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Home My WebLink About09-03-2026 I&T 2027 Budget - Council Presentation FILED0 ~ (') (f") c5"0J rn ;-p;· -0 . ::, Cl>n c:::> 0~ r-,...) c-1 r+ -· ~ ::T-, ~ OJO. r--,.:, ct) 0 en • • • I :, f2-z A V ._ n ::s -· ::s r-t-a'< < 0 QI-+\ ::?". (Jj 0 0 ::s C ~g. ~to (i;) ro ~ ::s ::r 0.. ::s 0 0 ~ N 0 N ...... j2', -I aJ C: 0. OQ (D r-+- w ~ '-=-N 0 N 0. (./l ro "C t'"'T' N 0 N 0--C) 1---1 0 ~ OJ CJ) t-3 ... n :::r ~ OJ :J OQ 0 ro CJ) ~ ... c.. --.J ro "C ~ OJ , t'"'T' 3 C: ro :J Q. t'"'T' OJ aQ OJ 0 rD n r-t-OJ t'"'T' -· 0 :J CJ) OJ :J c.. CJ) ro , < -· n ro CJ) Introductions Agenda • Team re-introduction • I& T portfolio overview • Build the Budget preliminary results Review high-level budget categories • 2027 projected activities Identify areas of change • Personnel changes a City of South Bend V Innovation & Technology 2027 I& T Budget I 31 Jul 2026 2 Introductions Who is who in I& T & City of South Bend V Innovation & Technology Mission: I& T leverages technology, data, and design to empower a thriving City workforce and improve quality of life for the region. As a centralized IT and innovation team, we serve City departments. In addition to providing core IT services like hardware, technology support, security, and network maintenance, we help city teams procure or develop new solutions, improve processes, use data to forward goals, and digitize city services. Mantra: Listen First, Build With I&T Org Chart Manager, Enterprise Systems Software Specialist Manager, Services Services Specialist (2) Director, Project Management Project Manager Director, Infrastructure Manager, Infrastructure System Specialist Ill (2) Kane Greer, enFocus Fellow: Cybersecurity Specialist Director, Data & Performance GIS Manager GIS Senior Specialist Senior Business Analyst Business Analyst (2) Director, Digital Services Digital Experience Manager Product Manager Service Designer Director, Civic Innovation Technology Equity Manager Program Manager -Transportation Director, Dig Int & Dev Software Engineer I (2) Software Engineer II Calla Norman, enFocus Fellow: Digital Communications Specialist Director, Customer Service & Success City Hall Executive Administrator Manager, Customer Success Resident Success Liaison (2) Manager, Customer Service Customer Service Liaison I (8) Customer Service Liaison II (2) ·--·······----·---····--------------------- We protect City digital infrastructure. 14 0 1_ 2 0 Plush-prone Percentage By Group lhJ~ ,~pol\ di">(A.t;.~ thP av.-1.191> Phi\h pron-e P'ttcPntag .. ~ ct ',(llt:tt~cf U\.t>r-. 4.9 u • 4.f !>.t . ~ u ~ ~ u • • .... 6.$ • 4: • 3./ e • ♦ l,~ ---~---~--~------------~ .. 3 --~ 3..8 2,8 . ~ 2.1 ---------1,8 1.,6 . ... . . M . ########,,,,,,,~,/''''~~,¢,, #,~~~&,~,~~~✓,~~#&~#~~~~~,~~ ♦ NI Us;;,s -Industry A,•e,age ~ROWDSTRIKE 3.1M Emails processed (thru Jul) 38.1% Clean emails delivered 150 Incidences remediated 0.4% Phish-prone • Ea:th~r Akhlgbc bit 8.H ~ Po1nLS ·~ [@] Z~k T•bdl 09.U• 'JP'o .nc~ R,sio: o~et ·1 une t ~ ~ .,,;,\ol ; ? ~--c.