The 2013 Annual Report for Cook County Government

1. COOK COUNTY
ANNUAL REPORT 2013
Toni Preckwinkle | President
Cook County Board of Commissioners
$
Fiscal Responsibility
Innovative Leadership
Transparency & Accountability
Improved Services

3. 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

4. 2
Where Toni Has Been

5. 3

6. 4
Performance
Management
$
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
officials, but to assess and evaluate our own operations. By bringing
everyone together, we have been able to change and improve government operations.
what we are doing
By measuring how we conduct business, we’re able to identify
ways to be more efficient. In fact, the Offices 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.
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.gov
We’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%.

7. 5
$
what’s next
We 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.

8. 6
$
Economic Development
Fiscal Responsibility
Innovative Leadership
Transparency & Accountability
Improved Services
what we are doing
$
Received HUD
approval of $30
million BUILT in Cook
loan guarantee
program to finance
projects that will create
or retain jobs in priority
development areas
Recognized by Chicago
Innovations Awards for
the largest single-phase
Guaranteed Energy
Performance
Contracting project,
resulting in $60M in
energy efficiency
upgrades
Leveraged $14.5 million
in federal funds to
support 29 capital
improvements, 6
demolition projects, 485
affordable housing units,
and aided more than 50
social service & homeless
service agencies
Utilized HUD Private
Activity Bonds,
making tax-exempt
financing available to a
project expanding the
pool of affordable
housing within the
County
Expanded HUD HOME
Consortium and CDBG
Urban County
jurisdiction to increase
inter-jurisdictional
coordination and expand
impact of federal
resources
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

9. 3
7
$
Fiscal Responsibility
Innovative Leadership
Launched a
web-based
dashboard which
allows user agencies to
check the scope,
current status, and
schedule of their
capital projects
Began Strategic
Building Inspection
program and increased
by 40% annual
inspections of
commercial & multifamily
housing complexes in
unincorporated Cook
County
Transparency & Accountability
The Council of Economic
Advisors released a
report outlining strategies
to strengthen economic
development throughout
Cook County and the
Chicago metropolitan
region
Completed the Real
Estate Asset Strategic
Realignment Plan,
allowing for better
investment of capital
resources and more
efficient allocation of
space
Improved Services
Revised the County’s
commercial &
industrial tax
incentives to level the
playing field between
Cook County’s property
tax rates and those of
the collar counties
Expended $7.7 million
Neighborhood
Stabilization Program,
completing the County's
transition from a
troubled NSP recipient
to a national success
story

10. 8
Economic Development
$
Fiscal Responsibility
Innovative Leadership
Transparency & Accountability
Improved Services
what’s next
$
Utilize $30 million
BUILT in Cook loan
guarantee
program to finance
projects that will
create or retain jobs
in priority
development areas
Adoption of national
and state building
codes creating a more
consistent and uniform
set of regulations as
they relate to
neighboring
municipalities
Implement
recommendations of the
Real Estate Asset
Strategic Realignment
Plan, allowing for better
investment of capital
resources and more
efficient allocation of
space
Develop Planning for
Progress, combining
two federally mandated
plans that will guide
funding requests,
investments, and
partnerships over the
next five years
Revitalize communities
through Cook County
Land Bank
Authority's strategic
acquisition,
management and
reuse of vacant and
foreclosed properties
Implement
Partnering for
Prosperity
recommendations
to strengthen
regional
collaboration

11. 9
$
Fiscal Responsibility
Innovative Leadership
Launch
redevelopment of two
sites, including the
Stroger Hospital
Campus in coordination
with the Illinois Medical
District and the Oak
Forest Hospital site
Cook County
Workforce
Partnership will build
integrated workforce
strategies focusing on
high growth sectors
Transparency & Accountability
Implement
web-based tools
that integrate the
asset management
activities of offices
under the Bureau of
Economic
Development
Transition to
paperless systems
at both Building &
Zoning and Zoning
and Building
Administration
Improved Services
Improve business
environment through
the recommendations
and activities of a
reconstituted
Economic
Development
Advisory Council
Continue to expand
HUD Home
Consortium
increasing
inter-jurisdictional
coordination and
leveraging federal
resources

