData
Strategy1.1.Continuetomatureourprogramtoautomatepublicationofdata.Oneofthe
keychallengesinopeningdataisextractingitfromlegacysystemsandthenpreparingitfor
broaderconsumption.Oldersystemswerenotdesignedwithdataexportingorsharinginmind.
Proprietarydataformatsneedtobeconvertedintomodern,openformats,orthedatamayneed
tobereorganizedorstructuredinawaythatsupportspublicdistribution.Lastly,theprocesses
thatextract,transformandloaddatashouldbeautomated,suchthataftertheinitial
configuration,wehavelittletonooverheadotherthanmonitoringtheongoingprocess.Insum,
ourautomationprogram(activitiessummarizedasextract,transformandloadETL)isacritical
partofouroverallprogramasitwillsupportthekeyprocessesthatensureourdataisextracted
appropriatelyandpublishedinatimelymanneronDataSF.
WhilewemadeexcellentprogressinYear1,weneedtoensurethatourprogramcontinuesto
developtoobtaineconomiesofscaleandtobesustainable.Keyelementsofthiswillbeto
formalizebusinessprocessesviaautomation,developdedicatedresources,scaleand
standardizeourtechnicalimplementation,andtrackandmeasureprogramperformance.
Strategy1.2.Developselfservicemodelfordataautomationforlargedepartments.
While,wevecommittedtoprovidingdataautomationasacentralservice,werecognizethat
somedepartmentsarecapableofandshouldhavecontrolovertheirdataautomationwork.At
thesametime,wewanttoensureconsistencyandqualityintheautomationofdata.Developing
aselfservicemodelwillhelpusobtainbothgoals.
Strategy1.3.Targetdepartmentsforwholesaledataautomation.Duringourdatainventory
(whenwelistedalldatasetsheldacrossthecity),weincludedastepthatcoveredalistof
systems.Ouranalysisofthislistsuggeststhatsomedepartmentsaregoodcandidatesfor
wholesaleautomationthatis,theirtechnicalenvironmentishomogenousandtheyhaveakey
technicalcontactthatcanstreamlinethework.Forthesedepartments,wewillseektoautomate
thepublicationoftheirdataasasingleproject(versusrelyingondepartmentpublishingplans).

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Strategy1.4.Developageographicdataaccessandpublishingstrategy.Ourexperiencein
Year1,suggestedthatweneedtohaveadistinctstrategyforpublishinggeographicdata,in
particulardatathatconsistsofpolygons(shapes/boundarieslikepolicedistricts)andpolylines
(lineslikestreets).ThecanonicalgeographicdatasetsintheCityarebroadlyusedboth
internallyandexternallyandhaveparticularsharedvaluethatrequiresamoredeliberate
processforpublishing(includinggeographictools),datamanagement,andcommunicating
metadata.TheDepartmentofTechnologysGISteamisakeypartnerinthiswork.
Strategy1.5.EstablishmethodstoensureSFlicensingandpublicationofdatafornew
informationsystems.Whileextractingdatafromlegacysystemsispainful,newsystems
shouldbebuiltwithopendataasastandardoutput.Anynewinformationsystemshouldbe
requiredtohaveautomatedoutputstosupportbroaderpublicationanddisseminationofthe
citysdata,whileretainingtheappropriatelicensing.InYear1,weweresurprisedtofindlittleto
nobestpracticesinthisarea.Asaresultweshiftedthetimingofthisworkandwillseekto
completeitinYear2.

Subgoal1.2Enableuseofprivatedata,whileappropriatelyprotectingit

Strategy1.6.CreateShareSFhubanddevelopsupportingresourcesandbusiness
processes.Asmentionedinthelookingbacksection,wepivotedtoabroaderstrategyfor
confidentialdatasharinginYear1.Aspartofthatstrategy,ourofficewastaskedwith
developingaShareSFhubtofacilitateinternalconfidentialdatasharing.Underthisstrategy,
wewilldeveloptheprogrammaticcomponentsofahub,includingstandardbusinessprocesses,
sharedresources,legalframeworks,andgovernance.
Strategy1.7.Exploretechnicalsolutionsforconfidentialdatasharing.TheShareSF
strategyalsocallsfortheexplorationoftechnicalsolutionstoconfidentialdatasharing.While
weexpectthistohavepartialoverlapwithStrategy1.11below,weanticipatespecificneeds
andrequirementsrelatedtoimplementingtechnicalcontrolsforlegallyprotecteddata.
Strategy1.8.Createaprocessforaccessingyourindividualdata.Aprocessforaccessing
datathattheCityholdsaboutyouwillincreasetransparencyandmayhelpimprovedataquality.
OurworkinYear1suggestedthatthisisbestincorporatedintoexistingsystemsandprocesses
fordataandinformationrequests.Asaresult,weexpecttowrapthisprocessupinYear2and
willfocusonguidanceandoutreachtoeducatedepartmentsonthistypeofrequest.

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Subgoal1.3Streamlineinternaldataaccess

ThroughourCityAnalystsurveywehavequantifiedtheneedformoreeffectiveandefficient
meansofaccessingdatabetweendepartments.Whiletheopendataportalisakeyrepository
thatweexpecttoleverage,somedataeitherwillnotyetbeavailableonthedataportalorwillbe
availableinaformatthatislessamenabletointernaldatawork.Insomecases,thissubgoalwill
complementSubgoal1.2forprivatedatasharing.
Strategy1.9.Developmethodstoconnectinternaluserstodatasets.Thedatasetinventory
wecreatedinYear1wasamajorsteptowardsunderstandingthescopeoftheCitysdata
holdingsandaddressingoneofthekeybarriersknowledgeofdata.Nowthatwehavethislist,
notonlydoweneedtomaintainit,weneedtoleverageittosupportinternaldataaccess.While
othermethodsmayemerge,toolsbuiltontopofthedatainventorycansupportinternaldata
accessfordatasetsthatarenotyetpublished(ornotpublishedinthebestformatforinternal
use).
Strategy1.10.Integrateinternaldataaccessneedsintoemergingtechnologystrategies.
AspartoftheCommitteeonInformationTechnology(COIT),theCityhasembarkedontwokey
strategies:1)Sharedservicesand2)Publicexperience.Wewillparticipateinthedevelopment
ofthesestrategiestoensurethatthedataaccesschallengeswehaveidentifiedareaddressed
inthesebroader,longtermstrategies.
Strategy1.11.Exploreoptionstodevelopshareddatasystemsforinternaluse.The
numberandvarietyofbackendsystemsintheCityisvast.Whiletheopendataportalmaybe
onesharedsystem,wewouldliketoexploreoptionsrelatedtoamorerobustenterpriselayer
fordataaccessandmanagement.

