2013 q2 star report final

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2013 q2 star report final

  1. 1. COOK COUNTY PERFORMANCE BY OFFICE 2nd Quarter Toni Preckwinkle President Cook County Board of Commissioners March 1st, 2013 – May 31st, 2013 http://www.cookcountyil.gov/STAR
  2. 2. TABLE OF CONTENTS Introduction 1 COUNTYWIDE - Finance & Administration 5 Human Rights, Ethics, and Women’s Issues 11 Justice Advisory Council (JAC) 13 Homeland Security & Emergency Management (DHSEM) 15 Environmental Control 17 Medical Examiner 19 Adoption and Child Custody Advocacy 21 Transportation & Highways 23 Animal Control 25 Law Library 27 Human Resources 29 Revenue 31 Risk Management 33 Budget and Management Services 35 Comptroller 37 Contract Compliance 39 Procurement 41 Bureau of Technology 43 Auditor 45 Administrative Hearings 47 COUNTYWIDE - Economic Development 50 Planning and Development 53 Capital Planning and Policy 55 Building and Zoning 57 Zoning Board of Appeals 59
  3. 3. COUNTYWIDE - Healthcare 62 Health & Hospitals System System Financial Overview 67 Shared Services 71 Inpatient Services (Stroger, Provident, Cermak) 73 Outpatient Services (Ambulatory & CORE Center) 77 Department of Public Health 79 COUNTYWIDE - Property & Taxation 86 Assessor 91 Board of Review 95 County Clerk 99 Recorder of Deeds 101 Treasurer 103 COUNTYWIDE - Public Safety 106 Chief Judge 109 Clerk of the Circuit Court 111 Public Defender 113 Sheriff Fiscal Administration & Support Services 115 Court Services 117 Sheriff’s Police 119 Reentry & Diversion Programs 123 Department of Corrections 125 State’s Attorney 127 Facilities Management 129 COUNTYWIDE - Forest Preserve District 132
  4. 4. At Cook County, we are setting targets to achieve results. Since its establishment the STAR Performance Management program has increased visibility into the County’s operations and generated substantial returns through increased revenue, decreased costs and improved services. STAR is a partnership of the Board of Commissioners, County Agencies, employees, and residents. All County offices and agencies report progress toward stated goals, and work together to improve performance. The STAR program was initiated in February of 2011 and we published our first report in July 2011. This is our ninth report. We will continue to report on progress every three months to tell you how well Cook County is doing, to point out where we have room for improvement, and to invite you to share your ideas on how to run the County more effectively and efficiently. Please read through and respond to this report. Your feedback is critical to moving our county forward and achieving the results you expect. Goals of the program The efforts of each office within the County have been linked to countywide goals in the areas of public safety, healthcare, property and taxation, and economic development. The STAR program provides a forum for county agencies to work jointly to set priorities, identify opportunities, address problems, and measure performance transparently. Through STAR, the County regularly reports performance data, creating a culture of transparency and accountability. During internal reviews with senior County leadership and the quarterly STAR reports, County agencies demonstrate successes and highlight areas for improvement. Residents and decision makers have access to critical operational data that helps them to hold their government accountable. In addition, performance data provides decision makers valuable information in deciding how best to direct tax dollars. Quality performance data is important to understanding how budget decisions will impact operations and is a critical input to performance based budgeting. 1 | Cook County Performance by Office, 2nd Quarter 2013
  5. 5. Cook County Performance by Office, 2nd Quarter 2013 | 2
  6. 6. This report shows the services Cook County provides, which are paid for by the taxes we collect. It shows how well we’re providing them and where we want to improve. We want to hear from you: What are your ideas for improving county services? What do you think of our goals and measures? How well does our data reflect your experience? You can share your views on our website: http://www.cookcountyil.gov/STAR. How To Read STAR Reports And Give Feedback 3 | Cook County Performance by Office, 2nd Quarter 2013
  7. 7. How do we measure progress to these goals? Measures that are on target get a star. What is the department trying to achieve? What goals have they set? What does this department do? What services do they provide? How much do they spend? Halfway through the year, are they within their budget? Note: Year to date is December 1 through August 31. What are we doing to improve performance? In setting goals, we looked at prior performance. We looked at similar government agencies in other large urban counties and trusted professional associations such as the National Center for State Courts, the National Prosecutors Survey, the Government Finance Officers Association, and the National Performance Management Advisory Commission. Throughout, we consulted the experts in the field. Cook County Performance by Office, 2nd Quarter 2013 | 4
  8. 8. COUNTYWIDE - Finance & Administration BUREAU OF ADMINISTRATION Martha Martinez, Acting Chief Administrative Officer HUMAN RESOURCES Maureen O’Donnell, Bureau Chief BUREAU OF FINANCE Ivan Samstein, Chief Financial Officer BUREAU OF TECHNOLOGY Lydia Murray, Chief Information Officer Countywide – Finance & Administration 5 Human Rights, Ethics, and Women’s Issues 11 Justice Advisory Council (JAC) 13 Homeland Security 15 & Emergency Management (DHSEM) Environmental Control 17 Medical Examiner 19 Adoption and Child Custody Advocacy 21 Transportation and Highways 23 5 | Cook County Performance by Office, 2nd Quarter 2013
  9. 9. Animal Control (Special Purpose Fund) 25 Law Library (Special Purpose Fund) 27 Human Resources 29 Revenue 31 Risk Management 33 Budget and Management Services 35 Comptroller 37 Contract Compliance 39 Procurement 41 Bureau of Technology 43 Auditor 45 Administrative Hearings 47 Cook County Performance by Office, 2nd Quarter 2013 | 6
  10. 10. Cook County has 22,000 employees and a 2013 proposed budget of $2.9 billion. An organization of this size requires sound management in the areas of budgeting, revenue collection, human resources, purchasing, and fiscal oversight. After the Board passes the annual appropriation, responsibility for staying on budget resides with each County agency. Quarterly STAR reports help identify spending patterns. Strong financial oversight ensures problematic patterns are identified early and spending is adjusted where needed to remain on budget. Revenues from fees, taxes, and fines are collected by several departments and offices. Revenues are collected by the Revenue Department and the revenue function within other agencies. Having the correct people in the correct jobs at the right time is critical. Human Resources fills vacancies, trains employees, and manages policies on absence and leave. FINANCE & ADMINISTRATION Cook County’s Finance & Administration goals are: 1. Maintain a healthy financial position 2. Collect money owed efficiently and effectively 3. Support county workforce needs through timely hiring 4. Improve personnel oversight 5. Procure goods fairly, timely, & cost-effectively 7 | Cook County Performance by Office, 2nd Quarter 2013
  11. 11. FINANCE & ADMINISTRATION Reporting Office 2012 Actual 2013 Target Q2 YTD Actual Q2 YTD Target 1. Maintain A Healthy Financial Position Personnel and non-personnel spending remaining within budget is necessary for financial viability. Personnel expense, without overtime Budget $1,752.5 $2,110.3 $848.9 $1,055.1 -20% Overtime expense Budget $60.8 $40.9 $34.6 $20 69% Non-personnel Budget $520.3 $281.8 $326.1 $140.9 131% Subtotal Budget $2,333.6 $2,433.0 $1,209.6 $1,217 -1% Payments for Bond Interest Budget $193.5 $187.4 $86.5 $93.7 -8% Pension Budget $196.1 $193.0 $96.5 $96.5 0% Allowance for collection Budget $8.7 $0.0 $0.0 $0.0 0% Grants** Budget $127.4 $134.4 $67.2 $67.2 0% Total expense Budget $2,859.4 $2,947.8 $1,459.8 $1,473.9 -1% 2013 Q1 Actual Expenditures as of March 11, 2013 **Grant Expenditures Estimated for FY2013 2. Collect Money Owed Efficiently and Effectively Timely collection of taxes, fines, fees, & intergovernmental transfers. Property Tax revenue Revenue $335.2 $355.9 $148.3 $148.3 0% Non-CCHHS Fee revenue Revenue $280.4 $269.8 $97.8 $98.4 -1% CCHHS Patient Fees Revenue $276.1 $231.1 $99.5 $94.2 6% CCHHS Medicaid Plan Revenue $131.3 $131.3 $0.0 $0.0 0% CCHHS DSH & BIPA Fees Revenue $170.6 $150.8 $65.9 $62.8 5% 1115 Medicaid Waiver Expansion Revenue $0.0 $197.0 $3.6 $3.2 12% Home rule tax revenue Revenue $849.3 $788.6 $342.8 $340.0 1% Intergovernmental revenue Revenue $141.1 $136.9 $42.5 $43.5 -2% Other revenue Revenue $27.8 $34.3 $15.8 $14.3 10% Total revenue Revenue $2,211.7 $2,295.7 $816.2 $804.8 1% 2012 Actuals from the Preliminary Revenue Report as of November 30, 2012 2013 Q2 Actuals as of April 31, 2013 3. Support County Workforce Needs Through Timely Hiring of Well-Qualified Employees Efficiently filling vacant positions improves productivity and reduces the need for overtime. # of days to fill vacancies from request to start date Human Resources 98 90 74 90 -18% # of Shakman sustained violations Human Resources 3 0 3 0 - Q2 Variance Cook County Performance by Office, 2nd Quarter 2013 | 8
