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The 2013 Annual Report for Cook County Government
Citation preview
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
ANNUAL REPORT 2013
Toni Preckwinkle | President
Cook County Board of Commissioners
COOK COUNTY
Table of Contents
Where Toni Has Been 2
A Letter from the President 3
Performance Management 4
Economic Development 6
Finance & Administration 10
Healthcare 14
Property & Taxation 18
Public Safety 22
Forest Preserve District 26
Where Toni Has Been2
3
PerformanceManagement
what we are doing
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
The STAR Performance Management Program allows us not only to better understand and work with the other separately elected
o�cials, but to assess and evaluate our own operations. By bringing everyone together, we have been able to change and improve gov-
ernment operations.
The STAR program launched a new website that shares how well we’re delivering the services that our residents need and
value at https://performance.cookcountyil.govWe’ve given our team the tools to succeed, by empowering our team to manage the data that they collect, we’ve seen a
43% reduction in the open procurement backlog.
Having the right information in a timely fashion has allowed us to increase the number of annual building inspections by 48% and increase the percentage of autopsy reports issued
within 90 days by 29%.
By measuring how we conduct business, we’re able to identify ways to be more e�cient. In fact, the O�ces Under the President
have reduced employee sick time from nearly 6 hours per month to under 5.5, representing a nearly 10,000 hour productivity increase
annually.
4
what’s nextWe will use the data we’ve gathered to make
sure we are investing our resources where they are needed most.
Continuing to enhance the STAR website, ensuring that it is user-friendly, easy to access, and has the information that matters most to
our constituents.
We will continue to hold ourselves accountable by tying individual performance evaluation to department goals starting with the Bureau of
Finance.
$
5
Economic Development
what we are doing
$
Received HUD approval of $30
million BUILT in Cook loan guarantee
program to �nance projects that will create or retain jobs in priority
development areas
Expanded HUD HOME Consortium and CDBG
Urban County jurisdiction to increase
inter-jurisdictional coordination and expand
impact of federal resources
Leveraged $14.5 million in federal funds to support 29 capital improvements, 6
demolition projects, 485 a�ordable housing units, and aided more than 50
social service & homeless service agencies
Utilized HUD Private Activity Bonds,
making tax-exempt �nancing available to a project expanding the
pool of a�ordable housing within the
County
Launched Cook County Land Bank Authority, securing $6 million in
Illinois Attorney General funding to respond to
the County's vacant and foreclosed property
crisis
Recognized by Chicago Innovations Awards for
the largest single-phase Guaranteed Energy
Performance Contracting project, resulting in $60M in
energy e�ciency upgrades
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
6
Launched a web-based
dashboard which allows user agencies to
check the scope, current status, and schedule of their capital projects
The Council of Economic Advisors released a
report outlining strategies to strengthen economic
development throughout Cook County and the
Chicago metropolitan region
Revised the County’s commercial & industrial tax
incentives to level the playing �eld between
Cook County’s property tax rates and those of
the collar counties
3
Began Strategic Building Inspection
program and increased by 40% annual inspections of
commercial & multifamily housing complexes in unincorporated Cook
County
Completed the Real Estate Asset Strategic
Realignment Plan, allowing for better
investment of capital resources and more
e�cient allocation of space
Expended $7.7 million Neighborhood
Stabilization Program, completing the County's
transition from a troubled NSP recipient
to a national success story
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
7
Economic Development
what’s next
Utilize $30 million BUILT in Cook loan
guarantee program to �nance
projects that will create or retain jobs
in priority development areas
Revitalize communities through Cook County
Land Bank Authority's strategic
acquisition, management and
reuse of vacant and foreclosed properties
Implement recommendations of the
Real Estate Asset Strategic Realignment Plan, allowing for better
investment of capital resources and more
e�cient allocation of space
Adoption of national and state building
codes creating a more consistent and uniform
set of regulations as they relate to neighboring
municipalities
Implement Partnering for
Prosperity recommendations
to strengthen regional
collaboration