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Goal 2.
Improve the usability, quality and consistency of our data
While Goal 1 provides access to the Citys data, the ultimate value of the data depends on its
usability, quality, and consistency. Usability helps us understand the data - what is it, how is it
collected, when is it published - the basic documentation that supports use of the data. Quality
speaks to how reliable and complete the data is - can we trust the conclusions or decisions we
make based on the data? Consistency helps us combine data from different systems, by using
consistent definitions across datasets, whether its race or ethnicity, service categories, target
populations, location, etc.
Strategy2.1.DevelopcomprehensivedataqualitystrategyfortheCityimplementvia
pilotsandbroaderCOITstrategies.OurYear1experiencesuggestedthattheCitywould
benefitfromadataqualityframeworkandroadmap.Weexpectthistobeamultiyearstrategy
intermsofdevelopmentandexecution.Overthenextyearwewillidentifymotivatedpilotsto
rolloutourdataqualitystrategy.Researchsuggeststhatalignedpilotsovertimearethemost
effectivewaytopursueabroaderdataqualityapproach.Pilotswilllikelyincludedata
consistencystandards,datamodelalignment,anddatamanagementguidanceandtools.
AsmentionedinStrategy1.10,theCityhasembarkedontwokeytechnologystrategies:1)
Sharedservicesand2)Publicexperience.Thesestrategiesrepresentanadditionalopportunity
toinsertcodifieddataqualitypracticesandpoliciesintoabroaderstrategy.
Strategy2.2.Conducttargeteddataqualityimprovements.Duringthemiddleoflastyear,
weadoptedthisasanewstrategy.OurcentralpositionintheCityallowsustoidentify
crossdepartmentdataqualityconcerns.Asaresult,wewilloccasionallyparticipateinandeven
lead,ifneeded,atargetedefforttoimprovedataquality.Whilethisstrategyisnosubstitutefora
broaderstrategy,itcanfillcertaincriticaldatagaps.
Strategy2.3.Providemechanismstoelicitandtrackfeedbackandlearningsfromdata
users.WediscoveredinYear1thatwehadapaucityoffeedbackmechanisms.Whilecreating
ourhelpdeskwasafirststep,weneedricherandmorescalableapproachesforuserfeedback.
Someoftheseweexpectfromourvendor,butothersmayrequirenewtools,partnerships,or
typesofengagements.Newtoolsmayincludetestingsocialdatadictionariesordatawiki
pages.Andwemustalsoexploreofflineoptionsforengagement(e.g.workinggroups).

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Goal 3.
Support increased use of data in decision-making
Once data is available, we need to use it. Effective use consists of individual and department
capacity as well as a broader public capacity for using data in decision-making. Capacity
consists of shared data and access, as well as data literacy, analytics, managing with data,
and displaying and communicating data. We need to match the availability of data with the
capacity to use data, both in terms of people and technology.

Subgoal3.1Increaseinternalcapacity

Strategy3.1.GrowDataAcademyandexploremethodstoinstitutionalizeaspartof
professionaldevelopment.LastfallwelaunchedtheDataAcademyinpartnershipwiththe
CityServicesAuditor(CSA).Thedemandforcourseshasbeenhighwitheverycourseat
capacityandwithawaitlist.ForYear2,wewanttoaddclasses,bringinexternaltrainers,and
explorewaystoleveragemassiveopenonlinecourses.Partofthecurriculumextensionwillbe
toincorporateclassesthataretargetedatmanagerialandleadershiproles.Inaddition,wewant
toexploreintegratingDataAcademycoursesintoformaltrainingvenuesoraspartofjobseries.
Viewingdataliteracyasaprofessionaldevelopmentstrategyversusaseriesofadhoctrainings
willbekeytotransformingdatacapacityacrosstheCityatbothdepartmentandindividualstaff
levels.
Strategy3.2.Provideenduringmaterialsandresourcesfordatatoolsandtechniques.
WhiletheDataAcademyprovidesanopportunityfordirecttraining,wewanttosupplementthat
withenduringresourcesthatareavailableoutsideoftheclassroomandtoserveabroader
audience.Inparticular,wewillexplorehowtoshowcasetoolsorotherresourcesandprovide
supplementarymaterials,e.g.guidanceortoolguides.Aparticularfocuswillbeon
geographic/mappingtoolsaswellasdataqualitytools.Thiscouldalsoincludeexploringmeans
tobetterdistributepreviousanalysesorwork.
Strategy3.3.Helpestablishdepartmentstatprogramsbasedondepartmentreadiness.
WewillcontinuetopartnerwiththeCityServicesAuditorandthestrengthenedPerformance
Managementteamwithintheoffice.Weexpecttobeinasupportingandpartneringroleandwill
focusonenhancingorextendingtheirwork,notleading.
Strategy3.4.Exploreopportunitiestosupplementanalyticalcapacity.WhiletheCityhasa
greatdealofanalyticaltalent,weareinterestedinenhancingboththeamountandtypeof
analyticalcapacity.Opportunitiesmayexistforpartnershipswithexternalorganizations,working
withvolunteers,issuingchallengesorenhancingexistingstaff.

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Subgoal3.2Supportpubliccapacity

Strategy3.5.Continuetodevelopourportfoliooftransparencytoolsandwebsites.
Transparencytoolsandwebsitesgobeyondsimplypublishingdatatotransformingthedatainto
informationthatcanbeconsumedandunderstoodbythegeneralpopulation.TheHousingData
Hubisoneexample.Eachofthesetoolsprovidespolicymakersandthepublicwithready
accesstoCitydatacontextualizedandpresentedinawaythatinformsdecisionmaking.
Typically,thesesitesarebuiltonopendata.Wewillcontinuetodevelopourownsitesaswell
aspartnerand/orpromotesitesbeingbuiltbyCitydepartments.
Strategy3.6.Exploremethodstoincreasepubliccapacityfordatause.Transparency
websitesareoneformofcapacitybuilding,buttheyrelyonasinglechannel,awebsite,to
engagethepublicaboutCitydata.Weareinterestedinexploringothermethods,whetheritis
trainingsattheLibrary,workshopsatcommunityorneighborhoodevents,orcollaborative
problemsolving.Weexpectanyadditionalmethodswillalsoincreaseourowncapacityto
presenttheCitysdatamoreeffectivelyandtobemoreresponsivetothebroadercommunity.