  12. 12. FINANCE & ADMIN (page 2) Reporting Office 2012 Actual 2013 Target Q2 YTD Actual Q2 YTD Target 4. Improve Personnel Oversight Effectively managing sick time and attendance increases employee productivity. Average sick hours per employee per month Countywide 6.56 5.20 6.85 5.20 32% Average sick hours per employee per month Assessor 7.82 5.20 8.92 5.20 72% Average sick hours per employee per month Board of Commissioners 4.44 5.20 5.11 5.20 -2% Average sick hours per employee per month Board of Review 7.67 5.20 7.04 5.20 35% Average sick hours per employee per month Chief Judge 6.31 5.20 6.64 5.20 28% Average sick hours per employee per month Clerk of the Circuit Court 7.82 5.20 8.18 5.20 57% Average sick hours per employee per month County Clerk 5.79 5.20 6.27 5.20 21% Average sick hours per employee per month Health and Hospital System 6.67 5.20 6.74 5.20 30% Average sick hours per employee per month Offices Under the President 5.97 5.20 5.81 5.20 12% Average sick hours per employee per month Recorder of Deeds 7.93 5.20 7.27 5.20 40% Average sick hours per employee per month Sheriff 6.54 5.20 7.22 5.20 39% Average sick hours per employee per month State's Attorney 5.77 5.20 5.62 5.20 8% Average sick hours per employee per month Treasurer 6.48 5.20 5.65 5.20 9% 5. Procure Goods Fairly, Timely, and Cost-Effectively Efficient purchasing lowers government's costs and helps agencies get the goods and services they need. Average cycle time for completed bids Procurement - 65 120 65 85% Average cycle time for completed RFP/RFQ/RFIs Procurement - 190 216 190 14% Average cycle time for completed small orders Procurement - 65 50 65 -23% # of days to pay an invoice Comptroller 47 30 43 30 43% Q2 Variance 9 | Cook County Performance by Office, 2nd Quarter 2013
  13. 13. Cook County Performance by Office, 2nd Quarter 2013 | 10
  14. 14. Education and Outreach • Conduct training and outreach programs for County departments and outside organizations to prevent discrimination before it occurs and engage in advocacy and research related to enhancement of civil rights protections, prevention of sexual harassment and promotion of better relations among the County’s diverse racial, ethnic, religious, cultural, and social groups. • Develop educational materials on ethics issues and the ethics code of conduct, increase the number of others who receive ethics training, including the delivery of on-line ethics training. • Educate Cook County Board Commissioners, Bureau Chiefs, Department Heads, and Employees on County work place violence policies. Advisory Opinions • Provide formal and informal advice to County officials, employees, contractors, and campaign donors on interpretation of the Ethics Ordinance. Mandates • Cook County Human Right Ordinance • Cook County Ethics Ordinance • Cook County Living Wage Ordinance • Cook County Contingency Fund Guidelines Ordinance • Cook County Board Resolution Creating a Cook County Commission on Women's Issues Programs & Key Activities Investigation • Enforce the civil rights protections set forth in the Cook County Human Rights Ordinance through neutral and professional investigation. • Enforce the Cook County Ethics Ordinance through neutral and professional investigation of ethics violations. • Audit D2’s, lobbyist expenditure reports and County vendors for ethics compliance. MANDATES, PROGRAMS, AND KEY ACTIVITIES HUMAN RIGHTS, ETHICS, AND WOMEN’S ISSUES OFFICE OF THE PRESIDENT Kimberly Foxx | Acting Director | 312.603.1100 | Kimberly.Foxx@cookcountyil.gov Protect rights of people in Cook County to be free from discrimination in employment, housing, public accommodations, credit, and access to services. Ensure that County elected officials, employees and vendors comply with the highest ethical standards of conduct. Ensure that issues and concerns of women and girls are considered in public policy and programming in County government. This Department is comprised of 3 separate entities, Human Rights, Ethics, and Women’s Issues. In addition to 9 full-time employees, the Department has 3 separate Boards and Commissions, which include 37 volunteer board members. The Department is responsible for more than 3 distinct mandates. The Goals which follow will assist the Department in evaluating the quality and the delivery of its services. Through the efficient use of human and other resources, as well as an assessment of measured data, the Department will strive to improve both the quality and the way it provides services to Cook County residents and Cook County employees. BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 714 800 369 327 -11% Overtime 0 0 0 0 - Non-Personnel 31 42 22 10 -52% Appropriation Adjustment 0 0 391 337 Total Costs 745 842 1,447 1,130 -14% Avg Monthly Sick Hours per Employee 6.7 10.4 Number of Employees (FTE's) 11.0 11.0 11 | Cook County Performance by Office, 2nd Quarter 2013
  15. 15. Human Rights, Ethics, & Women's Issues 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Improve Departmental Processes and Efficiencies in Human Rights Cases. Average caseload per investigator 36 36 40 TBD 30 - Average # of cases closed per investigator (per month) 2 2 1 TBD 2 - # of cases (at investigations and other) closed in FY2013 54 65 8 TBD 15 - Cases pending - Less than one year from receipt 39 46 44 TBD 46 - Cases pending - Greater than one year from receipt 68 68 63 TBD 68 - # of new CCHR complaint investigations completed and closed 9 10 0 TBD 5 - 2 Increase Awareness and Improve Understanding of Ethics Ordinance. # of Ethics outreach and trainings held 28 12 7 TBD 6 - # of employees trained for ethics in class 719 480 220 TBD 240 - # of requests for ethics advice: written/other (written opinions and other inquiries) 409 150 30 TBD 75 - Total # of employees participating in new online ethics training 2,035 800 107 TBD 400 - # of new online ethics training 38 25 20 TBD 5 - 3 Increase Awareness and Improve Understanding of Human Rights Ordinance. # of Human Rights Outreach and Trainings Held 52 24 3 TBD 12 - # of people trained for Human Rights 1,462 480 72 TBD 240 - 4 Identify & Promote Effective Recommendations on Health, Safety, and Economic Well Being of Women and Girls . # of Public Hearings, Workshops, & Other Outreach 5 8 1 TBD 4 - # of participants & attendees 1,000 600 15 TBD 300 - # of training sessions on county work place violence policy and domestic violence policy 34 12 3 TBD 6 - # of employees trained on violence 835 300 72 TBD 150 - Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 12
  16. 16. Coordination of justice related policy over all stakeholder offices. Policy research and development. Grant acquisition and management. Monitor of legislative activity at Federal, State, and local levels. Ordinance Mandate: Continuous study of the County justice system; devise means to effect improvement of the administration of justice and formulate all proper suggestions and recommendations concerning legislation and other measures designed to bring about such improvement. (55 ILCS 5-18, State Statutory Mandate; Sec. 2-473, County Ordinance Mandate) President's Mandate: Improve the efficiency and fairness of the criminal justice system by fostering collaboration. MANDATES, PROGRAMS, AND KEY ACTIVITIES JUSTICE ADVISORY COUNCIL OFFICES OF THE PRESIDENT Juliana Stratton | Director | 312.603.1153 | Juliana.Stratton@cookcountyil.gov The Justice Advisory Council (JAC) coordinates the President’s criminal justice reform efforts. The Justice Advisory Council will take a more active role in developing and implementing policy change in the County Criminal Justice System. This will require an increased level of stakeholder coordination as well as a comprehensive grant acquisition strategy. The Justice Advisory Council staff is in the process of developing those strategies and will implement through the course of the 2013 fiscal year. PERFORMANCE TRENDS BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 400 429 198 197 -1% Overtime 0 0 0 0 - Non-Personnel 8 9 5 3 -27% Appropriation Adjustment (69) 0 0 0 Total Costs 339 438 203 200 -1% Avg Monthly Sick Hours per Employee 2.1 4.0 Number of Employees (FTE's) 6.0 5.0 13 | Cook County Performance by Office, 2nd Quarter 2013
  17. 17. Justice Advisory Council Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Promote Fairness & Appropriateness in Jail Admissions. Average daily population of the Cook County Jail 9,450 8,500 9,327 9,873 8,500 16% % of orders at Central Bond Court resulting in EM or I-Bond 25% 30% 18% 26% 30% -4% 2 Ensure Access to Justice Through a Fair & Speedy Trial. Average length of stay in the Cook County Jail (days) 57.0 50.0 TBD TBD - - Average length of stay for defendants who posted bond 13.0 11.5 TBD TBD - - Average length of stay for detainees who were sentenced to prison 161.0 140.0 TBD TBD - - 3 Reduce Reliance on Secured Detention for Juveniles. Average daily JTDC population (midnight) TBD 200 260 262 250 5% Capacity of detention alternatives 532 - 625 605 - - Available openings in detention alternatives 126 0 178 136 - - # of juveniles screened to release TBD - 79 87 - - # of juveniles screened to non-secure/staff secure facilities TBD - 22 24 - - # of juveniles screened to release with conditions - - 77 86 - - # of juveniles screened to secure detention TBD - 225 236 - - Youth screed for detention due to adult transfer status TBD - 8 8 - - # of juveniles detained due to court holds TBD - 99 120 - - 4 Promote an Effective, Open, & Fair Criminal Justice System. # of participants in forums on reentry 135 120 0 0 - - # of cooperative multi-stakeholder collaborative projects 28 20 20 20 - - Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 14