~J~,w,r ,.J •" f.;· ,.: r-' ,;/ ,p-" fl p,,. (',/' .ji ~.,. ,. ,..> ~'?.,. Overview > Incoming Mail Graph 600.0k 540.0k 480.0k 420.0k 360.0k 300.0k 240.0k 180.0k 120.0k 60.0k 0 I I Jan Apr Jul City Service Center t.ustome1 Se,vice D,na Huddie 811 YOUR KEV TO THE CITY Welcome, New Neighbor! w .. + _.,.,,,...,,+-... -1.,,.1.. .,. · .w,t, -.( ... ~,,..- .. ,.-.. .i ,:u.<.,.,t.li 'v., "'~ d'~"Y>'lf.~ . ,,,.~. '.!~H> ,~' :,.)« fo! .tQ , Jl,it\', •h ,N<,r . ,~:> ij: .QO ··. ~ . ..-,._,_.,,.....j,"~:,-_,.,.,._,J,,,~,--· , 0 ;l,l~»... . , t - .qJ ' , fa,.·_h,_, ' .d ', -..,, ... -...-.~1<,.,o,!h),.,..,. l1>,..JU1 -"-Reµo1ting Period 2U2tt 0:1 (Qu,ute-1) iu ~,·.,nc, <lJ1 .h:UOy·0~l"j'IKV>!II Oailyvi$it$ Daily visits • Ql~» Avg wait time ES<alates 280 92 6m 4s Service volume and Avg time to complete service Avg wait time by team Upper floor entry . -•• I·· -,,,. •.. , -"'"'"" I H I I '"' •-~t.•. ""''-.()(; .,,~,...~-,l ''J ...... . ,.:.;_,~ 15.4% Notes from Lobby Wait times are over a minute longer than inQ1 First floor wait time is 3 minutes 2026 Q2 sees highest visits since City Hall opened Escalates continue to hover around 15% We streamline resident digital experiences. ___ ,..,_ .. ,a.;.i...,.)...ii,,,..,, -~ SUMMER ZUMBA WITH CAAUlOS From print-and-scan-email to interactive intake M())I ul¥ fo,111)-,. \Ot-..1 l<.• l;i,.• PU!:,, n:.,-. .. .1J.. i11~ h,.1d I(, dv~""*" .. d, p!ll\l hi! l;y h~1nd, ~L,tP, ,.ll' l(f nt,,u.i 0..,1 k fh<"\< Jl\ II(•,. llt<.,ot;d~• 11,,..ntil\ '. ,i~ ,~-~"ihl!• Ill"+. ··h•~ 1nl,tli.• lt)/lll\ I '""" StuticPDFs • {)o,,:.,N(t.d4p1111l.,,n,;,.,"ld,,,,rttc➔wM'l➔1,...,. • 14(1\"f"°'tht>td«fX,,:..-i ,~l(t • Url<r>,oblfto11.-~,.. ZUMBA AT srnz ZUMBA WITH CAYLA •-v..,._ .. ,u, ... ,...,,,.~~ ,,.,_ 1,,0,-. I~ fl>111· A 1~1111 ~ I ft~lic L.Q.1'...!Y SIUMUBAT HOWABDPARl . FRIDAY NIGHT HOOPS STE».HAB ,.,.,,..... .,_~ ... •~-< f" I I lntcract.ivc Jotforms ... 11,)lffl.~l•(h \ulln,11-horn..nrlk•-.•,ui ~AG<OO"l'f'l i,tf'\t ,'Ml10,i;...,1ltW 1Ht1 l•~1 -~ YOGA now WlfH FRICK SILENT ROOFTOP UAY PARlY accessiBe We develop & deploy tools for City teams. City of South Bend Public Records (APRA) Request ft Flow Forward W City ct Suu!fl 8vn'1 El Today (') Upcoming Dashboard IL1esaay, September 1, 2026 Signed ,n as Madi Rogers lilgn.ll.\ll MR g New Intakes fl., Caseload B Pending Matches o1I Dashboard Elii&NS Print summary Q+i:143 All~kb.m.utt'l.i.,,.ffh' _,,ot,~•ti:!:d.imdr1llJ1.C Lit 11~ 'M".ri..'h \.c,:.r-t1 ,o,>vt,·vr,,:91{,s·t I-< $< -~ ·•x n,,,:,,;:.,'"t,:,.M,>I .• ~ 1>.>0,t,i ;,. ,,.,.. (1< '11 ' . tt,.~ ,.,"' 1v( '/: ····"'t,l-"-~'-"·!••••h•l!O<,jl\tv(ll~ ,f;:.,\,/1». ,~.,..-,-11~·1·.1 ;.--.-.. w ~.... """'~"'"' ''"·~, .. , '""";""'" ,,,..,~.'