Subgoal3.3Fosterandincentadataculture

Strategy3.7.Explorethecreationofsharedframeworksfordataandevaluation.A
commonlanguageandapproachtodatadrivendecisionmakingcanhelpsetaroadmapand
easetheeffortneededfromdepartments.Forexample,imagineifanynewinitiativeincludeda
data,evaluationandperformancemanagementstrategy.Thisgoesbeyondsimplyrequiring
evaluationtothecontinuousmeasuringandretoolingofpoliciesandprogramsbasedona
streamofrealtimedataandexperimentationintegratedintoprogrammanagementand
processes.Insteadofapre/postappendagedataandevaluationispartoftheteam.
Wewillexplorecreatingasharedframeworktoinformthelaunchofnewprograms,including
definingkeyoutcomes,thedataandevaluationplan,andperformancemanagementneeds.For
example,adataplancouldaddressdatasourcingandcollectionneeds,datasharing
requirementsanddatamodelcreation.Itcouldalsoaddresshowtointegratedataneedsinto
businessprocessesandtechnicalsystems.Lastly,itcoulddiscusshowtocreatemanagement
tools,includingmeasures,dashboards,staffingandbusinessprocesses.
Theframeworkcouldbeimplementedortestedinavarietyofwaysfrompilotstotrainingto
policy.
Strategy3.8.Explorecreationofdatarelatedpeernetworks.Datarelatedpeernetworks
couldhelpfostercrossdepartmentproblemsolvingbyconnectingcolleagueswithrelated
domainexpertise.Employeescouldshareideasfordatauseandtoolsandalsoidentify
opportunitiestocollaborateoncrossdepartmentdatainitiatives.
Strategy3.9.Communicatethebenefitsofdatadrivendecisionmaking.Clarifyingthe

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valueofdatadrivendecisionmakingandthetangiblebenefitsrequiresstorytelling.Andwithin
theCity,weveheardthatoneoftheprimarydriverstoadoptStatprogramswashearingwhat
othergroupsaredoing.Weneedtobebetteratcollectingandcommunicatingstoriesabout
effectivedatause.Notonlydoesthisspurnewideas,itshowcasestheteamsthataredoing
goodwork,therebyencouragingmore.

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Goal 4.
Identify and foster innovations in open data and data use
The pace of change in the open data, analytics, and visualization spaces is breathtaking. We
need to not only ensure we are aware of innovations, but we need to selectively identify and
nurture innovation in order to ensure that the City and our stakeholders benefit from changes
in technology and the experiences of others.
Strategy4.1.Maintainongoingreviewsofbestpracticesandthechangingtechnology
landscape.ToensurethatSanFranciscomaintainsitsleadershippositioninopendata,we
havetostayabreastofemergingbestpracticesandchangesintechnologythatcanbetter
supportoreventransformourprogram.Inpart,thiswillbeanaturalresultofour
communicationsandengagementstrategy,butretainingitasaspecificstrategywillhelpensure
thatwearemakingregularandconsciouseffortstoassesstherapidlychanginglandscape.
ThisapproachwasvalidatedinYear1,asourquarterlytechnologylandscapesessionsresulted
inseveralpivotsortechnologychanges.
Strategy4.2.Targetopportunitiestoimprovedatacentricservices.TheCityprovidesa
varietyofservicesandsomeoftheseareheavilymediatedbydataand/ortechnologyandmay
becrossdepartmental.OurexperienceinYear1showedthatwehavearoletoplayinguiding
orinformingthesetypesofprojects.Asthistypeofworkrisksstretchingourcapacity,wewill
havecriteriaforparticipating,includingexpectedimpactandlevelofdepartmentalresources
andcommitment.Whereverpossible,wewillrolltheprojectsorthelessonslearnedintothe
largersharedservicesandpublicexperiencestrategiesdiscussedinStrategy1.10.
Strategy4.3.Selectivelypartnerinorpromotedatacentricinitiatives.Throughour
engagementstrategyandongoingreviewswehopetoidentifyopportunitiesfortargeteddata
initiativesorpartnershipsthatinvolveorganizationsorpeopleoutsideoftheCity.Webelieve
externalorganizationsorperspectivesmaybringanewapproachtoexistingCitychallengesor
helpextendCityservices.Wewillalsoseekopportunitiestocollaboratewithother
governments.Partofthisworkwillbetodevelopclearcriteriaonwhenandhowweshould
participateinpartnershipsaswellasmethodstoelicitexternalhelp.

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Goal 5.
Continuously improve, scale, maintain and monitor our work
A culture of continuous improvement ensures that we always work to identify where and how
we can improve. In some cases, this may be a deliberate choice to not improve if the benefits
are less than the effort required. In addition, due to the small size of our team, we need to
deliberately seek ways to scale our work both in execution and impact. During each project or
activity, we continuously ask ourselves - can we scale this? If the answer is no, we need to
change or on occasion, limit our effort. Lastly, any work we have accomplished needs a
deliberate maintenance strategy if we have future need for it.
Activity5.1.Maintaindatacatalogs.ThedatasetinventorythatwecompletedinYear1was
anenormousundertaking.Weneedtomaintaintheresultinglistsowecanuseittobroadly
facilitateinternaldataaccessandtotrackdataasitchangesovertime.
Activity5.2.Maintain,anditerateasneeded,methodsforprioritizingdatasets.Wewill
needtofullydeployandthenmaintainourvariousmethodsforprioritizingthepublicationof
datasets.Ifnewmethodsemerge,wewillincorporatethemintoourplan.
Activity5.3.Continuouslyimproveourwebpresenceandsupportingprocessesand
materialstobettermeettheneedsofourusers.Whilewewillseektoincreasethemeansin
whichweengageusers,ourwebsiteandsupportingtoolswilllikelyremainthekeypointof
interactions.Assuch,wemustensurethattheyaremeetingtheneedsofourmanyusers,
includingdatapublishers,consumersandresidents.
Activity5.4.ContinuetopartnerwithSocratatoinformthedevelopmentoftheportal.SF
OpenData,ourdataportal,isakeypartofourwebpresenceandhowwemeettheneedsofour
users.Wewillcontinuetopartnerwithouropendataportalvendortoincorporateourusers
needsintotheportalsroadmap.
Activity5.5.ContinuouslyimproveoutreachandsupportforDataCoordinatorsand
publishers.WeneedtocontinuetosupportourDataCoordinators.Wedoexpectoursupport
ofdatapublisherstoincreaseinYear2bothduetotheexpectedincreaseinpublicationpost
datasetinventoryandtocontinuouslyimprovethepublishingprocess.
Activity5.6.Growandbroadencommunicationsandengagementactivities.InYear1,our
communicationsandengagementwasfocusedlargelyoncompletingthedatasetinventoryand
engagingourDataCoordinators.InYear2,wemustgrowthescopeandnatureofouroutreach.
NotonlydidoursurveysuggestwearenotreachingkeypartsofCitystaff,weknowthatweare
notengagingmostneighborhoodsandcommunitieswritlarge.Nowthatwehavethekeydigital
channelsinplace(socialmedia,blog,website),wecanbuildandextendourwork.Thecore
goalinthisstrategyistobroadenawarenessandthenuseofthetoolsweareproviding.

