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C)CITY OF SOUTH BEND I OFFICE OF THE CLERK
<br /> improve that tool, including making it more user friendly, and of course, adding content, making
<br /> more information open, always looking for opportunities for that. This year, we began a cross-
<br /> departmental push around data governance and inventory. That's exactly like it sounds. We
<br /> actually are working across all departments, and with every department to take inventory of all the
<br /> data the City has. What Works Cities and Bloomberg actually has surveyed cities to find out about
<br /> how many cities do this. It's less than one-quarter (1/4). So, even though it sounds like a simple
<br /> process, it's actually incredibly important to identify how the data in the City is managed,
<br /> improvements that we can make to see where City services can be improved, and then also find
<br /> pathways for transparency and inclusion on the open data portal. So,we're continuing that process
<br /> this year. Ten (10) new City facilities have been connected to the MetroNet. That's the regional
<br /> dark fiber network here and in the area. We estimate that about$400,000 annually is saved just by
<br /> using this local asset.That's the marginal savings from what we would pay, say, a private provider
<br /> to connect the City facilities. So, now there are about forty-two (42) City facilities connected to
<br /> the network. The last accomplishment I want to highlight is the next phase of the Bloomberg
<br /> Mayors Challenge. So, the Bloomberg Mayors Challenge is part of a push. We received a $1
<br /> million grant from Bloomberg Philanthropies, as several of you know, to test the idea of
<br /> transportation as a benefit here in South Bend. So, what that means is we're working with local
<br /> employers, and specifically with our hourly wage workers, and taking away the issue of
<br /> transportation insecurity to see, one (1), how much employers saved as a result, how much more
<br /> employees can work as a result, and other efficiencies that come out of taking away that daily life
<br /> insecurity. So, we're launching the next phase of that, now that we've received the $1 million,
<br /> including hiring our founding director, Aaron Steiner, and doing another pilot this year. So, that's
<br /> a good segue into our plans for this year.
<br /> She went on, We'll be opening the Technology Resource Center in October of 2019. And again,
<br /> that Center is going to be a platform for public/private collaboration in beta City work, as well as
<br /> in workforce development, and tech and data related training. So, the second (2nd) major goal for
<br /> 2019 will be to complete the beta version of our 3-1-1 Service Portal. You can order a pizza on
<br /> your phone and track its status delivery, I think you should be able to do that with 3-1-1, too. So,
<br /> we've been building that in our department, and we're going to be working more with other
<br /> departments to get that completed. Our goal is to get that to civic user testing by the end of the
<br /> year in Q4. So, speaking of civic user testing, the third (3`1) goal for this year, in tandem with the
<br /> 3-1-1 Service Portal, is to launch a new process that we undertake whenever we deploy a resident
<br /> facing technology or process, which is to actually build with residents. So, engage with residents,
<br /> put prototypes in front of them, make them better, then re-release them. So, we're looking to start
<br /> that process with the 3-1-1 Service Portal, seeing how critical that is to all residents in South Bend.
<br /> Next, as I mentioned before, we're going to complete that South Bend data inventory across City
<br /> departments and find those pathways to the Open Data Portal for other data across the City. We
<br /> will complete the second (2nd) Bloomberg Mayors Challenge pilot. This pilot will actually be in
<br /> partnership with the previous employers from the first(Pt)pilot that we undertook,including Notre
<br /> Dame and Beacon Health, but we'll also include additional modes of transportation. Before, we
<br /> used Rideshare. Now, we're also going to be adding TRANSPO, and hopefully scooters and other
<br /> modes of transportation.
<br /> She continued, Our department continues to do software implementations with other City
<br /> departments.The three(3)that are priorities for the second(2n1)half of this year are Kronos,which
<br /> is being undertaken by Human Resources, DFO, that stands for Dynamics for Financials and
<br /> Operations, and that's for our finance team here. And then the last,of course, is CityWorks,which
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