Develop Planning for Progress, combining
two federally mandated plans that will guide
funding requests, investments, and
partnerships over the next �ve years
$
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
8
Launch redevelopment of two
sites, including the Stroger Hospital
Campus in coordination with the Illinois Medical
District and the Oak Forest Hospital site
Implement web-based tools that integrate the
asset management activities of o�ces
under the Bureau of Economic
Development
Improve business environment through the recommendations
and activities of a reconstituted
Economic Development
Advisory Council
Cook County Workforce
Partnership will build integrated workforce strategies focusing on high growth sectors
Transition to paperless systems at both Building &
Zoning and Zoning and Building
Administration
Continue to expand HUD Home Consortium
increasing inter-jurisdictional coordination and leveraging federal
resources
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
9
what we are doing
$
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
Finance &Administration
Unanimously passed budget
with no new taxes, fees or
�nes
Cut expenditures by
$430 million
Over $70 million in saving
and additional revenue through
City/County collaboration
Implemented Guaranteed Energy Performance
Contracting (GEPC). Under GEPC, the Energy Savings Company (ESCO) carry out energy e�ciency measures
and guarantees that the cost will be paid from
savings produced by the project
Improved grant funding by
roughly 21% over the previous
year
$1.1billion
Reduced taxes by
10
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
Launched new Performance
Management website and open-data portal to
give residents direct access to the most up-to-date County
operational data
Continued focus on absence management
with new web-based reporting tools for
o�ce managers. Seen a gain of almost 10,000 hours in productivity
Issued the Comprehensive
Annual Financial Report (CAFR)
on time
Launched a City/County reciprocal certi�cation
program to allow Minority and
Women-Owned Business certi�cation to apply to both agencies
Increased cigarette tax inforcement,
resulting in revenue collection from $133.3 million
to $148 million
Passed Demolition Debris Diversion
ordinance. Improved the recycling of
construction materials, with diversion rates
well above 70%
11
what’s next
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$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
Finance &Administration
Invest in over
$40 millionfor technology around Cook
County
Embed plans to reduce our real estate
foot-print and save over $100 million in coming
years to facilitate a�ordability of new
critical investments in County infrastructure
$14.4 millionin Health Insurance &
Pharmaceutical savings through a
more e�cient management of County bene�ts
Bring our payroll system into the 21st century via a virtual
internet based application stored in
“the cloud”
Expand Geographic Information System
(GIS) application o�erings to
municipalities for greater usage, improved
community, and updated contact information
Finalize the Cook County Hazzard Mitagation Plan (HMP) to index
known threats, hazards, and vulnerabilities. This will be the largest HMP
submitted to FEMA in the nation
12
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
Continue our annual Supplier-Diversity
Report. Approximately $67 million or 36.7% of total contracts awarded
to Minority and Women-Owned business
Develop a comprehensive risk
assessment and mitigation program
in order to identify and prevent fraud in
County operations
Implement an innovatove, biometric Time & Attendance program to increase
accountability amongst employees and bolster
e�ciency in current payroll systems
Shape our Long Range Transportation Plan by
creating high level Advisory and Program committees. Identify
transportation investments and create a strong business climate
across the County
Submit application for The National
Association of Medical Examiners
(NAME) Accrediation.
The ability for a customer to apply, track & be issued a
building permit online without the need to
apply in person
13
what we are doing
$
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
Healthcare
Continued year over year increase in
collections—collected $87 million more
dollars in 2013 than in 2012
Reduced the days of revenue outstanding by
13% in 2013
Reduced unbilled patient
accounts by
32% in 2013
Established and sta�ed
Patient-Centered Medical Home as the
system model for coordinated primary
care
Exceeded goal of 115,000 CountyCare applications
and proudly provided more than 60,000
formerly uninsured Cook County residents with health care coverage through CountyCare
Graduated 15 CCHHS mid-level managers from
CCHHS University—an innovative management
training program designed speci�cally for CCHHS.