  18. 18. Programs & Key Activities Information Sharing: Provide a robust mechanism to efficiently and effectively gather, analyze and disseminate information to key stakeholders, leading to improved homeland security and emergency management capabilities. Operations and Logistics: Provide countywide services to prepare for, protect against, respond to, and recover from all-incidents, whether man-made or natural. Training and Exercise: Develop, implement and maintain a training and exercise program to enhance the safety and security of first responders, residents and our Urban Area. Grant Management: Ensure all grant management activities are conducted in an efficient and timely manner in accordance with grant guidance. Mandates IEM Act- 20ILCS 3305/et seq: Every county in IL must maintain an accredited EMA. IA Code- 29 ILCS Chapter 1 Sect. 301: Mandates that an EOP be maintained for accreditation. Cook County Ordinance 09-0-69: Establishes DHSEM as the accredited EMA of Cook County as mandated by the IEMA act. Cook County EOP: Establishes that DHSEM is the primary agency for Cook County disaster management, which is required by state statute. Grant Guidance: Provides rules, regulations and guidelines for the various grant programs administered by DHSEM. MANDATES, PROGRAMS, AND KEY ACTIVITIES BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 1,014 1,411 651 472 -28% Overtime 0 0 0 0 - Non-Personnel 81 176 89 38 -57% Appropriation Adjustment (566) (628) (318) 0 Total Costs 528 959 422 510 21% Avg Monthly Sick Hours per Employee 3.9 1.6 Number of Employees (FTE's) 14.0 15.0 HOMELAND SECURITY & EMERGENCY MANAGEMENT (DHSEM) OFFICES UNDER THE PRESIDENT Michael Masters | Director | 312.603.8180 | Michael.Masters@cookcountyil.gov Coordinate Countywide emergency and disaster preparedness planning; Coordinate County response during emergencies and disasters; Assist municipalities in recovery from a disaster; Continue to mitigate hazards of Cook County. 15 | Cook County Performance by Office, 2nd Quarter 2013
  19. 19. Homeland Security & Emergency Mgmt. Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Build and maintain operation response and planning capabilities in order to better coordinate with and assist our partners . Average time between notification of an issue and release of an SAU (minutes) - 30 71 57 30 90% Average time between deployment activation and deployment (minutes) - 180 48 26 180 -86% Average time between deployment and arrival of DHSEM Assets on site (minutes) - 180 40 46 180 -74% # of status awareness updates 831 320 135 532 - - 2 Ensure all DHSEM grant management activities are conducted in a transparent and responsible manner . Grant dollars received (Millions) $43 $15 $0 $0 $0 - % of grant dollars remaining at grant closeout 1% 1% 0% 0% 1% -1% # of subgrantees closed out within 30 days of grant expiration - 3 - - - - % of open grant funds encumbered - 75% 14% 13% 38% -25% % of open grant funds expended - 50% 26% 18% 25% -7% 3 Undertake key logistics and training efforts to assist first responders in being prepared prior to, during and following an incident . Training courses/sessions conducted 71 60 26 75 - - Field training exercises conducted 24 3 1 3 - - % of Core Capabilities trained with respect to law enforcement - 100% 15% 50% 30% 20% % of Core Capabilities trained with respect to fire services - 100% 20% 25% 30% -5% % of National Incident Management and Incident Command System classes filled - 85% 100% 100% 85% 15% % of Cook County Jurisdictions attending trainings - 100% 87% 100% 100% 0% Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 16
  20. 20. PROGRAMS / KEY ACTIVITIES (CONT'D) Compliance: Field investigations of citizen complaints and violations against Department ordinance Program Development: New program development in environment and sustainability Key Activities: • Revise Department processes in order to achieve increased operational efficiencies • Increase public awareness and promote environmental initiatives, i.e. notifying public of pollution action days and providing advice for appropriate physical activities on such days • Develop enterprise-level sustainability programs focused on energy efficiency and material conservation activities MANDATES • Conditions of the Cook County Environmental Control Ordinance • Conditions of the Illinois EPA cooperative agreement as it relates to air pollution control, inspection and monitoring • Conditions of the United States EPA grant agreements as they relate to air pollution control, inspection and monitoring PROGRAMS / KEY ACTIVITIES Inspection: • Site review of permitted activities for industrial and commercial fuel-burning equipment, asbestos abatement, demolition, open burning, Stage I/II vapor recovery at gas stations and dry cleaners • Monitor air quality on behalf of the Illinois EPA and the United States EPA MANDATES, PROGRAMS, AND KEY ACTIVITIES ENVIRONMENTAL CONTROL BUREAU OF ADMINISTRATION Deborah Stone | Director | 312.603.8200 | Deborah.Stone@cookcountyil.gov Improve the quality of the environment for residents of Cook County. BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 1,385 1,575 727 744 2% Overtime 0 0 0 0 - Non-Personnel 88 122 62 17 -73% Appropriation Adjustment 0 (48) (24) 0 Total Costs 1,473 1,649 765 761 0% Avg Monthly Sick Hours per Employee 6.4 5.6 Number of Employees (FTE's) 25.0 25.0 17 | Cook County Performance by Office, 2nd Quarter 2013
  21. 21. Environmental Control Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Increase Sustainability for Suburban Cook County. Tons of waste diverted from landfills (events, permanent e- waste sites) 9 10 1 1 2 -51% Demolition Debris Diversion Rate (of applicable structures) - 70% 78% 79% 70% 9% % of municipalities reporting recycling data - 85% - - - - ACTION: Implement recycling data reporting initiative. 2 Increase Sustainability for County Corporate Activities. Tons of waste diverted from landfills (county recycling, boot camp, Rockwell paper shredding) 51 TBD 31 51 - - Total kWh used by all County facilities (Millions) 242.50 TBD 61.12 TBD - - Total Therms used by all County Facilities (Millions) 13.08 TBD 5.59 TBD - - # of county structures entered into Energy Star Portfolio Manager 0 19 34 34 19 79% 3 Reduce Air Pollution. # air pollution action days 12 0 0 0 0 - % of gas stations inspected, in compliance with regulations after 2nd inspection 75% 80% - 83% 80% 3% % of Demolition Projects inspected before completion of project 91% 65% 99% 98% 50% 48% % of asbestos projects inspected before completion of project 90% 85% 100% 99% 80% 19% % of industrial unit work plan completed 101% 100% 16% 39% 50% -11% 4 Ensure Efficient Operations. Average # of days from when complaint is received until onsite inspection occurs 2.8 2.0 1.3 0.8 2.0 -62% Average # of days from 1st inspection to re-inspection for Gas Stations 15.8 60.0 - - 60.0 - % data capture (% of time air quality monitors are functioning) 96% 95% 93% 98% 95% 3% Average # of inspections per field inspection staff (reported annually) 1,303 933 - - - - Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 18
  22. 22. Autopsies and postmortem examinations: Perform complete autopsy examinations or external examinations as necessary by policy and procedures to determine cause and manner of death. Provide expert testimony in criminal and civil matters at deposition or trial. Meet with law enforcement, state’s attorneys, public defenders, and family as appropriate. Provide prompt notification to respective agencies, i.e. Department of Health, of any death due to a reportable disease, unsafe consumer product, unsafe work environment. Administration: Provide overall supervision of department including handling of labor issues. Maintain medical records & electronic death registry. Manage personal effects. Manage cremation permits & fees. The Medical Examiner shall investigate any human death that falls within any or all of the following categories: criminal violence, suicide, accident, suddenly when in apparent good health, unattended by a licensed physician, suspicious or unusual circumstances, criminal abortion, poisoning or attributable to an adverse reaction to drugs and/or alcohol, diseases constituting a threat to public health, disease or injury or toxic agent resulting from employment, during medical diagnostic or therapeutic procedures, in any prison or penal institution, when involuntarily confined or in police custody, when any human body is to be cremated, unclaimed bodies. Death investigations: Take initial calls from mandated reporters concerning the death of an individual within the County. Determine if deceased falls within jurisdiction. Perform scene investigations. MANDATES, PROGRAMS, AND KEY ACTIVITIES MEDICAL EXAMINER BUREAU OF ADMINISTRATION Stephen J. Cina, M.D. | Chief Medical Examiner | 312.666.0500 | Stephen.Cina@cookcountyil.gov Ensure public health and safety by performing autopsies and postmortem examinations to determine cause and manner of death for individuals who die in Cook County. BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 5,773 6,736 3,109 2,727 -12% Overtime 212 29 13 133 891% Non-Personnel 1,156 1,573 797 887 11% Appropriation Adjustment 0 0 0 0 Total Costs 7,140 8,338 3,920 3,746 -4% Avg Monthly Sick Hours per Employee 7.1 6.2 Number of Employees (FTE's) 97.1 100.5 19 | Cook County Performance by Office, 2nd Quarter 2013
