Rochelle Haynes On Data-Driven Leadership Powering Future Ready Cities
Rochelle Haynes is a leader in government, philanthropy, and nonprofit sectors, dedicated to breaking the cycle of poverty through data-driven policies.
She spent a decade in New York City government, improving public benefit programs and serving as Chief of Staff at the Department of Homeless Services. She then led global strategy at 100 Resilient Cities and expanded Sesame Street in Communities. Now, as Managing Director of Bloomberg Philanthropies What Works Cities at Results for America, she advances data-driven governance across 220+ cities. Rochelle also consults on social impact strategy and serves on multiple boards, shaping policies that promote economic mobility.
Rochelle discusses the vital role of data in effective urban governance, how AI can be leveraged to address systemic challenges such as climate change and housing, and why community engagement and public servant capacity building are crucial for lasting impact.
Highlights from the interview (listen to the podcast for full details)
[Indio Myles] - To start off, can you please share a bit about your background and what led you to working with data, AI, and technologies for social impact?
[Rochelle Haynes] - Starting with what brings us to this work is always so grounding. I’m a native New Yorker who grew up in a low-income community in New York City, but I had a small privilege—my parents could afford to send me to a parochial school in the next neighbourhood.
I mention this because I essentially floated between two worlds growing up, witnessing stark differences in playgrounds, streets, and the quality of education my friends and I were receiving.
That contrast helped me understand the divide between the haves and the have-nots. It made me deeply aware of how profoundly a zip code or the means of one’s parents can impact educational opportunities.
My parents were very intentional in their decision. They wanted me to have access to a quality education, and that decision laid the foundation for my understanding of inequality, and it’s a foundation that shaped my path.
Both my parents were also civically engaged—my father had a lifelong career as a civil servant, and my mother served on local community boards. Those experiences planted the seeds of my career.
I knew I wanted to have an impact, and I was particularly drawn to policies and programs that addressed the root causes of poverty and helped break the cycle.
There are many pathways to achieve that, and for me, it began with a career in New York City local government. I worked across a range of projects, from affordable housing to supportive housing for people experiencing homelessness. These were programs that offered wraparound services to help people not only find shelter but regain stability.
I was also involved in efforts to make public assistance more accessible, and I worked on long-term strategies that could help individuals achieve sustainable independence.
The role I found most challenging—but also the one I loved the most—was working in homeless services. It combined my passion for housing with the urgency of providing essential services. It truly was a labour of love.
Housing is foundational, and if a community can’t ensure its people are housed, it’s not showing up in the way it should. That role gave me the opportunity to contribute to systemic solutions like eviction prevention assistance and proactive support measures.
Throughout my career, the unifying thread has been the question: how am I moving the needle? Even if I’m not directly on the ground, I want to know that the work I do—whether designing policy, building programs, or supporting critical thinking at the city level—is truly making a difference. I’m passionate about cities.
They’re at the forefront of today’s most pressing issues, and if you want to understand the pulse of a nation, you talk to local government leaders. That’s why I’m committed to equipping them with the support they need to serve their communities effectively.
As the Managing Director of Bloomberg Philanthropies What Works Cities initiative, can you explain how you are helping to build smarter, more equitable communities through data and AI?
I love this question because, to me, the root of all good governance is good data. People often think data sounds boring, but it’s incredibly exciting—it empowers smarter decision-making.
In 2017, What Works Cities, in partnership with Bloomberg Philanthropies and our parent NGO Results for America, developed a standard for what good, well-managed local government looks like.
We created a comprehensive rubric covering areas like budgeting, data management, data governance, and evaluation systems to help guide cities toward stronger decision-making frameworks.
If a city can build a strong data infrastructure, it can then make informed decisions that address root issues. That means conducting deep analyses to understand who is impacted, where resources are lacking, and how to fill those gaps effectively. It’s not just about having data, it’s about using it purposefully.
Another key part of our work is helping cities use data in innovative ways—and right now, there’s no bigger innovation than AI. Every one of the 200 cities in our network is thinking about AI. But for AI to be useful, it needs a solid data foundation. The algorithms are only as good as the data that feeds them.
That’s why we help cities understand their data—analysing it, scoping it for bias, and determining how it aligns with their goals. AI should be applied thoughtfully, not just because it's the latest trend.
What’s encouraging is that cities are already eager to use AI, which opens the door for us to have deeper conversations about data governance. For instance, in Belo Horizonte, Brazil, city leaders are using data to engage vulnerable communities and expand access to Wi-Fi and broadband—initiatives that improve equity in service delivery.
In Buenos Aires, a chatbot was created to enable residents to connect more efficiently with city operations. Previously, it may have taken two hours to get a response to a city services query—now it takes five minutes.
That level of responsiveness not only improves public perception but also transforms how people experience and engage with their city.
Why is AI such a powerful tool for tackling complex social and environmental issues?
Right now, there’s hardly a region in the world that isn’t experiencing some form of climate-related event—whether it’s wildfires, floods, extreme heat, or water shortages.