°" I ·;;· l '°"""~ .. .,... "·~"" I ... ;,., I tuxr:tMbhnsAcsu,, t,or· tnmmstr~ Employee ~Uf(<ti ., Employee Resources Home Cultue Human k,e<;Ol1t~ lo,xwatiOll & r~y GIS Ad!111t) & f i.nan,:::e ' I ;5 • Quick Links ra UKC, Q l!ern,fi<,<,uorn, Ci lmml 11 SupjXWt I 100% • AJ> fmployee Hmldhnoli ~ Pay,ollFAQ 8", Human RMou,c,. FAQ I ~-5 I $14.17 82% We turn City data into better services for residents. Today's Agenda 0 Utilities 0 Neighborhoods 0 Streets, Sewers, Traffic & Lighting 0 Solid Waste What We' re Building Toward Why This I Provtde thf: Mayor's omce with timely in5i~hts on 't'isilor trends and lhe e<onomk 1m~ct ot Huddle our 1o•eoves and parki. to build a complete pK:ture ol imp¥.t and coolml,n1ty va,uc. ·-Venue UtJliutioo & fte.11ch Economic l mpiil ct Speci,11 Event Impact tey Perfonnance t,xhcators i 88.7% l'. Top Five Sen,,ce Requests I Breakdown l PN'..:f lt1 tl(ll 'r,PQ,,~d l I ::,.,,...,, .k,,sj1 .>t1. t i<h~~1 m·~?_Ji. ~~,a~~~; .. .,,~,~,..~,/ Ser.,ce Requesl Heat Map Qn,1irrre~'.W;.t Requ(.-s.b by Neighbo,hoo<l Sot-1-..-.:. ll" Tyj)IC Hi.~ J.'~"1.h Med\.VID.t)~ u l,; .,.._ ~'u l~"I' I<) On l•n• t.'>Jn '~" fr:..,m 1),.,.,,,-. .,_ ,u~ "' Al.:ffi t: ' Oo'!>C! {oo~e \I..Af h"l'u"tJ:.ig t MQt\lh 10~ ,~.lo:>0.)$ l~O.-,, 11)~ J&l,&,~Dw;ri .00..-r\ l~>.104,,-,&.$0-..:~l'M)'t -~l",tr~t N.:.llr.w.v,rt -~1.ttge1 '°" CltyofS011th !lend .., lnd,ona A, Fire Operation• I D•ta Summary ._,...,.. "'-'"'""w V """°''""""'°"'"'"°'"''°W-.M ~ ~ c.tih f<X SeMCe tCVi) Breakdown 6254 145 ....... ,;,wd ,.,:;-..'!; ' J ~ iiiM1idi ---4579 1530 Ol:h-e:,CfSSre-akdown .... _ .. .,.,,,...., ... --~ ....,. " .. !HG tn(Jdt,tuMap .. Wl!~(ol~T ' ,l lc j:~t:r. -:,~f;.,:~~~if-•;,~<!Jt, ~Jr~ #t ~•1~t~··:~;:t~!~ :·:::i.J{fl (lf;\SENSESB \:!;#) AIR QUALITY '.f'T1.1.&...Yia C1MIW♦ (_-~-;;;;,;;;:;·Ni_~~ j C$RC~ • ,,...""-....... 1'1s..,..,.1,,n,,,4-.;,..,.....,,,'tl<_,, ____ , • ..._,,<;.,,.._. ______ .. .-_ SYNC SOUTH BEND i, ••-public ..te1y progt'am enabllng the people ot South Bend to help keep ttieir community safe. TRANSPORTATION ASA BENEFIT Bringing the Ride Guarantee Model to Your Community m Bloonilierg I MAYORS Philanthropies CHALLENGE ....,,_, __ ,,gnr,1• ltevlewandrout•eaeff ·M·/1: IH-1-fiiiii'l+·:N ·Hf,l··MM r -------, ;.. Household risk -: ··-··-• Datosou:ree• r. =.~: --. ~!~~=~!,,, 7 -------_, Palf.J")()( doto,ors l.__, .. Ptace-ttosed ritk--. r--workflow HousOhOlci Ovlt1tmitw $UpPOlt ,node! l i Human review 1 Priorltlze household• Prioritize ploe• L Workflow Nelgtlborhooch~ O.,,OrffnM1t hotldoff r;i:,..,,.,,;+--1~=.=1 21 CT partners (EPP+ CNPP) 53,297 CT rides taken (Jun 25-Jun 26) 95 SyncSB partners 568 Partner cameras (46.6%) 2027 Build the Budget Preliminary results 2027 Build the Budget overview Now in its sixth year, Build the Budget invites residents to help shape the 2027 City budget. Resident feedback is summarized in a report at the end of the engagement period on Sep 27th. / How can residents participate? • Visit a tabling event for budget trivia, prizes, and the Envelope Wall • Complete the online survey at southbendin.gov /budgetsurvey • Call 311 to leave budget comments \. In -Person Event Schedule Completed • 4 events Aug 4 Aug 7 Aug 8 Aug 15 National Night Out Meet the Mayor at