12. 10
$
Finance &
Administration
Fiscal Responsibility
Innovative Leadership
Transparency & Accountability
Improved Services
what we are doing
$
Unanimously
passed budget
with no new
taxes, fees or
fines
Over $70
million in saving
and additional
revenue through
City/County
collaboration
Cut expenditures by
Reduced taxes by
$1.1
billion
Implemented Guaranteed
Energy Performance
Contracting (GEPC). Under
GEPC, the Energy Savings
Company (ESCO) carry out
energy efficiency measures
and guarantees that the
cost will be paid from
savings produced by the
project
$430
million
Improved grant
funding by
roughly 21%
over the previous
year

13. 11
$
Fiscal Responsibility
Innovative Leadership
Launched new
Performance
Management website
and open-data portal to
give residents direct
access to the most
up-to-date County
operational data
Launched a City/County
reciprocal certification
program to allow
Minority and
Women-Owned
Business certification to
apply to both agencies
Transparency & Accountability
Continued focus on
absence management
with new web-based
reporting tools for
office managers. Seen a
gain of almost 10,000
hours in productivity
Increased cigarette
tax inforcement,
resulting in revenue
collection from
$133.3 million
to
$148 million
Improved Services
Issued the
Comprehensive
Annual Financial
Report (CAFR)
on time
Passed Demolition
Debris Diversion
ordinance. Improved
the recycling of
construction materials,
with diversion rates
well above 70%

14. 12
$
Finance &
Administration
Fiscal Responsibility
Innovative Leadership
Transparency & Accountability
Improved Services
what’s next
Invest in over
$
$40 million
for technology
around Cook
County
Bring our payroll
system into the 21st
century via a virtual
internet based
application stored in
“the cloud”
$14.4 million
in Health Insurance &
Pharmaceutical
savings through a
more efficient
management of
County benefits
Expand Geographic
Information System
(GIS) application
offerings to
municipalities for greater
usage, improved
community, and updated
contact information
Embed plans to reduce
our real estate
foot-print and save over
$100 million in coming
years to facilitate
affordability of new
critical investments in
County infrastructure
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

15. 13
$
Fiscal Responsibility
Innovative Leadership
Continue our annual
Supplier-Diversity
Report. Approximately
$67 million or 36.7% of
total contracts awarded
to Minority and
Women-Owned business
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
Transparency & Accountability
Develop a
comprehensive risk
assessment and
mitigation program
in order to identify and
prevent fraud in
County operations
Submit application for
The National
Association of
Medical Examiners
(NAME)
Accrediation.
Improved Services
Implement an
innovatove, biometric
Time & Attendance
program to increase
accountability amongst
employees and bolster
efficiency in current
payroll systems
The ability for a
customer to apply,
track & be issued a
building permit online
without the need to
apply in person

16. 14
$
Healthcare
Fiscal Responsibility
Innovative Leadership
Transparency & Accountability
Improved Services
what we are doing
$
Continued year over
year increase in
collections—collected
$87 million more
dollars in 2013 than in
2012
Reduced the
days of revenue
outstanding by
Reduced
unbilled patient
accounts by
32% in 2013
13% in 2013
Established and
staffed
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
specifically for CCHHS.
These and future cohorts
will serve as leaders in the
transformation of CCHHS

17. 15
$
Fiscal Responsibility
Innovative Leadership
Provided monthly
quality, patient
safety and
regulatory
updates to the
CCHHS board
Invested $6 million
in outpatient
diagnostic imaging
and laboratory
services at Oak
Forest Health Center
Transparency & Accountability
Increased
transparency of the
CCHHS budget process
through public budget
briefings and public
hearings, stakeholder
meetings and easier
website navigation
Reduced wait times
in the General
Medicine Clinic by
25% by
streamlining
processes
Improved Services
Reorganized
leadership structure
to facilitate a
system-wide strategy,
reduce layers and
improve
accountability
Implemented
centralized
scheduling for
primary care
appointments for
CountyCare
members

18. 16
$
Healthcare
Fiscal Responsibility
Innovative Leadership
Transparency & Accountability
Improved Services
what’s next
$
2014 budget reflects
a reduced request
for taxpayer subsidy
by $76 million in
2014, down 55%
from 2009
In partnership with the
State of Illinois, migrate
CountyCare from and
1115 Waiver
demonstration program
to a permanent
managed care entity
Capitation revenue in
2014 is planned to
exceed $460 million
as a result of accessing
new reimbursements
through the
Affordable Care Act
Expand CountyCare
health plan offerings to
serve additional
Medicaid populations
and federally-subsidized
populations on the
Health Insurance
Marketplace
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
With the CCHHS
Independent Board,
update strategic
plan to keep pace
with rapid changes in
the health care
environment