These and future cohorts will serve as leaders in the transformation of CCHHS
14
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
Provided monthly quality, patient
safety and regulatory
updates to the CCHHS board
Increased transparency of the
CCHHS budget process through public budget
brie�ngs and public hearings, stakeholder meetings and easier website navigation
Reorganized leadership structure
to facilitate a system-wide strategy,
reduce layers and improve
accountability
Invested $6 million in outpatient
diagnostic imaging and laboratory services at Oak
Forest Health Center
Reduced wait times in the General
Medicine Clinic by
25% by streamlining
processes
Implemented centralized
scheduling for primary care
appointments for CountyCare
members
15
what’s next
$
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
Healthcare
2014 budget re�ects a reduced request
for taxpayer subsidy by $76 million in 2014, down 55%
from 2009
Capitation revenue in 2014 is planned to
exceed $460 million as a result of accessing new reimbursements
through the A�ordable Care Act
Further reduce days of revenue outstanding to
less than 90 days in 2014. Expand inventory management to reduce
inventory on hand, reduce supply expense,
and increase patient service revenue
In partnership with the State of Illinois, migrate CountyCare from and
1115 Waiver demonstration program
to a permanent managed care entity
Expand CountyCare health plan o�erings to
serve additional Medicaid populations
and federally-subsidized populations on the
Health Insurance Marketplace
With the CCHHS Independent Board,
update strategic plan to keep pace
with rapid changes in the health care environment
16
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
Fully utilize new project
management o�ce to ensure e�ciency
and accountability in projects, contracts
and services
Monitor implementation of the
FY14 Quality and Performance
Improvement Plan within the structure of the Quality and Patient
Safety committee
Provide monthly education to CCHHS
board members to foster a deeper
understanding of system operations
Continue process improvements to increase patient satisfaction and improve overall
experience
Identify and address
geographic and service gaps to
better serve CountyCare
members
Update diagnostic
imaging and laboratory
services on the Provident campus
17
what we are doing
$
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
Property &Taxation
Mailed property tax bills on time for the
second year in a row, after failing to
complete the tax cycle on time in 34
years
Passed legislation to stop erroneous
homestead exemptions, leading to
$1 million in owed revenue during the
amnesty period
On time tax bills saved County taxing districts $3 million
per monthin borrowing costs
Through STAR performance
management process, convened stakeholders on a bi-monthly basis
during the tax process to ensure timely completion
86% of Board of Review appeals
were �led online for tax year 2012, an
increase of 58% over the previous tax
year
The Board began accepting online appeals prior to opening of the
township, making it more convenient
for taxpayers
18
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
Assessor’s O�ce appeals for tax year
2013 assessment increased 28% over
tax year 2010
The Board of Review adjudicated
422,713 parcels in tax year 2012, the
second highest in Board history
Launched website video tutorial to address the most frequently asked
questions about the Assessor’s o�ce
Redesigned Assessor’s O�ce
website to make it more assessable
for tax payers
Assessor’s o�ce initiated the
Emergency Flood Revaluation &
Outreach Program for taxpayers
impacted by spring �oods
Created a cross-o�ce Frequently
Asked Questions list
19
what’s next
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$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
Property &Taxation
Establish a new norm by
continuing to mail second installment
property tax bills on time
Automate the property tax appeals
process so that a higher volume of
appeals can be adjudicated within the
allotted time at a lower cost
Completely digitize the Board of Review process so that
evidence and decisions can be submitted,
distributed, accessed, and saved
electronically
Enhance the quality and detail of County maps
through Cadastral Information
Project
Continue to meet quarterly to make
sure tax bills go out on time and to
improve inter-o�ce
collaboration
Begin the implementation of a
uni�ed Tax Administration System for all
property tax o�ces
20
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
Continue to improve property and taxation
websites so that information can be
more easily accessed and searched by
residents and businesses
Continue to expand outreach
process to educate taxpayers about
the assessed valuation appeal
process
Implement document bar
coding in the Board of Review so that case �les can be
tracked and found quickly
Expand access to map data
systems to the City of Chicago sister agencies
Rollout the Government to Government (G2G)
Municipal Village to allow local governments to
access County map data to for greater usage, and improve community,
calendaring and updated contact information
Look for ways to streamline customer
interface with the property tax
system
21
Public Safety
what we are doing
$
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
Awarded$2 million
in grants for non-pro�t
organizations for violence prevention,
intervention, and reduction programs
Launched the Community
Anti-Violence and Restoration E�ort
(CARE) in collaboration with the Mayor’s o�ce to reduce violence and stabilize communities
Created the One Summer Chicago
program to provide youth with educational, safe summer activities for at risk youth. More than 700 youth were
selected to participate
Wrote letter to the Illinois Supreme
Court to establish a commission to
conduct an audit of Cook County court’s backlog of criminal
cases
Received$500,000 grant
from the MacAuthur Foundation to reduce the burden of pre-trial
detainees
Received over $27 million in grant funds from the Urban Areas
Security Initiative (UASI) Program to support
training, planning, and equipment to respond
and prevent threats
22
3
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
The Department of Homeland Security &
Emergency Management trained over 6,000 Cook County �rst responders in over 120 courses and
training events
By request of the Judicial Advisory
Council, commissioned
Stemen Report that demonstrated the cost of increasing
court delays
Approved a gun ordinance to target
straw purchasing—those who legally buy guns but give them to convicted felons
or others barred from owning �rearms
Upgraded space for pre-trial services at the
Department of Corrections campus.