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Activity5.7.Trackandmeasureourprogress.InYear1,weestablishedaframeworkandset
ofmetricsfortrackingourwork.Weneedtomaintainthatwork,automatereportingwherever
possible,andmakechangesasourworkevolves.Inaddition,thisrequiressomelevelof
consciousdatacollection,whetherthroughsurveys,workshopsorcasestudies.
Activity5.8.Conductongoingplanning.Toensureourworkisontrack,wemustconduct
ongoingplanning.Lastyearweestablishedmonthlyandquarterlyplanningmeetingsthat
ensuredweweremeetingthegoalsofourworkplanorifneeded,reevaluatingourapproach.

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5. Priority, Resource and Contingency Analysis

TheOpenDataOrdinancemandatessomeofouractivities,whileothersareeitherinthecritical
pathforbroaderworkorakeypartofsettingaplatformforfuturesuccess.Asaresult,we
prioritizedourstrategiesusingtheMoSCowmethodinthecontextofwhatwethinkwemust
accomplishinYear2(M=Must,S=Should,C=Could).2Thisdoesnotmeanthatcertainactivities
willnotbecomemustsorshouldsovertime.
Wethenidentifiedresourcegapsasfollows:

Nonoresourcegap
Yeswedonotbelievewecanbesuccessfulwithexistingresources
Partialthestrategycanbesupportedatsomelevelwithcurrentresources,butshould
besupplementedtoensuresuccess

Wethencharacterizedthegapbasedontypeofneed:

Ongoingrequiresasustainableresourceplanasweexpecttobeactivelydeveloping
ormaintainingthisactivityoverthemidtolongterm
Projectrequiresaonetimesolutiontoresource

Lastly,thetableincludesabriefcontingencystrategyifweareunabletoclosetheresource
gap.
Table:Prioritization,GapAnalysisandContingencyPlan
Strategy

M S C Gap

Typeof ContingencyStrategyifUnable
Need
toCloseGap

Strategy1.1.Continuetomature
X
ourprogramtoautomatepublication
ofdata.

Strategy1.2.Developselfservice
modelfordataautomationforlarge
departments.

Strategy1.3.Targetdepartments
forwholesaledataautomation.

Strategy1.4.Developageographic X
dataaccessandpublishing
strategy.

Partial Ongoing Weplantoclosethisgapbyhiring

anewroleforopendataservices.
Thisgapwillexistuntilwecomplete
thehireandonboarding.Ifweare
Partial Ongoing
unabletohiretherightmixofskills
wewillplantoreallocate
responsibilityamongexistingstaff
Partial Project andselectivelypartnerwitha
handfulofdepartmentswithrelated
Partial Ongoing expertise.

Strategy1.5.Establishmethodsto X
ensureSFlicensingandpublication
ofdatafornewinformationsystems

Partial Project

Strategy1.6.CreateShareSFhub X
anddevelopsupportingresources
andbusinessprocesses.

Partial Ongoing Weplantohirelaterthisyearand

thatwillpartiallyclosethegapWe
willalsorelyonkeydepartment
partnershipsandwillseekexternal
funding.

Wewillseekexternalandinternal
partnersforhelpdevelopingthis.

MoSCoWprioritizationistraditionallyusedinsoftwaredevelopmenttodeterminewhatrequirementsyou
Musthave,Shouldhave,Couldhave,andWonthave.Inourcase,weusedittoprioritizeouractivities.
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Strategy1.7.Exploretechnical
solutionsforconfidentialdata
sharing.

Partial Ongoing Wewillscaletoourcapacityand

mayseekexternalfunding.

Strategy1.8.Createaprocessfor
accessingyourindividualdata.

Partial Project

Wewillrelyoninternsandpartner
withthePublicInformationOfficers
tocompletethis.

Strategy1.9.Developmethodsto
connectinternaluserstodatasets.

Partial TBD

Wewilltailorsubprojectstoscale
toourcapacityandwillreexamine
basedonneed.

Strategy1.10.Integrateinternal
dataaccessneedsintoemerging
technologystrategies.

No

Strategy1.11.Exploreoptionsto
developshareddatasystemsfor
internaluse.

No

Strategy2.1.Develop

comprehensivedataqualitystrategy
fortheCityimplementviapilots
andbroaderCOITstrategies

Partial Ongoing Wewillseekdepartmentpartners

andwemayseekexternalfunding.

Strategy2.2.Conducttargeteddata
qualityimprovements.

Partial Ongoing Wewillonlyengageinprojectswith

departmentengagementand
resourcecommitment.

Strategy2.3.Providemechanisms
toelicitandtrackfeedbackand
learningsfromdatausers.

Partial Ongoing Wewillscaleforourcapacityand

seekexternalpartnerstohelp
frameandmovethisforward.

Strategy3.1.GrowDataAcademy
andexploremethodsto
institutionalizeaspartof
professionaldevelopment.

Partial Ongoing Wewillseektoexpandour

departmentpartnershiptoHRand
alsoexplorebringinginexternal
teachersforadvancedtopicareas.