19. 17
$
Fiscal Responsibility
Innovative Leadership
Fully utilize new
project
management office
to ensure efficiency
and accountability in
projects, contracts
and services
Continue process
improvements to
increase patient
satisfaction and
improve overall
experience
Transparency & Accountability
Monitor
implementation of the
FY14 Quality and
Performance
Improvement Plan
within the structure of
the Quality and Patient
Safety committee
Identify and
address
geographic and
service gaps to
better serve
CountyCare
members
Improved Services
Provide monthly
education to CCHHS
board members to
foster a deeper
understanding of
system operations
Update
diagnostic
imaging and
laboratory
services on the
Provident campus

20. Property &
Taxation
18
$
Fiscal Responsibility
Innovative Leadership
Transparency & Accountability
Improved Services
what we are doing
$
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
Through STAR
performance
management process,
convened stakeholders
on a bi-monthly basis
during the tax process to
ensure timely
completion
Passed legislation to
stop erroneous
homestead
exemptions, leading to
$1 million in owed
revenue during the
amnesty period
86% of Board of
Review appeals
were filed online for
tax year 2012, an
increase of 58% over
the previous tax
year
On time tax bills
saved County taxing
districts $3 million
per month
in borrowing costs
The Board began
accepting online
appeals prior to
opening of the
township, making it
more convenient
for taxpayers

21. 19
$
Fiscal Responsibility
Innovative Leadership
Assessor’s Office
appeals for tax year
2013 assessment
increased 28% over
tax year 2010
Transparency & Accountability
The Board of Review
adjudicated
422,713 parcels
in tax year 2012, the
second highest in
Board history
Redesigned
Assessor’s Office
website to make it
more assessable
for tax payers
Assessor’s office
initiated the
Emergency Flood
Revaluation &
Outreach Program
for taxpayers
impacted by spring
floods
Improved Services
Launched website
video tutorial to
address the most
frequently asked
questions about the
Assessor’s office
Created a
cross-office
Frequently
Asked Questions
list

22. Property &
Taxation
20
$
Fiscal Responsibility
Innovative Leadership
Transparency & Accountability
Improved Services
what’s next
$
Establish a new
norm by
continuing to mail
second installment
property tax bills
on time
Completely digitize the
Board of Review
process so that
evidence and decisions
can be submitted,
distributed, accessed,
and saved
electronically
Automate the
property tax appeals
process so that a
higher volume of
appeals can be
adjudicated within the
allotted time at a
lower cost
Enhance the
quality and detail
of County maps
through Cadastral
Information
Project
Begin the
implementation of a
unified Tax
Administration
System for all
property tax offices
Continue to meet
quarterly to make
sure tax bills go
out on time and to
improve
inter-office
collaboration

23. 21
$
Fiscal Responsibility
Innovative Leadership
Continue to improve
property and taxation
websites so that
information can be
more easily accessed
and searched by
residents and
businesses
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
Transparency & Accountability
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 files can be
tracked and found
quickly
Improved Services
Expand access
to map data
systems to the
City of Chicago
sister agencies
Look for ways to
streamline
customer
interface with the
property tax
system

24. 22
$
Public Safety
Fiscal Responsibility
Innovative Leadership
Transparency & Accountability
Improved Services
what we are doing
$
Received
$500,000 grant
from the MacAuthur
Foundation to reduce
the burden of pre-trial
detainees
Launched the
Community
Anti-Violence and
Restoration Effort
(CARE) in collaboration
with the Mayor’s office
to reduce violence and
stabilize communities
Awarded
$2 million
in grants for
non-profit
organizations for
violence prevention,
intervention, and
reduction programs
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
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
Wrote letter to the
Illinois Supreme
Court to establish a
commission to
conduct an audit of
Cook County court’s
backlog of criminal
cases

25. 3
23
$
Fiscal Responsibility
Innovative Leadership
Continue to host
targeted Breaking
Down Barriers
forums to improve
community based
services for
re-entering
indivduals
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
Transparency & Accountability
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 firearms
Improved Services
Focusing on best
practices models
drawn from Cook
County and the
National Association
of Counties
The Department of
Homeland Security &
Emergency Management
trained over 6,000 Cook
County first responders
in over 120 courses and
training events