Detainees will have better conditions and greater opportunity to provide
information to their attorneys
Continue to host targeted Breaking
Down Barriers forums to improve community based
services for re-entering indivduals
Focusing on best practices models drawn from Cook County and the
National Association of Counties
23
Public Safety
what’s next
$
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
Continue to apply for competitive Federal Homeland Security
grants while providing local
jurisdictions with notice of available
grant opportunities
Finalize the Cook County Hazard Mitigation Plan
(HMP), the largest HMP submitted to FEMA in the nation
Continue to work with the Illinois Supreme Court to address the backlog of criminal
cases, costing the tax payers of Cook Couty
millions
Improve the setting of bond amounts to reduce the burden of
Cook County residents and their
families
Reduce the expensive burden
of permitting detainees to serve
time at the tax payer’s expense
Spearheaded the creation of new courts to deter
high-risk individuals and
reduce crime
24
3
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
Launch pilot program with the
Cook County State’s Attorney to expidite criminal
cases
Expand DHSEM outreach by creating a
Private Sector Advisory Council to
address unique resiliency and preparedness requirements
Working to reduce
excessive delays in minor
criminal cases
Early enroll high-risk detainees
into CountyCare to reduce recidivism
Extend services to homeless detainees,
mothers with small children, and
at-risk youth
Focus on reintegration of
returning indivduals that centers on the particular barriers
facing Latinos
25
what we are doing
$
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
Forest Preserve District
Provided support for jobs training and youth
internship programs through Chicago
Greencorps, Audubon Chicago Region, Friends of the Forest Preserves,
and Fishin’ Buddies
Awarded more than $6.3 million by federal and
state funders in support of land acquisition, trail
development, restoration of natural areas,
community outreach and environmental education
Supported the Forest Preserve Foundation with
its second annual Conservation Cup Golf
Outing raising more than $150,000 to support Forest Preserve youth
programs
Began implementation of a strategic Centennial
Campaign Plan to increase public
engagement, funding support & reestablish the
role as a leader in environmental education
and outdoor recreation
Developed a Trail Master Plan for
the Preserves’ 300 miles of trails
Selected as one of eight urban
wildlife refuge partnership sites in the country by the U.S. Fish and Wildlife Service
26
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
Attained full compliance with
the Shaman decree
Established a Commission to serve
as advisors for the Next Century
Conservation Plan
Implemented a Computerized Maintenance
Management System for work orders,
inventory, reports and more with web-based
access
Enhanced marketing e�orts, including
introducing a new full color quarterly
events brochure and related collateral and
new signage
Improved website by publishing
expanded content, including site pro�les and
interactive mapping capabilities
Administered customer service
training to all active employees
27
what’s next
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
Forest Preserve District
Implement ActiveNet system for permit issuance
and point of sale cash management
Complete implementation of
new �nancial management system
modules related to Payroll, Fixed Assets, Grants and Capital
Projects
Develop and implement a concessions
business model
Launch and implement the Next
Century Conservation Plan, a vision to sustain the Forest Preserves for the next 100 years
Develop a Natural & Cultural Resources
Master Plan working with the Illinois Natural History
Survey and Prairie Research Institute to
prioritize and set ecological goals for 55,000
acres of natural area
Implement Campground and
Recreation Master Plans
$
28
$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services
Develop a new GIS database for
tracking/maintenane of Preserves’ signs,
buildings, trails, parking lots and ADA compliant amenities
Finalize and implement revised Drug and Alcohol testing
policies and procedures for Forest Preserves employees
and employee candidates
Purchase and install GPS units into a portion of Preserves’ vehicles to
reduce idling, improve vehicle routing and
monitoring mileage for preventative
maintenance scheduling
Increase public attendance at nature
centers by o�ering diverse programming,
evaluating and updating special
events, and increasing promotional e�orts
Improve law enforcement
response capability to emergency events
and disasters by providing specialized
training
Update and improve Preserves general
and zone maps and develop new maps that focus on trails and destinations
29