  23. 23. Medical Examiner Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Improve Timeliness of Service. % of reports of all postmortem examinations completed within 90 days from time of autopsy - 95% 41% 39% 95% -56% % of reports of all postmortem examinations completed within 60 days from time of autopsy - 90% 17% 21% 90% -69% % of cases autopsied within 24 hours of admission - 90% 99% 99% 90% 9% % of toxicology examinations completed within 90 days of case submission - 95% 89% 86% 95% -9% % of toxicology examinations completed within 60 days of case submission - 90% 79% 74% 90% -16% Average response time to a death scene (minutes) - 60 37 35 60 -42% 2 Increase Quality of Service and Customer Satisfaction. # of identified decedents in MEO for over 90 days - 0 9 0 0 - # of identified decedents in MEO for over 60 days (non- veterans) - 0 17 9 0 - Average decedent length of stay at MEO (days) - 20 4 4 20 -80% % of completed investigator reports that must be returned for correction 8% 5% 8% 10% 5% 5% # of pathologists performing more than 325 autopsies per year TBD 4 5 5 4 25% Average # of autopsies per pathologist TBD 325 449 417 325 28% 3 Ensure Fiscal Responsibility. Amount of revenue collected $866,232 - $234,189 $466,341 - - 4 Other Indicators. % of deaths occurring within the County reported to MEO - 20% 35% 33% 20% 13% # of cremation permits issued 14,996 - 4,144 8,058 - - % of cremation permits issued electronically 73% 80% 73% 73% 80% -7% # of indigent burials at County's expense - adult 190 - 24 66 - - # of indigent burials at County's expense - fetal 412 - 0 144 - - Storage cases as % of intake 8% 25% 9% 8% 25% -17% % of indigent burials that are storage cases - - 9% 13% - - Census of adult remains 248 150 204 150 150 0% Census of fetal remains 56 30 118 96 30 220% Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 20
  24. 24. An investigation required under this section shall include fingerprints based on criminal background check with a review by the Illinois State Police and Federal Bureau of Investigations. A foreign-born child will require a post- placement investigation in accordance with the Child Care Act 1969. The reports must be in written form and must be accompanied by the criminal background checks. The report is filed as part of the record of the proceedings. Investigations & Inquiries: Field investigations for all three branches (custody, probate, and adoption); warehouse research for adoption inquires; proper reporting. Collections: Proper invoicing, processing of fingerprint, adoption, and inquiries. Under Illinois Statute, this office is ordered to conduct investigations and submit written intensive social study reports involving independent adoption placements, contested adoptions, custody/visitation, probate (minor, disabled minors, and/or adults) to the Circuit Court. (750 ILCS 5/605) In contested custody proceedings, and in other custody proceedings, the court may order an investigation and report concerning custodial arrangements for the child. The investigator may consult any person who may have information about the child and his potential custodial arrangements. The investigator is to submit reports to all parties involved and may be consulted to a court’s witness. MANDATES, PROGRAMS, AND KEY ACTIVITIES ADOPTION AND CHILD CUSTODY ADVOCACY BUREAU OF ADMINISTRATION Angela Bailey | Director | 312.603.0550 | Angela.Bailey@cookcountyil.gov Advocate for children of Cook County where parental permanency involving adoption, custody, probate, mediation, and visitation is at question. BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 549 663 306 295 -4% Overtime 0 0 0 0 - Non-Personnel 16 25 13 3 -74% Appropriation Adjustment 0 0 0 0 Total Costs 565 688 319 298 -6% Avg Monthly Sick Hours per Employee 7.8 5.9 Number of Employees (FTE's) 9.5 10.0 21 | Cook County Performance by Office, 2nd Quarter 2013
  25. 25. Adoption & Child Custody Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Improve Efficiency of Client-Facing Operations. % of court reports met by case management date 80% 100% 80% 90% 100% -10% % of adoption inquiries completed within 14 days 100% 100% 100% 100% 100% 0% Number of closed cases 605 639 141 307 320 -4% Average number of cases per caseworker 29 15 24 23 15 53% Average number of days from date assigned within ACCA to disposition 91.0 75.0 112.0 85.0 75.0 13% 2 Satisfy Clients of the Investigative Process. % of clients agreeing they were satisfied with the investigative process - 90% - - 90% - Average number of hours per visit 3.9 4.0 4.0 4.0 4.0 0% Average number of visits per investigation 2.5 2.0 2.5 2.5 2.0 25% Number of complaints received 14 0 1 1 0 - Number of validated complaints 5 0 0 1 0 - ACTION: Develop client survey to measure client satisfaction with the investigative process. Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 22
  26. 26. Design Bureau: Design, preparation, and review of plans, specifications and estimates of Department road and bridge construction improvements. Provides assistance to Building and Zoning in the review of permit applications. Construction Bureau: Engineering project management and Administrative management of the construction of Department road and bridge improvements; permit review/approval, execution of overweight/oversize permits. Maintenance Bureau: Responsible for daily Department roadway and right of way maintenance, snow and ice removal for Department jurisdiction, and assistance throughout Cook County in weather and other emergency events. Administrative Bureau: Responsible for initial preparation of budget, administrative control of fiscal appropriations and expenditures, contracts, Human Resource management, Safety and Training, IT support and all GIS related mapping, reproduction services, and general records. • Jurisdictional authority over 560 centerline miles of highways. • Maintenance responsibilities for 1,500 lane miles of pavement, 134 bridges, 351 traffic signals, 7 pumping stations, from 5 maintenance facilities. • Design and/or construct any County highway or aid in the construction of Township roads in the County. • Complete/update a plat whenever any County highway is laid out, widened, or altered. • Place, erect, and maintain on County highways all traffic control devices, signs and pavement markings. • Inspect every bridge according to a maintenance schedule - roughly every two years. Transportation & Planning Bureau: Advanced multi-year planning for near term highway improvement needs, establishment of project agreements, acquisition of required project right of ways, preparation of Long Range Transportation Plan and the preparation, management and/or review of preliminary engineering plans and traffic studies. MANDATES, PROGRAMS, AND KEY ACTIVITIES TRANSPORTATION & HIGHWAYS BUREAU OF ADMINISTRATION John Yonan, P.E. | Superintendent | 312.603.1601 | John.Yonan@cookcountyil.gov To plan, design, construct, maintain and operate sustainable highways that provide safe, efficient, comfortable and economical movement of people and goods. Due to the nature of roadway construction, many of the goals are planned to be met towards the end of the 2013 construction season. PERFORMANCE TRENDS BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 24,808 25,217 11,639 10,951 -6% Overtime 47 189 87 113 30% Non-Personnel 2,204 3,369 1,708 1,044 -39% Appropriation Adjustment (286) (425) (215) (95) Total Costs 26,773 28,351 13,218 12,013 -9% Avg Monthly Sick Hours per Employee 4.3 4.3 Number of Employees (FTE's) 304.0 283.9 23 | Cook County Performance by Office, 2nd Quarter 2013
  27. 27. Transportation & Highways Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Ensure Safe County Highways and Bridges. # of bridge inspections 37 37 7 21 17 24% # of property damage claims associated with Department infrastructure 31 75 23 69 69 0% # of enhancements implemented to improve safety for motorized traffic - 24 10 16 12 33% # of enhancements implemented to improve safety for non- motorized traffic - 10 0 1 4 -75% ACTION: Ensure compliance with the new National Bridge Inspection Standards (NBIS) metrics for bridge inspections. ACTION: Crash data agreement received, data obtained. 2 Ensure Smooth and Comfortable County Highway Travel. # of lane miles improved annually 53.4 51.0 0.0 0.0 0.0 - ACTION: Implement Cook County Highway Asset Program (CCHAP) Department-wide. 3 Reduce Congestion on County Highways. # of intersections for which operations have been improved through operational, maintenance, or small capital means 19 10 0 1 3 -67% # of intersections for which operations have been improved through planned construction projects 4 38 2 4 5 -20% 4 Complete Construction Projects On-Time. # of contracts meeting targeted letting dates, within 3 months of target 18 17 8 11 16 -31% % of construction projects on schedule - 90% 100% 100% 90% 10% % of construction projects on budget - 90% 100% 100% 90% 10% ACTION: Implement Cook County Highway Department Automated Management of Projects (CHAMP). 5 Ensure Efficient Delivery of Service. % on time response to permit requests 85.7% 90.0% 88.2% 90.4% 90.0% 0% % of responses to overweight/oversize permit request within 4 hours of receipt 98.5% 95.0% 98.3% 98.2% 95.0% 3% % of responses to utility permit requests within 2 weeks of receipt 86.6% 90.0% 81.7% 85.8% 90.0% -4% % of responses to construction permit requests within 4 weeks of receipt 72.2% 80.0% 84.6% 87.1% 80.0% 7% # of full lane surface restoration miles 4.5 7.0 0.0 0.0 0.0 - # of catch basins cleaned 262 732 54 1,188 211 463% # of curb-miles swept 1,781 1,996 22 322 550 -41% # of acres of County Right of Way mowed 2,906 1,618 0 144 298 -52% ACTION: Implement GPS Tracking of maintenance crews. Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 24