Strategy3.2.Provideenduring
materialsandresourcesfordata
toolsandtechniques.

Partial Ongoing Wewillscalesubprojectsbasedon

ourcapacityandencourage
departmentstocontribute.

Strategy3.3.Helpestablish
departmentstatprogramsbasedon
departmentreadiness.

X No

Strategy3.4.Exploreopportunities
tosupplementanalyticalcapacity.

X Partial Ongoing Wewillscaleforourcapacityand

seekexternalfunding.

Strategy3.5.Continuetodevelop
ourportfoliooftransparencytools
andwebsites.

Strategy3.6.Exploremethodsto
increasepubliccapacityfordata
use.

Strategy3.7.Explorethecreationof
sharedframeworksfordataand
evaluation.

Partial Ongoing Wewillscaleforourcapacity,seek

externalfunding,andrequire
committeddepartmentpartners.
X Partial Ongoing Wewillscaleforourcapacityand
seekexternalfunding.
Partial Ongoing Wewillscaleforourcapacity,seek
externalfunding,andseek
departmentpartners.

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Strategy3.8.Explorecreationof
datarelatedpeernetworks.

Strategy3.9.Communicatethe
benefitsofdatadriven
decisionmaking.

Strategy4.1.Maintainongoing
reviewsofbestpracticesandthe
changingtechnologylandscape.

X No

Partial Ongoing Wewillscaleforourcapacityand

mayseekexternalfundingor
partnerships.
No

Strategy4.2.Targetopportunitiesto
improvedatacentricservices.

X Partial Ongoing Wewillscaleforourcapacityand

requirecommitteddepartment
partners.

Strategy4.3.Selectivelypartnerin
orpromotedatacentricinitiatives

X Partial Ongoing Wewillscaleforourcapacityand

mayseekexternalfundingor
partners.

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6. Conclusion
Datacanfeeldry,boringandacademic.Atthesametime,everyonelovesagoodstory.But
everystoryhasarichveinofdatathreadedthroughout,describingapatternandilluminatinga
pathforward.Itsonlywhenwelinkthedatanarrativesthatunderlieourstoriesthatweareable
tomakenewconnectionsthatleadtonewinsightsaboutwhatisworkingorwhatispossible.
Thisplanisnotaboutdatafordatassake.Thisplanisabouttransforminghowweenrichour
understanding,ourexperienceandourCitywithdata.

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Appendices
Appendix A. Acknowledgements
Anumberofpeople,toonumeroustolist,havecontributedtoourwork,ourthinkingandour
inspiration.Belowareahandfulofthankswemayhavemissedsome,ifso,ourapologies!
Ourlocalbrigade,CodeforSanFrancisco,hasbecomeafantasticpartnerwelearnfromand
withthemandvaluetherelationshipsthathavedeveloped.ThankyouespeciallytoJesse
Biroscak,MaddieSuda,JulioFeliciano,JudyvanSoldt,andKatherineNemacher.
Manythankstomycolleaguesinotherplacesforsharingtheirworries,theirchallengesand
theirsolutions.Ilovethatweareonthisjourneytogether!BarbaraCohn,StuartDrown,Laura
Meixell,AbhiNemani,AndrewNicklin,MaksimPecherskiy,TomSchenk,andTimWisniewski.
OurInternalAdvisoryGroupprovidedguidanceandstrategicdirection.ManythankstoCarmen
Chu,MiguelGamio,LuisHerrera,KateHoward,SteveKawa,EdReiskin,andBenRosenfield.
Thefollowingpeoplehavebecomefriendsandthoughtpartnersthroughoutthisprocess:
AnthonyAbabon,KristaCanellakis,CyndyComerford,TedConrad,JasonCunningham,
RebeccaFoster,LukeFretwell,JaneGong,KateHoward,ChandaIkeda,MatthiasJaime,Lani
Kent,KellyKirkpatrick,CarolLu,AndyMaimoni,AshleyMeyers,JayNath,TajelShah,Chris
Simi,PegStevenson,JohnTucker,MarisaPereiraTully,andMelissaWhitehouse.
Thefollowingfolkshavebeenkeypartsofmakingeverythinghappen.Theirinsight,
commitment,andpersistencehavehelpedallwehavedonebesuccessfulthisyear:Jason
Lally,JeffJohnson,SamuelValdez,ShermanLuk,JessieRubin,AndrewJu,KylePatterson,
LauraMarshallandKyraSikora.Readmoreabouttheircontributionshere:
http://datasf.org/about/.
Andwevehadanamazingstreamofinternswhohavebeencriticaltosomanyprojects.Thank
youeachforyourenergyandcommitment:PeriWeisberg,EricaFinkle,LauraGerhardt,
ChristinaMalamut,CharlotteHill,DanWilcox,EvgeniaLikhovtseva,andMarceloMilanello.
Readmoreabouttheircontributionshere:http://datasf.org/about/.
Last,butsofarfromleastourDataCoordinatorsourcoreactivityandoutputfromYear1
wouldnotexistwithoutthecollectiveeffortofourDataCoordinatorsandothersupportingstaff:
MullaneAhern,DarrellAscano,ColleenBurkeHill,CarolChapman,EddyChing,MikeChoi,
JoanneT.Chou,MarinaColeridge,RobertCollins,EliseCrane,KeithDeMartini,MattDorsey,
SarahDuffy,TiarraEarls,KevinEdwards,PenniEigster,SandraEng,CheongTsengEng,
CynthiaGoldstein,ZihongGorman,BrandonGrissom,MicheleGutierrezCanepa,JohnHalpin,
DavidHardy(LT),KurianJoseph,Jennifer(Zoey)Kroll,MichaelLambert,CraigLee,Alexander
Levitsky,BrentLewis,ThomasLindman,FerryLo,JoseLuisPerla,AndyMaimoni,MariaX
Martinez,StevenMassey,EddieMcCaffrey,MariaMcKee,JesusMora,JohnMurray,Wilson
Ng,StephanieNguyen,EricPawlowsky,JeffPera,JoshuaRaphael,StacyT.Robson,
GuillermoRodriquez,LeahRothstein,KenSalmon,ValeriShilov,MitchSutton,Marianne
Thompson,CharlesThompson,AnneTrickey,AlanTse,TylerVu,MikeWebster,Chris

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Wisniewsky,GloriaWoo,MikeWynne,andTheresaZighera.