Climate is a global issue, and the cities in our Bloomberg Philanthropies What Works Cities network are grappling with these challenges firsthand. This is exactly where I believe AI can play a meaningful and innovative role.
AI allows cities to anticipate and prepare for climate-related disasters. Imagine a scenario where a city can predict a flood before it happens. That predictive capability enables local governments to undertake emergency preparedness in a smart and timely way.
Vulnerable residents—those living in areas that flood frequently—could be notified well in advance, maybe even one or two weeks ahead, allowing them to prepare or evacuate safely. That kind of lead time is transformative.
We’re already seeing this kind of innovation in action. In Austin, Texas—one of the cities in our network—AI is being used to predict wildfires.
This is a critical development, especially in light of recent fires in places like Los Angeles, and more recently in North and South Carolina. These examples underscore the urgent need for smarter, more proactive tools in the face of intensifying climate threats.
To me, this is what “AI for good” really looks like. While conversations around AI often stir fears—people worrying it might replace jobs—I believe we need to shift that mindset. Instead of fearing AI, we should focus on how to harness it in ways that make us more effective in our roles and more capable in our communities.
When it comes to addressing climate change, AI’s ability to support prediction and mitigation efforts is genuinely powerful. We’re seeing promising applications already, and I believe that in the next five years, we’ll witness a significant shift—a true revolution in how cities use AI to build resilience and safeguard their communities.
Are there standout examples of where AI is improving economic development, sustainability, or public services?
As a former civil servant, one of the things I’m deeply passionate about is ensuring that people can easily access the information and services they need from local government. AI has the potential to completely revolutionise this experience—especially in terms of communication.
For example, I mentioned earlier that cities like Buenos Aires and Qurentes in Argentina are using AI-powered chatbots to enhance how residents interact with government services. These tools are becoming the new norm in civic engagement.
Through a chatbot, a resident can check the status of a business permit, find out how to renew their licence, or follow up on a claim with the city—all in real time. It’s about efficiency, responsiveness, and empowering residents to engage more meaningfully with their local government. That’s a powerful shift.
Another area where we’re seeing AI make a significant impact is in affordable housing—a hot topic across our entire network. Cities like Burlington, Vermont, and Boise, Idaho are actively using AI to support housing development. Specifically, they’re using it to assess existing housing stock and improve zoning regulations.
Traditionally, zoning reviews are long, tedious processes. But with AI, these reviews are accelerating, which in turn is speeding up the development of new housing. It’s a clear example of how technology can cut through bureaucratic slowdowns and help cities meet pressing demands.
AI isn’t just about innovation for the sake of it—it’s about using smart tools to deliver tangible benefits to communities, from faster public service delivery to addressing critical infrastructure needs like housing.
What are the challenges vulnerable communities face in adopting AI-driven solutions, and how can leaders address them?
This is such an important question because it really comes down to how local government shows up and how they engage with their communities—especially those who are most vulnerable.
From the perspective of local leaders, it can be incredibly overwhelming. Most are genuinely passionate and want to make change, but they’re juggling a lot. I remember this clearly from my time in homeless services. I was being asked to think big, be innovative, and develop transformative strategies—while also making sure the city's homelessness system ran smoothly day to day. It’s like being told to paint a mural while also ensuring the plumbing works.
You're serving people whose lives are directly affected by your decisions—ensuring they have food, shelter, safety—while simultaneously navigating priorities from mayors, state governments, and federal directives. It’s a lot to manage, and the real challenge is often not desire, but simply knowing where to start.
That’s where Bloomberg Philanthropies What Works Cities becomes such a valuable asset. Through our benchmarking assessment, we help cities identify both their strengths and the areas where there’s room for growth.
For instance, a city’s data might show there’s a housing gap, or underemployment, or perhaps that certain neighbourhoods haven’t received infrastructure investment in decades. Often, we find cities are filling potholes not just because of wear and tear, but because those communities have historically been left out of resource planning.
Our approach isn’t about finger-pointing; it’s about building from a place of strength. We help cities understand their unique data landscape and then co-develop actionable plans tailored to their needs.
These plans are holistic—we look at eight foundational practice areas including budgeting, contracting, leadership, data management, and, importantly, community engagement.
When it comes to AI, community engagement becomes even more critical. We believe that residents must be part of the conversation when AI is being introduced into city services. Be transparent. Let people know what you’re doing and why. Most residents are open to innovation if they feel included in the process.
San Jose, California is a great example. They created internal guidance for how staff could responsibly use AI and then made it public—clearly communicating how different departments were using the technology.
That level of accountability and transparency fosters trust. They also had a translation tool that didn’t perform as intended. Thanks to resident feedback, they were able to improve it and ensure the tool was working as designed.
When you engage your community—especially those who are often marginalised—you don’t just design better solutions. You build trust, improve efficiency, and spark real innovation.
What advice would you offer to policymakers or purpose-driven leaders aiming to create meaningful change in their communities?