  28. 28. Low Cost Rabies Vaccine Program & Micro- Chip Clinics: Provides low cost option for rabies vaccine & microchips. Spay & Neuter: During month of February, department offers $40 discount for people who spay/neuter their pets at veterinary hospitals that participate in the program. Educational Program: County-wide educational seminars provided to grades 2-8 on animal bite prevention and responsible pet ownership. Research: • Max McGraw Research cooperative project to help prevent potential conflicts between the public and wildlife e.g. raccoons and coyotes. • University of Illinois collaborative effort to monitor wildlife diseases throughout Cook County. All animals vaccinated for rabies must be registered with the Department. All veterinarians administering rabies vaccines must provide tags provided by the County in which they practice. All animals that may be infected with the rabies virus are required to undergo specified quarantines after bites or scratches. Data Entry: Register all animals vaccinated against rabies. Enter and look-up all information regarding all animals vaccinated against rabies. Tag Sales: Provide veterinarians with rabies tags. Activities include receiving orders, processing orders, packaging and shipping all orders for rabies tags. Code Enforcement: Receives and processes all bite reports and all rabies observations. Prosecutes all violators. MANDATES, PROGRAMS, AND KEY ACTIVITIES ANIMAL CONTROL BUREAU OF ADMINISTRATION Dr. Donna Alexander | Administrator | 708.974.6140 | Donna.Alexander@cookcountyil.gov Protect residents from rabies and other diseases transmitted from animal to man through professional Animal Control services; enforcing vaccinations; enforcing bite ordinances; supporting relevant research; assisting municipalities to establish animal control programs. BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 1,426 1,597 737 690 -6% Overtime 1 0 0 0 - Non-Personnel 761 1,653 838 731 -13% Appropriation Adjustment 58 161 82 0 Total Costs 2,246 3,411 1,657 1,421 -14% Avg Monthly Sick Hours per Employee 5.6 6.4 Number of Employees (FTE's) 24.0 24.0 25 | Cook County Performance by Office, 2nd Quarter 2013
  29. 29. Animal Control Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Prevent Rabies Transmission from Animal to Human. Reported human rabies cases 0 0 0 0 0 - Reported rabies cases in companion animals 0 0 0 0 0 - Average days from bite occurrence to animal evaluation/quarantine 5 3 5 4 3 33% ACTION: Educating veterinarians in importance of timeliness for quarantine reporting. ACTION: Improving the Animal Control Act in providing for stiffer penalties to owners of dogs deemed vicious or dangerous. 2 Increase Ordinance Compliance via Education & Enforcement. % compliance after violation notices are issued 68% 95% 78% 85% 95% -10% Average days from bite occurrence to violation notice 15 15 7 7 7 0% Animals vaccinated & registered 498,060 496,898 72,950 172,594 172,615 0% ACTION: Prosecuting violators through Administrative Hearings vs. the Circuit Court. ACTION: Educate police about timeliness of bite reports and the public in owner requirements when a companion animal bites. 3 Lost Pets: Improve Reunification, ID of Vaccination Status. Average # of hours to identify vaccination status of lost pets 1.0 1.0 0.3 0.3 1.0 -75% Average days to enter data regarding vaccinated animals after receipt in office 26 25 5 5 7 -29% ACTION: Public education as to the danger of rabies in unvaccinated animals and wildlife. 4 Speed Up Delivery of Rabies Tags to Veterinarians. Average business days from receipt of veterinarian tag order to delivery 2 3 2 2 2 0% 5 Other Indicators. Animals vaccinated through the low cost rabies vaccination program 5,165 4,000 - 86 - - Bite reports received 3,455 - 497 352 - - Reported rabies cases in animals (bats) 9 - 1 4 0 - Average days from bite to delivery of report to department 2 2 4 5 2 150% Educational seminars provided to schools 13 12 2 6 6 0% Rabies tag orders received 509,993 496,898 117,010 228,870 248,449 -8% Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 26
  30. 30. and internal re-evaluation insuring maximum service in the areas of greatest demand; Regularly review collection development controls and cost analysis for the redistribution of resources to make the broadest range of subject materials available to our user public in the most cost effective manner. Research Assistance: Assist members of the bench, bar, public officials, and members of the public with legal research. Legislative Reference: Assist the President and members of the County Board in the research and drafting of ordinances and resolutions for consideration by the Board; maintain a legislative reference library and review all Code updates for accuracy. Antiquarian Collection: Preserve and showcase our antiquarian collection to encourage donations of rare legal materials and to increase public interest in the history and development of the law. Establish and maintain a public County Law Library. (55 ILCS 5/5-39001) Assist the County Board and President in the research and drafting of ordinances and resolutions and ensure they are accurate in form, structure and uniformity; maintain a legislative library and ensure the Code is updated accurately. (County Code, Chapter 50, Article I) Establish and maintain a County Law Library, including branches, freely available to all licensed Illinois attorneys, judges and other public officers of the County, and all members of the public. (County Code, Chapter 50, Article II) Collection Development: Acquire, develop, and maintain a practice-oriented collection of legal research materials in print and electronic format to meet the diverse needs of our patrons; Identify the changing service needs of the public through on-going client contacts MANDATES, PROGRAMS, AND KEY ACTIVITIES LAW LIBRARY BUREAU OF ADMINISTRATION Montell Davenport | Executive Law Librarian | 312.603.5428 | Montell.Davenport@cookcountyil.gov Cook County Law Library provides a premier collection of print and electronic resources specifically tailored to address the changing needs of a diverse community that includes attorneys, judges, students, self-represented litigants, government, and the public. Cook County Law Library is an integral resource within the community that continues to provide value by improving, redirecting, and supplementing its services. Cook County Law Library utilizes advancements in technology and partnerships with other legal organizations and Cook County departments to deliver access to the highest standard of legal information and services. BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 2,590 2,864 1,322 1,139 -14% Overtime 0 0 0 0 - Non-Personnel 3,441 3,956 2,005 870 -57% Appropriation Adjustment 0 27 14 0 Total Costs 6,031 6,847 3,341 2,010 -40% Avg Monthly Sick Hours per Employee 5.9 6.4 Number of Employees (FTE's) 42.4 39.7 27 | Cook County Performance by Office, 2nd Quarter 2013
  31. 31. Law Library Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Achieve a Better Customer Experience. Satisfaction level with the library's services based on semi- annual patron survey 96% 95% - 93% 95% -2% ACTION: Install and launch new Millennium web-based integrated library management system. ACTION: Launch web portal. 2 Expand Access to Authentic and Reliable Legal Information. Patron visits - all branches 94,972 95,922 22,756 47,023 47,573 -1% Number of visitors to the Online Public Access Catalog - TBD 2,179 5,065 TBD - Usage of library's electronic legal resources - based on Westlaw transactions - 17,640 9,560 22,666 19,332 17% ACTION: Collaborate with Chicago Bar Association on self-help desk initiative. 3 Other Indicators. Chicago Bar Association ProSe Intern Program - # of patrons served - - 114 255 - - Chicago Bar Association ProSe Intern Program - Satisfaction level based on surveys - - 96% - - - # of hits on new website resource - - 118 237 - - Additional Document Processing Centers 2 2 0 0 0 - Staff hours worked per patron visit - Main branch 0.63 0.63 0.57 0.56 0.60 -7% Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 28