Appendix B. Detailed Accomplishments in Year 1

ForeachofourgoalsandstrategiesfromYear1,wehighlightthekeyaccomplishmentsand
statusforeachstrategy.Ourquarterlymilestones(googledoc)representsanaccountingby
quarterofourmilestonesandourprogressonthemperourstrategicplan.Thequarterscover
FiscalYear20142015,whichstartedonJuly1,2014andcompletedonJune30,2015.Below
isahighlevelsummaryforeachstrategybygoal.

Goal1:IncreasenumberandtimelinessofdatasetsonDataSF
Strategy

KeyAccomplishments/Status

Strategy1.1.Establishtheroleofdata
coordinatorsandsupportdevelopmentofdata
catalogs.

52datacoordinatorsappointed
(75%)ofdepartmentinventoriescomplete
InventorypublishedonSFOpenData

Strategy1.2.Developmethodstoinformthe
prioritizationofdatasetsforpublication.

Developed4methodstoprioritizedatasets
Streamlineddatanominationprocessand
deployedhelpdeskandrequesttracking

Strategy1.3.Developmetricstotrackand
measureprogressinpublishingopendata.

DevelopedprogressmeasuresandKPIsto
supportquarterlyreport
Developedevaluationframeworkformeasuring
impactofopendata
Comingsoon:Publiclaunchofdepartment
publishingplansandautomatedreporting

Strategy1.4.Developourprogramto
automatepublicationofdata.

Strategy1.5.Developanoutreachand
supportprogramfordatacoordinatorsand
otherdatapublishers.

Strategy1.6.EstablishmethodstoensureSF
licensingandpublicationofdatafornew
informationsystems.

DevelopedbusinesscaseinpartnershipwithDT
Createdprogramandservicesmodel
Establishedtechnology,businessprocessesand
supportdocuments
Securedfulltimeresourceforprogram
CreatedDataCoordinatorPortalandsupporting
tools,templatesandtraining
CreatedPublisherPortalwithstandardpublication
processandtraining
Developedasubmissionprocessandpacket
Createdseriesofguidebooksandconductedin
personandonlinetrainings
Inprogress,projectwasdelayedduetolackof
bestpracticesandresourceconstraints

Goal2:ImproveusabilityofDataSF
Strategy

KeyAccomplishments/Status

Strategy2.1.Betterleverageexistingservices
andfeaturesfromSocrata.

Conductedanalysisandrolledintootherstrategies

Strategy2.2.PartnercloselywithSocratato
informthedevelopmentoftheportal.

Joinedcustomeradvisoryboard
Participatedinusabilitytestingofnewkeyfeature
Activelyparticipateinroadmapanddirection
Participateinmonthlyroadmapmeeting

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Strategy2.3.Redesignourwebpresenceand
supportingprocessesandmaterialstobetter
meettheneedsofourusers.

Redesignedandlaunchednewdataportal
Launchednewwebhome
Earlypartnerintechnologypreviewfornew
datasetdesign

Goal3:Improvetheusability,quality,andconsistencyofourdata
Strategy

KeyAccomplishments/Status

Strategy3.1.Establishmetadatastandardsfor
publisheddata.

Createdandimplementednewstandard

Strategy3.2.Establishmechanismstoelicit
andtrackfeedbackandlearningsfromdata
users.

Analysissuggestedgapwilldeploynewmethods
inY2

Strategy3.3.Explorethecreationofdata
qualityprocessesandmeasures.

ConductedresearchandlaidoutapproachforY2,
includingadataplaybookandidentifiedinitial
partnersortopicsforpilots

*NEW*Strategy3.4Conducttargeteddata
qualityimprovements

Workedtoincorporateinclusionaryhousing
programdataneedsintoupstreamplanning
businessprocessturnedintobroaderhousing
datapipelineprojectthatwillextendintoY2

*NEW*Strategy3.5Resetandstandardize
datasetsonDataSF

Completeandinmonitoringmode
Createdstandardguidelines

Goal4:Enableuseofprivatedata,whileappropriatelyprotectingit
Strategy

KeyAccomplishments/Status

Strategy4.1.Createadataclassificationand
sharingstandard.
*REVISED*Developastrategytoenable
internaldatasharing

Strategy4.2.Createaprocessforaccessing
yourindividualdata.

InpartnershipwithCSA,conveneddepartments
inHSSanddevelopedamultiyearstrategy
Obtaineddedicatedresourcestosupportgoing
forward
Modifiedstrategytoleverageexistingprocesses
willdeployinY2

Goal5:Supportincreaseduseofdataindecisionmaking
Strategy
Strategy5.1.Establishatrainingcurriculumto
supportincreaseduseofdatain
decisionmaking.

KeyAccomplishments/Status

Strategy5.2.Helpestablishdepartmentstat
programsbasedondepartmentreadiness
codifylessonslearnedandmaterialsfor
broaderuse

InpartnershipwithCSA,LaunchedData
AcademyinFall,allclassesbookedoutwith
waitinglists
Donedepartmenttrainingsafterbeing
approachedbydepts
PartneredwithCSAto:
Develop2casestudiesofdepartment
Statprograms
developassessmenttoolandguidebook
tocreatingstatprograms
Pilotedapproachindepartment,whichisin
progress
WilllaunchcumulativeworkastheStatStarter
KitinearlyY2

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Strategy5.3.Continuetodevelopourportfolio
oftransparencytoolsandwebsites.

DevelopedtheHousingDataHubinpartnership
withmultipledepartments

Goal6:Identifyandfosterinnovationsinopendataanddatause
Strategy

KeyAccomplishments/Status

Strategy6.1.Developandmaintainacommunications
andengagementstrategy.

Conductedanalysisandplan
Increasedtwitterfollowing
Establishedblog
CreatedCDOlistservs

Strategy6.2.Conductongoingreviewsofbest
practicesandthechangingtechnologylandscape.

Conductedreviewandcodifiedquarterly
process

Strategy6.3.Identifyandenabletargeteddatacentric
initiatives.

Workingtoautomateandanalyzehousing
inspectionsdatafrom3departmentswill
exploreextensionofworkinY2

Strategy6.4.Establishadatalicensingframework
andstandard.