First Friday Linden Ave Farmers Market Artbeat Remaining • 4 events Sep4 Sep 12 Sep 26 Sep 27 First Friday Linden Ave Farmers Market Fusion Fest, Day 1 Fusion Fest, Day 2 ......, / How does the Envelope Wall work? • Each participant receives $100 in five $20 bills • They allocate it across 20 budget categories • New this year: participants must withdraw $5 from a category they funded (budget cuts) BUILD THE BUDGET ', ~ Residents voiced their top priorities Preliminary results as of Sept 1, 2026 Top 10 Categories Share of resident dollars / 01 ul ,ilk,(,!(/()/)) (HI()-,:, /11 /.'l I,,,,,, Lil f /\,it/\ ,, ,Hhl ()/ 1111 I, ',,If \cl , 'I I/ti I U -> l J ,' (JU f11)/i I > ,, ~) rt '/X>/ Jc/t'11(' Homeless housing & support Affordable housing Road repair & resurfacing Youth programs Parks & trails Violence prevention Animal welfare & SBARC Sidewalks & streetlights Small business support Climate & environment 12.1% 10.8% 8.4% 6.9% 6.4% S.7'}o 5.3% 5.2% 4.7% 4.6'}o Responses by engagement method 601 tuli'I 1e·,f)OII~,::, [<_, (/(I[(: In-person activity 311 voicemails I 122 Online survey 197 442 How residents can participate Engagement period: southbendin.gov /budget For anything related to the City budget -online survey link, meetings and events calendar, FAQs, and more! Supporting outreach Envelope Wall at City Hall Standing display in the lobby, open all week Social media posts Posted on the City's Facebook and lnstagram accounts Flyers Community centers and libraries Face book ad campaign Paid ads driving residents to budget website and the survey Giveaway bookmarks Branded bookmarks handed out at City Hall and community events Street interviews Resident and City leader interviews filmed at Meet the Mayor event on August 7th • Department partners. As an internal service department, I& T fields project requests from Departments and the Mayor. These can be sourced in capital planning conversations or upon request during regular meetings. • Performance-driven improvements. With I& T's insight into priority programs and projects, we may identify opportunities for improvements in service delivery, program design, and product development. • External opportunities. We see and prepare for opportunities coming down the pipeline: grant opportunities, legislation changes, new standards. • National best practices. As a centralized innovation resource, we identify opportunities for improving tech governance, mitigating risk, and becoming more efficient. I&Tproject themes Not a comprehensive list 4 City of South Bend V Innovation & Technology Deliver best-in-class IT governance • Improved cybersecurity posture (always!) • Business Continuity Plan development for priority systems (water utility, public safety, etc) • Single sign-on for additional technologies • Database administration standardization Expansion of one-stop customer service delivery • Improved resident payment experience • Service-focused digital experience website design Streamlining City operations • Responsible-use Al adoption for personal productivity • Planned software upgrades/migrations (RMS, Maximo, FlockOS, Cityworks, APRA) • BMC CARE proactive service delivery adoption Performance-driven improvements • Continued focus of performance-driven Data Huddles • Resident assistance programming improvements (Flow Forward, UAP) • Pursue grant opportunities to supplement traffic safety technology, digital equity programming, CT expansion Instead of tech dollars being scattered and hidden across every department, we pull them into one I& T budget we can see and manage as a whole. • Visibility: shows the City's true "Tech Budget" in one place. • Consolidating: surfaces redundancies and double-counted software so we can combine what overlaps. • Saving: opens the door to shared costs and grant funding we'd otherwise miss. • Fair cost-sharing: the most efficient, accurate way to charge enterprise costs back to departments. Allocation factors Not a comprehensive list 6 City of South Bend W Innovation & Technology Oi a ii) .. ~ $ ~ [I:] Software Programs -by license usage Infrastructure and Security items -by space used HelpDesk & HW lease -by number of workstations 311 costs -by contact count Salaries/Benefits -by est work effort by divisions or individuals General Costs -by size of Budget • Right-size operational expenses • Clean up license distribution • Limit double-counting of department-specific software • Identify opportunities for accurate cost distribution • Allows for departments to have more visibility & be more selective in what they manage • Ensure core IT functions are appropriately budgeted; no surprises! • If we know an upgrade is coming, we need to budget now • If we think we have an opportunity to reduce costs, we need to commit now • Consider & counteract expected 5-10% increased tech costs Category 2026 Budget ~027 Budget 26-27 Difference % Change Salaries & Wages $1,017,585 $1,052,888 $35,303 3.5% Fringe Benefits $438,827 $396,211 $ (42,616) -9.7% Supplies $17,000 $14,587 $ (2,413) -14.2% Education & Training $12,000 $12,000 $ -0.0% Other Services & Charges $ 300 $4,800 $4,500 1500% Professional Services $ -$ -$ --Repairs & Maintenance $ -$ -$ --Travel $12,000 $12,000 $ -0.0% Printing & Advertising $15,000 $10,000 $ (5,000) -33.3% iTotal $1,512,712 $1,502,486 $ (10,226) -0.68% Note: Numbers in green signify an increase in cost; numbers in (red) signify a decrease in cost. Category 2026 Budget 2027 Budget 26-27 Difference % Change Salaries & Wages $ 2,699,690 $ 2,894,225 •• $194,535 7.2% . -Fringe Benefits $1,034,925 $ 976,718 $ (58,207) -5.6% Supplies $473,200 $314,000 $ (159,200) -33.6% Educat_i9n & Training $40,000 $40,000 $ -0.0% Grants & Subsidies $ -$ -$ --Other Services & Charges $340,857 $258,260 $ (82,597) -24.2% Professional Services $845,000 $438,000 $ (407,000) -48.2% Repairs & Maintenance $ 7,422,711 $ 7,899,028 $476,317 6.4% rTravel $37,100 $35,300 $ (1,800) -4.9% Capital $ -$ -$ --Debt Service Interest & Fees $37,840 $24,249 $ (13,591) -35.9% Debt Service Principal $561,322 $574,755 $13,433 2.4% Printing & Advertising $ -$ -$ --rTotal $ 13,492,645 $ 13,454,535 $ (38,110) -0.28% Note: Numbers in green signify an increase in cost; numbers in (red) signify a decrease in cost. Category ~026 Budget 2027 Budget l26-27 % Change % Change of Difference Total Budget Salaries & Wages $ 3,717,275 $ 3,947,113 $ 229,838 6.2% 1.5% Fringe Benefits $1,473,752 $1,372,929 $ (100,823) -6.8% -0.7% Supplies $490,200 $328,587 $ (161,613) -33.0% -1.1% Education & Training $52,000 $52,000 $ -0.0% 0.0% Grants & Subsidies $ -$ -$ ---Other Services & Charges $ 341,157 $263,060 $ (78,097) -22.9% -0.5% Professional Services $845,000 $438,000 $ (407,000) -48.2% -2.7% Repairs & Maintenance $ 7,422,711 $ 7,899,028 $476,317 6.4% 3.2% rTravel $49,100 $47,300 $ (1,800) -3.7% 0.0% ~apital $ -$ -$ ---Debt Service Int & Fees $37,840 $24,249 $ (13,591) -35.9% -0.1% Debt Service Principal $561,322 $574,755 $13,433 2.4% 0.1% Printing & Advertising $15,000 $10,000 $ (5,000) -33.3% 0.0% Total $.15,005,357 $14,957,021 ~ (48,336) -0.32% -Through the rest of the presentation, totals will summarize I& T + CSS (311) as one department. Note: Numbers in green signify an increase in cost; numbers in (red) signify a decrease in cost. % of Total % Change of Department 2026 Budget 2027 Budget Budget 26-27 Difference iT otal Budget ~dmin & Finance $930,427 $ 783,517 5% $ (146,910) -1.0% Clerk/Council $118,605 $134,374 1% $15,769 0.1% DCI $1,326,539 $1,288,498 9% $ (38,041) -0.3% Diversity & Inclusion $81,562 $74,317 1% $ (7,245) 0.0% Fire $1,427,492 $1,345,458 9% $ (82,034) -0.5% Legal/HRC $266,984 $276,522 2% $9,538 0.1% Mayor's Office $167,804 $157,319 1% $ (10,485) -0.1% Police $4,383,316 $4,666,207 31% $282,891 1.9% Public Works $4,347,919 $4,369,804 29% $21,885 0.1% VPA $1,823,793 $1,762,633 12% $ (61,160) -0.4% Century Center/ Studebaker Museum $130,918 $98,372 1% $ (32,546) -0.2% Total $ 15,005,357 $14,957,021 100% $ (48,336) -0.32% Note: Numbers in green signify an increase in cost; numbers in (red) signify a decrease in cost. %of l&T 26-27 %of l&T 26-27 Division 2026 Budget 2027 Budget Budget Difference Division 2026 Budget 2027 Budget Budget Difference Building Dept $141,111 $143,098 1.0% $1,987 Palais $9,982 $10,156 0.1% $174 Building Maintenance $2,923 $1,152 0.0% $ (1,771) Parking Garages $97,262 $ 54,652 0.4% $ (42,610) Century Center $123,012 $91,541 0.6% $ (31,471) Police $4,263,869 $4,567,204 30.5% $303,335 Clerk $61,193 $81,358 0.5% $20,165 Police Crime Lab $118,462 $99,003 0.7% $ (19,459) Community Initiatives $65,994 $ 58,966 0.4% $ (7,028) SBARC $108,660 $102,583 0.7% $ (6,077) Controller $336,349 $343,507 2.3% $7,158 Sewers $306,884 $278,906 1.9% $ (27,978) Council $ 56,427 $ 53,016 0.4% $ (3,411) Solid Waste $824,199 $ 795,306 5.3% $ (28,893) DCI $ 567,401 $ 552,705 3.7% $ (14,696) Streets/ T&L $468,561 $496,767 3.3% $28,206 Diversity & Inclusion $79,929 $74,317 0.5% $ (5,612) Studebaker