  32. 32. Labor Relations: Negotiates collective bargaining agreements and manages labor relations, which includes conducting hearings on 3rd step grievances. For unionized employees, 3rd step is the step prior to arbitration before a neutrally selected arbitrator; for career service employees, 3rd step is the last step in the process, before the outcome can be appealed to the Circuit Court. Medical Division: Performs pre-employment screenings, duty and non-duty related disability exams and evaluations, and first aid to current employees, when applicable. Training & Employee Development: Establishes policies and procedures to ensure the delivery of quality public service and provides training to County managers and employees. Establishes a professional and progressive merit-based human resources management system that provides the President and other County executives with the necessary flexibility and management control to assure the delivery of quality public services. Ensures compliance with the Shakman Consent Decree and Supplemental Relief Order (SRO), such that hiring and firing decisions for non-policy making positions are free from political influence. Selection, Classification & Compensation: Administers employee selection process, ensures that job descriptions accurately reflect job duties and qualifications, implements pay plans and ensures compliance with Shakman Consent Decree/SRO for Offices Under the President. MANDATES, PROGRAMS, AND KEY ACTIVITIES BUREAU OF HUMAN RESOURCES OFFICES UNDER THE PRESIDENT Maureen T. O’Donnell | Bureau Chief | 312.603.3300 | Maureen.ODonnell@cookcountyil.gov Attract and retain motivated, well qualified County employees for Offices Under the President and provide management with the personnel tools needed. Enforce fair hiring and promotion practices, free of discrimination in all of its forms. BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 2,960 3,800 1,754 1,496 -15% Overtime 0 0 0 0 - Non-Personnel 118 218 111 63 -43% Appropriation Adjustment (11) (309) (156) (1) Total Costs 3,068 3,709 1,708 1,557 -9% Avg Monthly Sick Hours per Employee 4.7 6.3 Number of Employees (FTE's) 38.0 44.4 29 | Cook County Performance by Office, 2nd Quarter 2013
  33. 33. Human Resources Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Recruit and Hire the Best Qualified Employees. Average # of applicants submitted per posting - 75 15 28 75 -63% % of qualified applicants - 50% 34% 39% 50% -11% Offer Acceptance rate - 90% - - - - ACTION: Continue to increase efficiency of hiring process. 2 Complete the hiring process in an efficient and timely manner. Average # of days from request to hire approval to hire 98 90 66 74 90 -18% Average # of days from request to hire approval to recruitment posting 21 15 9 9 15 -40% Average # of days from posting close to employee pool sent to department 15 5 3 9 5 80% Average # of days from candidate pool sent to decision to hire by department 25 30 21 26 30 -13% Average # of days from decision to hire until actual hire date 15 15 11 12 15 -20% ACTION: Compliance Plan approved March 19, 2012. Implementation underway. 3 Maintain, support, and develop current employees. Training courses conducted 70 52 7 19 26 -27% # of employees receiving training 2,623 3,235 144 400 1,618 -75% Average # of days to review FMLA applications - 5 5 4 5 -20% # of supervisors receiving Absence Management Training 101 161 163 -1% # of absence Management Training Courses 6 13 7 86% ACTION: Review processes for scheduling hearings and writing decisions in order to resolve cases more efficiently. 4 Ensure Shakman Compliance. # of sustained Shakman violations in OUP 0 0 3 3 0 - % of Employees in OUP Employment Plan Trained 100% 100% 1% 1% 10% -9% 5 Administer collective bargaining & Grievance Process. % of 2008-2012 CBA's complete - 100% 97% 98% 100% -2% % of 2012-2016 CBA's complete - - - 0% 0% - Cost of Legal Counsel for HR activity $383,418 $800,000 $12,612 TBD TBD - % of 3rd step hearings ≤ 30 days from receipt to hearing 58% 100% 100% 78% 100% -22% % of 3rd step hearings ≤ 30 days from hearing to decision 81% 100% 100% 93% 100% -7% Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 30
  34. 34. Compliance - Field Investigations, Field & Desk Audits, Credits/Refunds Requests, IDOR Letter 508, NSF Collection (Delinquent), Penalty Waiver Requests, Cigarette Audits, Registration, Overseeing Tax Exempt Process, and Use Tax Exceptions, Ordinance Review, Monthly Annual Cash/Bank Reconciliations, Delinquent Home Rule Tax Collections, Delinquency & Deficiency Assessment Process. Delinquent Property Taxes - Compile and Update Delinquent Property Master, Scavenger Sale List, Maintain Warrant Book Audit Report, REDI File Preparation and No Bid Program. Administration - Budget & Purchasing Process, Internal Audits, asset management, IT Support, Revenue Enhancement Strategies, Management Reporting, Record Retention, Staff Development, Procurement Activities. Cook County, Illinois, Code of Ordinances, Chapter 74 Taxation – Home Rule Tax Ordinances Cook County Revenue Code of Ordinances, Chapter 54, Chapter 82 Cook County Cable Television Ordinance, Chapter 78 State of Illinois Compile Statue 35, Section 200/21-10 Collections - Account receivables and receipting system for Home Rule Tax returns, payments, fees and charges, General Fee Collection, iNovah JDE reconciliation, Individual Use Tax Processing, Vehicle Sticker accounting, Cigarettes Stamp sales, Refunds and Claims, Transfer Report, Fuel Rebate, Daily Cash/Bank Reconciliation and Customer Service. MANDATES, PROGRAMS, AND KEY ACTIVITIES REVENUE BUREAU OF FINANCE Zahra Ali | Revenue Director | 312.603.5498 | Zahra.Ali@cookcountyil.gov Efficiently administer and enforce the collection of Cook County Home Rule Taxes, fees, and fines while providing courteous, professional service to the public. Also, fairly and equitably enforce Tax Compliance and accurately process revenue collections. Since 2009, the revenue from Home Rule collection has been declining due in-part to the financial crisis of 2008 and the on-going recession. As the economy starts to recover, this decline should taper off; however, high oil prices will continue to impact Gasoline and Diesel Taxes negatively. Over the past two years, implementation of automated systems (from manual processes) has temporarily slowed revenue collection. The Cook County Department of Revenue remains optimistic that automation as well as increased compliance and enforcement will increase revenues in years going forward. PERFORMANCE TRENDS BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 2,237 3,136 1,447 1,130 -22% Overtime 0 19 9 27 205 Non-Personnel 454 1,765 894 352 -61% Appropriation Adjustment 0 (2,722) (1,380) 0 Total Costs 2,692 2,198 971 1,510 55% Avg Monthly Sick Hours per Employee 4.6 6.2 Number of Employees (FTE's) 46.6 62.8 31 | Cook County Performance by Office, 2nd Quarter 2013
  35. 35. Revenue Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Maximize Compliance with Licensing and All Home Rule Taxes. % of registered Home Rule Tax Collectors filing their return on time 75% 80% 72% 70% 80% -10% # of Cigarette Tax investigations of Tobacco Retailers 5,531 5,880 1,111 2,130 2,790 -24% % of cars registered in unincorporated areas with a County Vehicle License 59% 65% 59% 59% 59% 0% % of known businesses in unincorporated areas that obtained a General Business License 60% 65% 61% 11% 65% -54% ACTION: Increase enforcement staff members and joint enforcement collaboration with the Sheriff’s Office; continue collaboration with the City of Chicago and the State of Illinois to share information on common tax collectors. 2 Improve Revenue Collections for Home Rule Taxes. Revenue collected from all Home Rule Taxes (excluding Wheel tax and Cigarette Tax) (Millions) $269.95 $257.39 $61.88 $125.82 $122.80 2% Revenue from Cigarette Tax (Millions) $123.55 $133.31 $27.20 $69.28 $66.60 4% Revenue from Wheel Tax (Millions) $3.91 $4.00 $0.12 $0.29 $0.31 -5% ACTION: Streamline collection process through implementation of lockbox and redesigned tax returns. Ultimately, obtain an Integrated Tax Administration System. 3 Increase Usage of Electronic Payments. % of payments received electronically 17% 16% 16% 31% 16% 15% ACTION: Offer multiple electronic payment functionality to tax collectors. In addition, increase the # of transaction types for electronic acceptance. 4 Reduce Home Rule Tax Delinquency Rate. % of dollars collected by collection agency from the total number of dollars sent (Home Rule Tax except cigarettes) 2% 15% 1% 2% 1% 1% % of Home Rule Tax delinquent accounts sent to Collection Agency within 30 days of becoming eligible for collection 100% 90% 100% 100% 100% 0% ACTION: Increase compliance by aggressively pursuing delinquent tax collectors through Administrative Hearings and implementation of third party collection process. 5 Ensure Good Customer Service. Average # of days to issue a General Business License 28 15 131 47 15 213% # of public awareness/education activities for home rule taxpayers 25 30 10 29 10 190% ACTION: Work with taxpayers, local business chambers and associates; improve DOR website and phone system to better assist with tax payer questions and services. Ensure County stakeholders approving General Business Licenses are on track. Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 32