Completedanalysisandmade
recommendation
Obtainedlegalagreementwith
recommendedstandard
Rolloutandtransitionstrategyunderway

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Appendix C. Quarterly Milestones for Year 2

Foreachofourstrategies,weoutlineasetofquarterlymilestonesandexpectedresources.
Adjustmentstothemilestonesmayoccurbasedonresourcesorotherfactorsasdiscussedin
Section5.Youcanviewthemilestonesandrelatedtimelineinagooglespreadsheet.

Appendix D. Crosswalk between plan and Open Data Policy

Sec.22D.2.ChiefDataOfficerandCityDepartments
(a)ChiefDataOfficer
#

Clause

Implementation

(a)

ChiefDataOfficer.Inordertocoordinateimplementation,compliance,and
expansionoftheCity'sOpenDataPolicy,theMayorshallappointaChief
DataOfficer(CDO)fortheCityandCountyofSanFrancisco.TheCDO
shallberesponsiblefordraftingrulesandtechnicalstandardstoimplement
theopendatapolicy,anddeterminingwithintheboundariesoflawwhich
datasetsareappropriateforpublicdisclosure.Inmakingthisdetermination,
theCDOshallbalancethebenefitsofopendatasetforthinSection22D.1,
withtheneedtoprotectfromdisclosureinformationthatisproprietaryor
confidentialandthatmaybeprotectedfromdisclosureinaccordancewith
law.Nothingintherulesandtechnicalstandardsshallcompelorauthorize
thedisclosureofprivilegedinformation,lawenforcementinformation,
nationalsecurityinformation,personalinformation,unlessrequiredbylaw.
Nothingintherulesortechnicalstandardsshallcompelorauthorizethe
disclosureofinformationwhichisprohibitedbylaw.

Thisdocumentservesto
meetthegeneral
expectations.Subgoal1.2
willprotectproprietaryor
confidentialinformation.

(b)

TheCDO'sdutiesshallinclude,butarenotlimitedtothefollowing:

(b)(1)

Draftrulesandtechnicalstandardstoimplementtheopendatapolicy
ensuringthepolicyincorporatesthefollowingprinciples:

(b)(1)(A)

(A)Dataprioritizedforpublicationshouldbeoflikelyinteresttothepublic DeployedviaStrategy1.2
inFY1415Maintained
viaActivity5.2in
FY1516.

(b)(1)(B)

(B)Datasetsshouldbefreeofchargetothepublicthroughthewebportal Existingpractice

(b)(1)(C)

(C)Datasetsshallnotincludeprivilegedorconfidentialinformation,law
Managedviapublication
processandSubgoal1.2.
enforcementinformation,nationalsecurityinformation,personal
information,proprietaryinformationorinformationthedisclosureofwhichis
prohibitedbylawand

(b)(1)(D)

(D)Datasetsshallinclude,totheextentpossible,metadatadescriptions, Completeandmanaged
APIdocumentation,andthedescriptionoflicensingrequirements.Common viapublicationprocess.
coremetadatashall,ataminimum,includefieldsforeverydataset'stitle,
description,tags,lastupdate,publisher,contactinformation,unique
identifier,andpublicaccesslevelasdefinedbytheCDO.

(b)(2)

(2)Coordinate,maintain,andupdatetheCity'sOpenDatawebsite,
currentlyknownas"DataSF"

SeeActivity5.3.

(b)(3)

(3)PresenttheOpenDatarulesandtechnicalstandardstothe
CommitteeonInformationTechnology(COIT)foradoption

COITistheforumusedto
passrulesandtechnical
standards.

(b)(4)

(4)ProvideeducationandanalytictoolsforCitydepartmentstoimprove
andassistwiththereleaseofopendatatothepublic

SeeStrategies1.1,1.2,
1.3,1.4,andActivity5.5.

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(b)(5)

(5)Assistdepartmentsbycollectingandreviewingeachdepartment's
opendataimplementationplansandcreatingatemplateforthe
departmentalquarterlyprogressreports

Completeandmaintained
viaActivity5.5.

(b)(6)

(6)PresentanannualcitywideimplementationplantoCOIT,theMayor,
Thisplanwillbe
andBoardofSupervisorsandrespond,asnecessary,toinquiriesregarding presentedtoallofthese
groups.
theimplementationoftheopendatapolicyandthecomplianceof
departmentswiththedeadlinesestablishedinthissection.

(b)(7)

(7)HelpestablishdatastandardswithinandoutsidetheCitythrough
collaborationwithexternalorganizations

Newstandardswillbe
developedasneeded.

(b)(8)

(8)AssistCitydepartmentswithanalysisofCitydatasetstoimprove
decisionmaking

SeeGoal3

(b)(9)

(9)Establishaprocessforprovidingcitizenswithsecureaccesstotheir
privatedataheldbytheCity

SeeStrategy1.8

(b)(10)

(10)EstablishguidelinesforlicensingopendatasetsreleasedbytheCity Complete,willformalize
viaCOITstandard.
andevaluatethemeritsandfeasibilityofmakingCitydatasetsavailable
pursuanttoagenericlicense,suchasthoseofferedby"Creative
Commons."Suchalicensecouldgrantanyusertherighttocopy,distribute,
displayandcreatederivativeworksatnocostandwithaminimumlevelof
conditionsplacedontheuseand,

(b)(11)

(11)Priortoissuinguniversallysignificantandsubstantialchangestorules
andstandards,solicitcommentsfromthepublic,includingfromindividuals
andfirmswhohavesuccessfullydevelopedapplicationsusingopendata
sets.

StandardpracticeRules
andstandardswillalsobe
presentedtoCOIT,a
publicforum

(b)CityDepartments
#

Clause

Implementation

(b)

EachCitydepartment,board,commission,andagency("Department")
shall:

(b)(1)

Makereasonableeffortstomakepubliclyavailablealldatasetsunderthe SupportedbyStrategies
1.11.4andActivity5.5.
Department'scontrol,providedhowever,thatsuchdisclosureshallbe
consistentwiththerulesandtechnicalstandardsdraftedbytheCDOand
adoptedbyCOITandwithapplicablelaw,includinglawsrelatedtoprivacy

(b)(2)

ReviewdepartmentdatasetsforpotentialinclusiononDataSFandensure Completeandmaintained
byActivity5.5.
theycomplywiththerulesandtechnicalstandardsadoptedbyCOIT

(b)(3)

DesignateaDataCoordinator(DC)nolaterthanthreemonthsafterthe
Complete
effectivedateofOrdinanceNo.28513,whowilloverseeimplementation
andcompliancewiththeOpenDataPolicywithinhis/herrespective
department.EachDCshallworkwiththeCDOtoimplementtheCity'sopen
datapoliciesandstandards.TheDCshallprepareanOpenDataplanfor
theDepartmentwhichshallinclude:

(b)(3)(A)

AtimelineforthepublicationoftheDepartment'sopendataandasummary Publicationplansare
publiclyavailableand
ofopendataeffortsplannedand/orunderwayintheDepartment
updatedbiannually.