26. 24
$
Public Safety
Fiscal Responsibility
Innovative Leadership
Transparency & Accountability
Improved Services
what’s next
$
Improve the setting
of bond amounts to
reduce the burden of
Cook County
residents and their
families
Continue to work with
the Illinois Supreme
Court to address the
backlog of criminal
cases, costing the tax
payers of Cook Couty
millions
Reduce the
expensive burden
of permitting
detainees to serve
time at the tax
payer’s expense
Finalize the Cook
County Hazard
Mitigation Plan
(HMP), the largest
HMP submitted to
FEMA in the nation
Continue to apply for
competitive Federal
Homeland Security
grants while
providing local
jurisdictions with
notice of available
grant opportunities
Spearheaded the
creation of new
courts to deter
high-risk
individuals and
reduce crime

27. 3
25
$
Fiscal Responsibility
Innovative Leadership
Expand DHSEM
outreach by creating a
Private Sector
Advisory Council to
address unique
resiliency and
preparedness
requirements
Launch pilot
program with the
Cook County
State’s Attorney to
expidite criminal
cases
Transparency & Accountability
Working to
reduce
excessive delays
in minor
criminal cases
Early enroll
high-risk detainees
into CountyCare
to reduce
recidivism
Improved Services
Focus on
reintegration of
returning indivduals
that centers on the
particular barriers
facing Latinos
Extend services
to homeless
detainees,
mothers with
small children, and
at-risk youth

28. 26
Forest Preserve District
$
Fiscal Responsibility
Innovative Leadership
Transparency & Accountability
Improved Services
what we are doing
$
Provided support for jobs
training and youth
internship programs
through Chicago
Greencorps, Audubon
Chicago Region, Friends
of the Forest Preserves,
and Fishin’ Buddies
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
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
Developed a Trail
Master Plan for
the Preserves’ 300
miles of trails
Supported the Forest
Preserve Foundation with
its second annual
Conservation Cup Golf
Outing raising more than
$150,000 to support
Forest Preserve youth
programs
Selected as one of
eight urban
wildlife refuge
partnership sites
in the country by
the U.S. Fish and
Wildlife Service

29. 27
$
Fiscal Responsibility
Innovative Leadership
Attained full
compliance with
the Shaman
decree
Enhanced marketing
efforts, including
introducing a new full
color quarterly
events brochure and
related collateral and
new signage
Transparency & Accountability
Established a
Commission to serve
as advisors for the
Next Century
Conservation Plan
Improved website
by publishing
expanded content,
including site
profiles and
interactive mapping
capabilities
Improved Services
Implemented a
Computerized
Maintenance
Management System
for work orders,
inventory, reports and
more with web-based
access
Administered
customer service
training to all
active employees

30. 28
$
Forest Preserve District
Fiscal Responsibility
Innovative Leadership
Transparency & Accountability
Improved Services
what’s next
$
Implement
ActiveNet system
for permit issuance
and point of sale
cash management
Launch and
implement the Next
Century
Conservation Plan, a
vision to sustain the
Forest Preserves for
the next 100 years
Complete
implementation of
new financial
management system
modules related to
Payroll, Fixed Assets,
Grants and Capital
Projects
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
Develop and
implement a
concessions
business model
Implement
Campground and
Recreation
Master Plans

31. 29
$
Fiscal Responsibility
Innovative Leadership
Develop a new GIS
database for
tracking/maintenane
of Preserves’ signs,
buildings, trails,
parking lots and ADA
compliant amenities
Increase public
attendance at nature
centers by offering
diverse programming,
evaluating and
updating special
events, and increasing
promotional efforts
Transparency & Accountability
Finalize and implement
revised Drug and
Alcohol testing
policies and
procedures for Forest
Preserves employees
and employee
candidates
Improve law
enforcement
response capability
to emergency events
and disasters by
providing specialized
training
Improved Services
Purchase and install GPS
units into a portion of
Preserves’ vehicles to
reduce idling, improve
vehicle routing and
monitoring mileage for
preventative
maintenance scheduling
Update and improve
Preserves general
and zone maps and
develop new maps
that focus on trails
and destinations