  36. 36. General Liability Division • Claims reporting and recovery related to property and Municipal and Healthcare Professional Liability claims • Patient Arrestee Bill Payments – The County Jail Act obligates the County to provide for the medical needs of detainees remanded to the Sheriff of Cook County. • Medicare Section 111 Reporting Compliance - Requirement to report claim settlements for any claimant that is Medicare eligible • Unemployment Insurance administration • Issuance of Certificates of Insurance Employee Benefits Division • Benefits Administration (including health, pharmacy, dental, vision, life and flexible spending) for active Cook County employees. • Compliance with federal and state regulations regarding benefits including the Affordable Care Act. Workers Compensation Division • Administers the payment of workers compensation benefits for injuries or illness sustained in the course and scope of employment with Cook County in accordance with the Illinois Workers Compensation Act. MANDATES, PROGRAMS, AND KEY ACTIVITIES RISK MANAGEMENT BUREAU OF FINANCE Deanna Zalas | Director | 312.603.6385 | Deanna.Zalas@cookcountyil.gov Responsible for the administration of Employee Benefits, General Liability, Safety/Loss Prevention, and Workers’ Compensation programs. BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 1,451 1,515 699 657 -6% Overtime 0 0 0 0 - Non-Personnel 16 41 21 7 -64% Appropriation Adjustment (364) (935) (474) 0 Total Costs 1,103 621 246 664 170% Avg Monthly Sick Hours per Employee 6.3 5.3 Number of Employees (FTE's) 22.1 22.0 33 | Cook County Performance by Office, 2nd Quarter 2013
  37. 37. Risk Management Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Workers Compensation. # of new claims / month - TBD TBD TBD TBD - # of open claims - TBD TBD TBD TBD - Lag Time (days) - TBD TBD TBD TBD - Cycle Time of closed claims (in days) - TBD TBD TBD TBD - Average Paid on Closed Claims - TBD TBD TBD TBD - ACTION: New goals and measures for FY2013. 2 Benefits. % generic drug utilization - TBD TBD TBD TBD - # of employees participating in Health/Wellness event - TBD TBD TBD TBD - ER visits per 100 employees - TBD TBD TBD TBD - # of employees utilizing Blue Access for Members (BAM) - TBD TBD TBD TBD - ACTION: New goals and measures for FY2013. 3 General Liability. Average # of days to process subrogation - TBD TBD TBD TBD - Recoveries - TBD TBD TBD TBD - # of new claims / month - TBD TBD TBD TBD - # of open claims - TBD TBD TBD TBD - ACTION: New goals and measures for FY2013. 4 Safety. # of employees participating in a Safety training program - TBD TBD TBD TBD - Reported incidents per 100 employees - TBD TBD TBD TBD - # corrective action items closed - TBD TBD TBD TBD - ACTION: New goals and measures for FY2013. Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 34
  38. 38. Programs and Key Activities • Budget Preparation and Management • Grants Management • Performance Management Mandates • Quarterly Performance Report (Ordinance) • State Statutes governing the budget process (55 ILCS) 5/6-24001-24007) • Prepare and issue a preliminary budget on or before June 30th of each year (Presidential Mandate) • Submit the Executive Budget Recommendation to the Cook County Board of Commissioners by October 31st each year (Presidential Mandate) MANDATES, PROGRAMS, AND KEY ACTIVITIES BUDGET & MANAGEMENT SERVICES BUREAU OF FINANCE Andrea Gibson | Budget Director | 312.603.5611 | Andrea.Gibson@cookcountyil.gov • Prepare, execute, and manage the County Budget • Evaluate and analyze data to recommend improvements that realize efficiency or budget savings • Prepare budgets for federal, state, and private grants BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 1,221 1,555 718 702 -2% Overtime 2 22 10 27 169% Non-Personnel 25 24 12 2 -88% Appropriation Adjustment 0 (106) (54) 0 Total Costs 1,249 1,495 686 731 7% Avg Monthly Sick Hours per Employee 1.9 3.9 Number of Employees (FTE's) 15.1 19.0 35 | Cook County Performance by Office, 2nd Quarter 2013
  39. 39. Budget and Management Services Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Complete Budget in Timely Manner. Complete Preliminary Budget by June 30th (days) -3 0 N/A N/A - - # of days before the end of the fiscal year the Presidents Recommendation is submitted 43 50 N/A N/A - - # of days required to shift cycles after budgets are due 17 7 N/A N/A - - 2 Ensure Department Spending is within Approved Budget Level. # of departments tracking above current budget on personnel expenses 14 0 2 8 0 - # of departments tracking above current budget on non- personnel expenses 33 0 44 46 0 - # of departments tracking above current budget for overtime expenses 33 0 26 36 0 - % of personnel budget spent across all OUP depts. 98% 100% 19% 45% 50% -5% % of non-personnel budget spent across all OUP depts. 67% 100% 25% 54% 50% 4% 3 Budget Commitments. % of budget commitments implemented 91% 100% 23% 49% 45% 4% $ implemented from budget commitments (millions) $590 $613 $37 $163 $109 50% # of outstanding budget commitments 14 0 64 41 - - 4 Improve Performance of Existing Grants. % of grants with findings from the annual single audit 13% 0% N/A 9% 0% - % of grants with action plans resulting from annual single audit 100% 100% N/A 100% 100% 0% % of grant funds not expended at the close of the grant TBD 0% N/A N/A 0% - 5 Secure New Grant Funding. # of discretionary grants applied for 9 16 7 10 8 25% # of discretionary grants awarded 5 4 4 4 2 100% % of indirect costs collected from grants 100% 100% N/A N/A 50% - 6 Produce a High Quality Budget Document Using Established Guidelines and Best Practices. Budget document receives GFOA award 1 1 N/A N/A 0 - # of GFOA revisions/finding 11 1 N/A N/A - - # of repeat findings in 2012 GFOA submission - 0 N/A N/A 0 - Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 36
  40. 40. Key Activities General Ledger, including Financial Reporting Accounts Payable Payroll/Garnishments Mandates Monthly Revenue Report (Resolution) Approve or disapprove a bill from a vendor within 30 days after receipt and paid within 30 days of approval (Local Government Prompt Payment Act - 50 ILCS 505) In conjunction with Director of Human Resources to report Grade 17-24 changes at end of every pay period (Ordinance 10-O-32) Review records of the State of Illinois Child Support Enforcement Program to determine if any delinquency issues (Ordinance) Issue the CAFR and A-133 Single Audit Report within 6 months of year end MANDATES, PROGRAMS, AND KEY ACTIVITIES COMPTROLLER BUREAU OF FINANCE John Schick | Comptroller | 312.603.5601 | John.Schick@cookcountyil.gov Supervise the fiscal affairs of Cook County by maintaining the accounting records, general ledger, financial reporting, accounts payable, payroll, and garnishments in addition to being responsible for the external audit function and timely completion of the Comprehensive Annual Financial Report (CAFR). BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 2,468 2,709 1,251 1,144 -9% Overtime 3 0 0 1 - Non-Personnel 68 65 33 34 2% Appropriation Adjustment (90) 0 0 0 Total Costs 2,450 2,775 1,284 1,179 -8% Avg Monthly Sick Hours per Employee 7.9 4.7 Number of Employees (FTE's) 38.6 37.7 37 | Cook County Performance by Office, 2nd Quarter 2013
  41. 41. Comptroller Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Improve Timeliness of Financial/General Ledger Services. Average # of months required to complete CAFRs 6 6 - 6 6 0% % of items on track in CAFR plan 100% 100% 100% 100% 100% 0% # of days required to complete Revenue report 8.9 10.0 5.0 5.0 10.0 -50% % of offices/departments that submitted financial data by 15th of the month 73% 100% 67% 67% 100% -33% 2 Reduce Total Time Required to Process Invoice Payments. Average # of days to process invoices (i.e. invoice date to payment date) 47 30 42 43 30 42% % of properly completed 29A vouchers processed within 10 business days of receipt 100% 100% 100% 100% 100% 0% % of Payments made within 30 days 50% 100% 45% 50% 100% -50% 3 Enhance Accounts Payable Processing Capabilities. $ amount of payments via ACH (Millions) - $100 $28 $67 $50 34% $ amount of payments via e-payments (Millions) - $10 - - $0 - $ saved through e-payments - $100,000 - - $0 - $ saved through ACH payments (prompt payment discounts) - $200,000 $32,884 $66,471 $100,000 -34% ACTION: Implementing ACH Payment System 4 Improve Accuracy & Efficiency of Payroll Processing. # of department time keeper payroll errors TBD 50 15 18 13 38% Cost per check/direct deposit $1.98 $1.92 $1.76 $1.58 $1.92 -18% # of checks printed in error 173 0 0 0 0 - 5 Ensure Compliance with Accounting Standards and County Internal Controls. # of findings 11 0 - 2 0 - # of repeat findings 7 0 - 8 0 - # of material weaknesses 2 0 - 3 0 - # of significant deficiencies 9 0 - 7 0 - # of control deficiencies 0 0 - 0 0 - Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 38