Museum $6,742 $6,830 0.0% $ 88 Engineering $468,286 $446,495 3.0% $ (21,791) Sustainability $53,097 $48,642 0.3% $ (4,455) Equipment Svs $210,063 $194,400 1.3% $ (15,663) Facilities Mgmt $37,592 $34,133 0.2% $ {3,459) Tech Services (Radio) $152,198 $35,008 0.2% $ (117,190) Fire $1,425,859 $1,345,458 9.0% $ (80,401) VPA Admin $ 531,969 $489,510 3.3% $ (42,459) Golf Courses $144,927 $127,668 0.9% $ (17,259) Human Resources $192,909 $175,317 1.2% $ (17,592) VPA Community $174,851 1.2% $ (1,532) Programming $176,383 Human Rights $39,290 $33,371 0.2% $ (5,919) VPA Maintenance $231,177 $242,278 1.6% $11,101 Legal $226,709 $243,151 1.6% $16,442 Mayor $166,171 $157,319 1.1% $ (8,852) VPA Recreational $295,222 2.0% $ (29,509) Experiences $324,731 Morris PAC $244,919 $244,832 1.6% $ (87) VPA Visitor Experience $ 648 $64,498 0.4% $63,850 Neighborhoods $457,229 $441,470 3.0% $ (15,759) Wastewater $478,456 $558,877 3.7% $80,421 Organic Resources $49,266 $48,343 0.3% $ (923) Water Works $1,754,522 $1,745,110 11.7% $ (9,412) Total $ 15,005,357 $14,957,021 -$ (48,336) lfotal $ 15,005,357 $-14,957,021 -$ (48,336) Note: Numbers in green signify an increase in cost; numbers in (red) signify a decrease in cost. How the I&T budget is changing 4 City of South Bend W Innovation & Technology ,:.'I/• ~1 ~ ' ' ), ~---; ~ ' • '· % Change ~--. ;, ,. i' ,. ,, ,.i • ~~ ,. 26-27 of Total .; Allocation Category ' Item 2026 Budget 2027 Budget Difference Budget CC+SM [Multiple] Century Center I Studebaker Museum $128,637 $98,372 $ (32,546) -0.2% [License] Operating Adobe licensing $81,353 $ 67,671 $ (13,682) -0.1% [Num Plan] Telephone/ Internet Data plans for MiFi/iPads $225,000 $180,000 $ (45,000) -0.3% PW Operating Street pavement analysis $144,000 $50,000 $ (94,000) -0.6% [Split] Telephone/Internet Legacy AT&T lines➔ Ooma $80,000 $41,000 $ (39,000) -0.3% Note: Numbers in green signify an increase in cost; numbers in (red) signify a decrease in cost. % of Total % of Total -«· •,~ r -~ ' ;--li ~t ' l ~.1 ~ 'll Allocation Category Item j' 11' Quote ~ ':; Category . Budget ., .:.ti ,._:,~ ;.:; i -~ •. /''~ i•.~t"• DCI Operating CityWorks PLL replacement $15,000 0.2% 0.1% DCI Prof Serv Commuters Trust app dev $75,000 11.0% 0.5% DCI/PD/Fire Prof Serv HealthCall implementation $80,000 11.7% 0.5% [Admin] Prof Serv Flow Forward app dev $20,000 2.9% 0.1% [Num Clock] Operating UKG timeclock replacement $137,000 1.7% 0.9% [Num User] Operating Cisco enterprise agreement $90,000 1.1% 0.6% [License] O12erating DFO licensing $100,000 1.2% 0.7% ·-,-,,, .1r!:' -~•-i· • • t ,,;:,r ~ l' , ., ~~ ;'. ••; ,t f:• !~ ,. ,,. I 1 ~, J/: 1: t:i , •• ,., '" ,~ ,. "'\ ~;1 r·· i.,. "!=~ .r . 1· -~r-.