(b)(3)(B)

Asummarydescriptionofalldatasetsunderthecontrolofeach

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Department(includingdatacontainedinalreadyoperatinginformation
technologysystems)

rollingacceptancesfrom
departmentsData
InventoryavailableonSF
OpenData.

(b)(3)(C)

AllpublicdatasetsproposedforinclusiononDataSF

Seeprevious

(b)(3)(D)

Quarterlyupdatesofdatasetsavailableforpublication.

Centralizedthrough
publishingprogram

(b)(4)

TheDC'sdutiesshallinclude,butarenotlimitedtothefollowing:

(b)(4)(A)

NolaterthansixmonthsaftertheeffectivedateofOrdinanceNo.28513,
Complete,though
publishonDataSF,acatalogueoftheDepartment'sdatathatcanbemade acceptingrolling
public,includingbothrawdatasetsandapplicationprogramminginterfaces submissions
("API's").

(b)(4)(B)

AppearbeforeCOITandrespondtoquestionsregardingtheDepartment's
compliancewiththeCity'sOpenDatapoliciesandstandards

Willbedoneasneeded

(b)(4)(C)

Conspicuouslydisplayhis/hercontactinformation(includingname,phone
numberoremailaddress)onDataSFwithhis/herdepartment'sdatasets

Supportedbycentralhelp
desktofacilitatetracking
andformalizedvia
Strategy2.3.

(b)(4)(D)

MonitorcommentsandpublicfeedbackontheDepartment'sdatasetsona Seeprevious
timelybasisandprovideapromptresponse

(b)(4)(E)

NotifytheDepartmentofTechnologyuponpublicationofanyupdatesor
correctiveaction

(b)(4)(F)

WorkwiththeCDOtoprovidecitizenswithsecureaccesstotheirown
SeeStrategy1.8
privatedatabyoutliningthetypesofrelevantinformationthatcanbemade
availabletoindividualswhorequestsuchinformation

(b)(4)(G)

ImplementtheprivacyprotectionguidelinesestablishedbytheCDOand
holdprimaryresponsibilityforensuringthateachpublisheddatasetdoes
notincludeinformationthatisprivate,confidential,orproprietaryand

Supportedbypublication
processandStrategies
1.11.4andActivity5.5.

(b)(4)(H)

Makereasonableeffortstominimizerestrictionsorlicenserelatedbarriers
onthereuseofpublishedopendata.

Citywidelicenseadopted
inFY1415.

Existingpractice

(c)DepartmentofTechnology
#

Clause

(c)

TheDepartmentofTechnology(DT)shallprovideandmanageasingle
CurrentpracticeManaged
Internetsite(webportal)fortheCity'spublicdatasets(http://data.sfgov.org byOCDO.
orsuccessorsite),called"DataSF."Inmanagingthesite,DTshall:

(c)(1)

Publishdatasetswithreasonable,userfriendlyregistrationrequirements, Currentpractice
licenserequirements,orrestrictionsthatcomplywiththerulesandtechnical
standardsdraftedbytheCDOandadoptedbyCOIT

(c)(2)

Providemechanismsfordepartmentstoindicatedatasetsthathavebeen
recentlyupdated

Currentpractice

(c)(3)

Includeanonlineforumtosolicitfeedbackfromthepublicandto
encouragepublicdiscussiononOpenDatapoliciesandpublicdataset
availability

Currentpractice

(c)(4)

ForwardopendatarequeststotheassignedDCand,

Currentpractice

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(c)(5)

Takemeasurestoensureaccesstopublicdatasetswhileprotecting
DataSFfromunlawfulabuseorattemptstodamageorimpairuseofthe
website.

Currentpractice,thoughin
practicethisismanaged
byourvendor,Socrata

Sec.22D.3.StandardsandCompliance
#

Clause

Implementation

(a)

TheCDOandCOITshallworkwiththePurchasertodevelopcontract
SeeStrategy1.5
provisionstopromoteOpenDatapolicies.Theprovisionsshallincluderules
forincludingopendatarequirementsinapplicableCitycontractsand
standardcontractprovisionsthatpromotetheCity'sopendatapolicies,
including,whereappropriate,provisionstoensurethattheCityretains
ownershipofCitydataandtheabilitytopostthedataondata.sfgov.orgor
makeitavailablethroughothermeans.

(b)

ThefollowingOpenDataPolicydeadlinesaremeasuredfromeffectivedate Duringthepassageofthis
policy,thedeadlineswere
ofOrdinanceNo.28513:
madedependentonthe
CDOhire

(b)(1)

Withinthreemonths,departmentheadsdesignateDepartmentData
CoordinatorstooverseeimplementationandcompliancewiththeOpen
DataPolicywithinhis/herrespectivedepartment

(b)(2)

Withinsixmonths,eachDepartmentshallbeginconductingquarterly
1/4lyreviewsare
reviewsoftheirprogressonprovidingaccesstodatasetsrequestedbythe automatedviapublic
publishingplansavailable
publicthroughthedesignatedwebportal
online

(b)(3)

Withinsixmonths,eachDepartmentshallpublishonDataSFacatalogueof Completeperextended
timelinesrequestedby
theirDepartment'sdatathatcanbemadepublic,includingbothraw
OCDO~25%of
datasetsandAPIsand
departmentshavenot
completedinventoryasof
June30,2015

(b)(4)

Withinoneyear,theCDOshallpresentupdatedcitywideOpenData
implementationplantoCOIT,theMayorandBoardofSupervisors.

TheOpenDataplanwill
bepresentedperCOIT
meetingtimeline

(b)(5)

TheCDOmayproposeamodification,foradoptionbyCOIT,ofthe
timelinessetforthinthelegislation.

Wasrequestedand
approvedfordata
inventory

Complete

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