That’s a fantastic question, and my advice has two key parts. First, identify your champions—both inside and outside of government. Internally, that means finding those within local government who can lead and sustain change.
We often work with mayors and city managers who arrive in office with big ideas and priorities. But those priorities can’t come to life if they’re executed in silos. It’s essential to build a unified team that understands the vision and is committed to implementing it.
Equally important is securing external champions—community leaders, local organisations, and residents themselves. Residents, especially, can become powerful allies when they feel involved and heard. Their buy-in is critical, and aligning city priorities with community needs ensures greater trust and engagement.
One of the biggest issues in government is the siloed nature of departments. Everyone is often doing their own thing, which limits collaboration. That’s why our Bloomberg Philanthropies What Works Cities assessment is designed in a way that requires input from across departments. It’s intentionally built to spark those internal conversations and break down silos.
Once you’ve identified your champions and started building a cohesive vision, the next step is to co-create. That vision shouldn’t just reflect a single administration’s goals—it should be something that can outlast political transitions. Sustainability is key.
One of my personal frustrations is when a brilliant initiative is started by one leader but abandoned when a new administration comes in. The work needs to be future-focused—designed to continue for the next decade and beyond.
That’s where civil servants are invaluable. They’re the ones who remain through leadership changes. We need to empower them to carry the work forward, and we need to ensure community leaders have the tools and ownership to do the same.
Lastly, start small. Change can feel overwhelming, especially in a city context. Use a good assessment to help direct your resources.
Then, choose one small, tangible project within a larger vision. Achieving a quick win builds momentum. If a resident sees an improvement—like quicker rubbish collection or faster permit processing—they start to believe change is possible. Those small wins build the trust needed to take on larger initiatives.
What inspiring projects or initiatives have you come across recently creating positive change?
Yes, absolutely. What’s most top of mind for me right now are the climate-related challenges that cities across North, Central, and South America are facing.
There’s not a single region we work with that isn’t dealing with some kind of climate pressure—whether it’s extreme weather, resource scarcity, or environmental degradation. And I see this as a real opportunity.
Data plays a crucial role in designing climate resilience plans that aren’t just reactive, but sustainable and forward-looking. These plans must also meaningfully engage residents, particularly those who are most vulnerable.
This is where AI can and should be leveraged—as I’ve mentioned before—but it’s equally important to centre the voices of the community when developing these solutions.
Climate resilience isn’t only about preventing damage. It’s also about asking how we build new housing in sustainable ways, how we create neighbourhoods that are not just safe, but thriving. It’s about envisioning the kind of communities we want to live in and ensuring residents are part of shaping that vision.
Governance and planning must reflect this inclusive, future-focused approach. Another major piece I’m always thinking about is the role of public servants. As a former public servant myself, I know firsthand how important and fulfilling that work can be.
But these staff often need more support, more resources, and more capacity to deliver on big, ambitious goals. That’s why one of my favourite aspects of the Bloomberg Philanthropies What Works Cities program is our commitment to free capacity building.
Once a city completes our assessment, their entire staff gains access to our tools, training, and resources.
If we’re serious about becoming more data-driven, resilient, and future-ready, then we have to invest in the people who keep our cities running. Empowering civil servants, giving them the knowledge and confidence to innovate, is how we’re going to see the transformation we’re all aiming for.
To finish off, what books or resources would you recommend to our audience?
One resource I always recommend is our own platform: whatworkscities.bloomberg.org. It’s more than just a place to take our assessment—though that’s certainly a great starting point. The website is packed with valuable information and examples drawn from cities across our network.
Right now, we have over a hundred cities certified through Bloomberg Philanthropies What Works Cities, and each of them has a dedicated page on the site.
These pages showcase how cities are applying data-driven governance to address a wide range of challenges—from deploying AI technology and developing affordable housing strategies to improving resident engagement and reducing traffic fatalities.
It’s an incredible repository of global best practice. Whether you’re a policymaker, community leader, or just someone interested in what good local governance looks like, the site offers a wealth of actionable insights.
So yes, take the assessment if you can—but also dive into the case studies and stories. There’s so much to learn from what’s already working in communities around the world.
Any final thoughts you'd like to leave our audience with?
Thank you so much for having me as part of this conversation. Around the world, municipalities are at the frontline of today’s biggest challenges—from climate change to housing, equity, and technological transformation. Now more than ever, they need the right tools and resources to respond swiftly and effectively. Bloomberg Philanthropies What Works Cities was created to be that very resource.
Through our assessment, our capacity building support, and the best practice sharing happening across a network of over 1,900 cities, we’re helping local governments get what we call their “data house” in order.
It’s about empowering cities to better meet the needs of their residents while also embracing innovation—especially through technologies like AI.
If you're interested in learning more about how cities are leveraging data and AI to drive impact, join us at the Smart City Expo USA on April 2nd and 3rd in New York City. The theme is Future Ready Cities, and we’ll be hosting panel discussions on AI, the Bloomberg Philanthropies What Works Cities initiative, and how we’re collectively shaping the future of urban innovation. We’d love to see you there.