· ''",I T Jll_; -·-,,., .... "' '" '" fo \J~ ., % of Total % of Total " ,.. I ;;-,~ ,~! .. ·~ !7~:;---.. j 1 'I', ,, r 1; ,tJ l . .,, .,, : ;, 'i, ,l, Category • • l ·" • . t(i,I ;!,•~ ;~ '.ll; ; ,.,·•;11 ' • Allocation , , Item ' ·• -,... ·~, Cost ~ . Category .. Budget, .. ,~ " , ,, Ii .. Police Operating Drone First Responder $300,000 3.8% 2.0% Police Operating RMS implementation $125,000 1.4% 1.0% Fire Supplies/ Prof Serv Station door access controls $95,000 13.9% I 7.0% 0.6% DCI Operating Samsara $6,010 0.1% 0.0% VPA Operating Samsara $52,520 0.7% 0.3% VPA/Morris Operating Phone line integration $35,000 0.4% 0.2% Legal Operating APRA software $15,000 0.2% 0.1% PW/WW Operating Maximo upgrade $187,599 2.4% 1.2% [Admin] Operating Crowdstrike $68,000 0.9% 0.4% [Num Mach] Operating Autoelevate $29,300 0.4% 0.2% [Admin] Operating DocAccess $23,691 0.3% 0.2% • Traditional 5-10% in technology subscriptions • Digital accessibility supports for compliance & inclusion • Accessibe expansion • DocAccess • ex support • Improved cybersecurity tools to strengthen posture • AutoElevate • CrowdStrike • CISOaas • Required software migrations/upgrades • Maximo upgrade • Ooma service • PD RMS • Infrastructure preventative maintenance • CloudNuro • Smart Rec machines • Fiber upgrades • Personnel investment & retention • Training platforms • CSS promotional materials Personnel changes l&T Org Chart Manager, Enterprise Systems Software Specialist Manager, Services Services Specialist (2) Director, Project Management Project Manager Director, Infrastructure Manager, Infrastructure System Specialist Ill (2) Kane Greer, enFocus Fellow ➔ Cybersecurity Specialist +1 FTE Director, Data & Performance GIS Manager GIS Senior Specialist Senior Business Analyst Business Analyst (2) Director, Digital Services Digital Experience Manager Calla Norman, enFocus Fellow ➔ Product Manager Service Designer Anna Tobongbanua ➔ Senior Product Manager Director, Civic Innovation Technology Equity Manager Program Manager -Transportation Director, Dig Int & Dev Software Engineer I (2) City Hall Executive Administrator Manager, Customer Success Resident Success Liaison (2) Manager, Customer Service Customer Service Liaison I (6) Customer Service Liaison II (2) Tanisha D., Jessica 0. ➔ Customer Service Liaison Ill (2) ' Position Change Person ,,,, ,, ' ,, Cybersecurity Specialist New FTE Kane Greer Addition to salary ordinance (previously en Focus) Product Manager New FTE Calla Norman Higher than standard increase (previously enFocus) Senior Product Manager New position Anna Tobongbanua Addition to salary ordinance (previously Product Manager) Customer Service Liaison Ill Title change+ salary increase Tanisha Davis, Jessica Ortiz Addition to salary ordinance (previously CSL II) 311 -> Customer Service & Title changes [All] Success Changes to salary ordinance The proposed budget has stayed flat despite rising technology costs, new key priority projects, and two new FTEs. We did this by: • Right-sizing operational expenses • Identifying opportunities for accurate cost distribution • Ensure core IT functions are appropriately budgeted • Reduce scope of project activities Thank you Madi Rogers, CIO I mrogers@southbendin.gov Keep up with I& TI Medium Bio A City of South Bend V Innovation & Technology