10-04-17 Personnel and Finance (#7)

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out how we can make that happen legally with electronic signatures. We have been working on that for about nine (9)months. We also have, in our office, the Ordinance Violation Bureau. We had our first annual Amnesty Day which was very successful. We rolled out the new parking program along with Downtown South Bend and we thought that was very successful. Collections are up. Scrap metal has gone well as we have seen about a$2,000 increase from last year. We have a few goals for the Bureau. We still haven't secured a new parking ticket system yet but we are looking to do that in real-time. We are looking into expanding Amnesty Day by encompassing all Ordinance Violation tickets, not just parking. We look to make a mobile app for parking as well. We are starting to map Notre Dame lawn-parking. The only major changes are the IT allocation,the cap for the Deputy Clerk position to raise it by$5,000 to $50,000, and changing the title of Clerk Secretary to Administrative Assistant I. Innovation and Technology Santiago Garces, Chief Innovation Officer of the City of South Bend with offices located on the 12t~'floor of the County-City Building, stated, I would first like my team to introduce themselves. A few individuals introduced themselves and provided their respective roles in the Department of Innovation and Technology, as well as the 311 Call Center. He continued, Our Department's goal is to empower our workforce to make sure our employees have the tools to make the best decisions. We do this through technology, data and strategic partnerships. We are making sure to build the right infrastructure to ensure the City is growing sustainably into the future. We are especially thinking about trying to make South Bend a part of the 21St Century Economy. He showed a graph on the presentation that depicted the different divisions within the Department. He briefly went over the broad relationships between the divisions. He continued, Part of our strategy has been to make sure that we're looking at all of the aspects of how our City coordinates with one another. We are also working on the CRM system that manages our 311 Call Center. We are creating the infrastructure to make it easier for the residents to report issues and concerns with City services. We also re-launched our Open Data Portal. We worked closely with internal Departments. We also launched a Police Transparency Portal. Our Geographic Information System is also getting revamped. Since 2013, we have been moving away from having large capital expenditures that are difficult to budget for. We are moving toward a model that accounts for all of the expenditures. We are utilizing the Cloud, subscriptions and are always making sure we have the most up to date technology. We are two point two percent (2.2%) of the overall City Budget. He continued, One (1) of the bigger changes from last year to this year is the Fully Allocated Model. There are certain expenditures that, in the past, different departments were budgeting for. There are about $1.2 million that had been budgeted in different departments and we are now handling that all in our budget. Some of the things that are driving new costs are new investments. We are looking toward electronic filings. We are budgeting for the membership in the National Network of Safe Communities which is the group that helps coordinate the Group Violence Intervention Initiative. We've finalized adding devices to our tech refresh cycle. We also budgeted for more safe storage with the potential in-car and body camera programs. We included a two percent(2%) increase for all of our staff. We added a new Director of Civic Innovation. We've increased the 311 staff to accommodate the higher call volume. Our operating budget went up by$1.2 million but that is just the accounting transfer as it is for things we are 3