  42. 42. Collaborate with local organizations with M/WBE membership. Quantify, verify, and report the results of the Capacity Building initiative. Identify ways to incentivize Cook County primary vendors to participate in the initiative. Review and approve certification applications; Notify certified vendors of Cook County procurement opportunities. Address deficiencies in the State of Illinois disparity study. Produce quarterly and annual reports for the President and Board outlining progress, goals, and commitments regarding supplier diversity. Help CCHHS develop policies, processes and relationships to support M/WBE procurement goals. Presidential Mandates • Play an active role in helping Cook County's M/WBEs build capacity and create jobs • Track procurement spend as it relates to job creation and capacity building at M/WBEs, in lieu of merely recording contract dollar figures Cook County Ordinances and CCHHS Policy • Ensure the full and equitable participation of M/WBEs in the County's procurement process as both prime and sub-contractors • Meet following participation % goals for M/WBEs contracting with the County: 35% of professional services contracts to M/WBE's; 25% of services and supplies contracts to MBEs and 10% to WBEs; 24% of construction contracts to MBEs and 10% to WBEs MANDATES, PROGRAMS, AND KEY ACTIVITIES CONTRACT COMPLIANCE BUREAU OF FINANCE Jacqueline Gomez | Director | 312.603.5502 | Jacqueline.Gomez@cookcountyil.gov Contract Compliance supports minority and women-owned businesses by offering a certification program, ensuring M/WBE inclusion in County contracting processes, and reporting supplier diversity levels to the President and Board of Commissioners. BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 666 694 320 325 2% Overtime 0 0 0 0 0% Non-Personnel 49 59 30 3 -89% Appropriation Adjustment 0 (94) (48) 0 Total Costs 715 658 302 329 9% Avg Monthly Sick Hours per Employee 6.3 5.9 Number of Employees (FTE's) 10.2 10.0 39 | Cook County Performance by Office, 2nd Quarter 2013
  43. 43. Contract Compliance Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Increase Supplier Diversity. % of contracts committed to MBE for Goods & Services 31% 25% TBD TBD 25% - % of contracts committed to WBE for Goods & Services 8% 10% TBD TBD 10% - % of contracts awarded to MBE for Construction 48% 24% TBD TBD 24% - % of contracts awarded to WBE for Construction 5% 10% TBD TBD 10% - % of contracts committed to MBE for Professional Services 33% 25% TBD TBD 25% - % of contracts committed to WBE for Professional Services 4% 10% TBD TBD 10% - % of contracts committed to MBE for Goods & Services (CCHHS) TBD 25% TBD TBD 25% - % of contracts committed to WBE for Goods & Services (CCHHS) TBD 10% TBD TBD 10% - % of contracts committed to MBE for Professional Services (CCHHS) TBD 25% TBD TBD 25% - % of contracts committed to WBE for Professional Services (CCHHS) TBD 10% TBD TBD 10% - 2 Department Productivity. Average processing time for new applications (days) - 90.0 TBD TBD 90.0 - Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 40
  44. 44. President's Office Mandates • Reduce cost of goods and services through strategic sourcing • Improve transparency of procurement process • Assist departments by providing leadership in the procurement and contracting process Public Procurement Code of Ethics • Foster a fair and equal purchasing environment free of improprieties and conflicts of interest, whether real or perceived Programs & Key Activities • Contract Formation • Contract Processing • Contract Management and Administration • Reporting and Analysis • Professional and Team Development Cook County Ordinances Part 1, Chapter 34, Cook County Procurement Code requires that: • For purchases and contracts of $150,000 or more: - Advertise procurement opportunities on the County’s website. - Hold public bid openings - Recommend and obtain approval from County Board to award contracts • Ensure Cook County vendors are in good standing with the law • Increase total dollars spend with M/WBE vendors in Cook County MANDATES, PROGRAMS, AND KEY ACTIVITIES OFFICE OF THE CHIEF PROCUREMENT OFFICER BUREAU OF FINANCE Shannon Andrews | Chief Procurement Officer | 312.603.5370 | Shannon.Andrews@cookcountyil.gov Add value through quality and cost-effective contracts; Create partnerships with County departments to foster a team environment while implementing best practices in public procurement; Improve efficiency through the timely execution of the procurement process in accordance with County ordinances BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 1,483 2,243 1,035 875 -15% Overtime 0 0 0 0 0% Non-Personnel 30 234 119 17 -86% Appropriation Adjustment 0 0 0 0 Total Costs 1,513 2,477 1,154 892 -23% Avg Monthly Sick Hours per Employee 3.8 3.2 Number of Employees (FTE's) 19.9 34.0 41 | Cook County Performance by Office, 2nd Quarter 2013
  45. 45. Office of the Chief Procurement Officer Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Deliver Cost Savings on County Contracts without Sacrificing Quality. Amount of savings from strategic sourcing contract initiatives (Millions) $44.2 $3.2 $12.8 $15.6 $2.0 678% % of vendors rated "Acceptable" by County Departments on product and service satisfaction surveys TBD 80% - - - - 2 Improve Operating Efficiency. Average procurement cycle time for Bids (days) - 65 61 120 65 85% Average procurement cycle time for RFP/RFQ/RFIs (days) - 190 235 216 190 14% Average procurement cycle time for Sole Source contracts (days) - 65 80 57 65 -13% Average procurement cycle time for JOC contracts (days) - 14 27 17 14 21% Average procurement cycle time for GPOs (days) - 100 - - 100 - Average procurement cycle time for Piggybacks (days) - 65 77 64 65 -1% 3 Increase Department Professionalism and Added Value. % of client departments agreeing that Purchasing department adds value to procurement process 100% 70% 100% 100% 70% 30% 4 Improve Accountability, Partnership, and Teamwork with Client Departments. % of rebids 10% 5% 11% 8% 5% 3% 5 Provide Greater Transparency in Procurement Process and Information. Procurement FOIA requests 94 80 13 16 21 -24% Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 42
  46. 46. IT Solutions and Services: Build and maintain a secure, flexible, dependable, technically sound information and communications infrastructure for Cook County agencies. Services are provided for the county’s data communications, voice networks, personal computing systems, mainframe, midrange and distributed systems operations. Technology Policy & Planning: Innovatively and cooperatively plan, develop and manage software applications and websites for other county departments to improve workflow process to address residents’ and businesses’ needs for simple, responsive, transparent and cost-effective government administration. MANDATES, PROGRAMS, AND KEY ACTIVITIES BUREAU OF TECHNOLOGY Lydia Murray | Chief Information Officer | 312.603.1400 | Lydia.Murray@cookcountyil.gov The Bureau of Technology aim is to collaboratively assist County agencies and departments to meet their business needs through collaboration, policy, strategic planning and services. BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 9,039 12,668 5,847 5,106 -13% Overtime 38 44 20 46 126% Non-Personnel 6,941 11,944 6,054 5,540 -8% Appropriation Adjustment 2,014 215 109 0 Total Costs 18,031 24,871 12,030 10,691 -11% Avg Monthly Sick Hours per Employee 6.1 4.9 Number of Employees (FTE's) 151.0 167.5 Geographic Information Systems: Provide maintenance of and access to Cook County’s enterprise geographic information system to facilitate shared geographic-based information. Services are delivered by managing resources, acquisition of GIS data and tools, performing quality assurance of GIS data and implementation of quality control measures. Project Management: Provides project management to consistently deliver successful technology projects that increase value to Cook County by aligning projects to Cook County’s strategic goals. Open Data: Increase access to and use of government data in support of good governance. Release government data that is relevant to agencies and of interest to the public. 43 | Cook County Performance by Office, 2nd Quarter 2013
  47. 47. Bureau of Technology Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Reduce Service Interruption to Minimize Overall Customer Operations. # of new incidents - TPP (ADM) - 120 16 42 60 -30% # of new incidents - Open Data / New Media - 0 1 1 0 - # of new incidents - GIS - 24 12 23 12 92% # of new incidents - ITSS - 19,560 4,908 9,223 9,780 -6% # of incidents closed - TPP (ADM) - 120 16 36 60 -40% # of incidents closed - Open Data / New Media - 0 1 1 0 - # of incidents closed - GIS - 24 12 23 12 92% # of incidents closed - ITSS - 21,120 4,781 9,097 10,560 -14% % incidents resolved within SLA - TPP (ADM) - 90% 95% 86% 90% -4% % incidents resolved within SLA - Open Data / New Media - 100% 100% 100% 100% 0% % incidents resolved within SLA - GIS - 100% 100% 100% 100% 0% % incidents resolved within SLA - ITSS - 85% 94% 85% 85% 0% 2 Improve Customer Service Delivery to Cook County Agencies. # of new service requests - TPP (ADM) 8,342 8,000 1,990 3,681 4,000 -8% # of new service requests - Open Data / New Media - 0 753 1,155 0 - # of new service requests - GIS 326 336 64 192 168 14% # of new service requests - ITSS 9,573 10,800 1,784 4,936 5,400 -9% # of service requests closed - TPP (ADM) 8,092 7,764 1,942 3,603 3,882 -7% # of service requests closed - Open Data / New Media - 0 753 1,155 0 - # of service requests closed - GIS 326 336 64 190 168 13% # of service requests closed - ITSS 9,573 9,000 1,471 4,750 4,500 6% % service requests completed within SLA - TPP (ADM) - 90% - - 90% - % service requests completed within SLA - Open Data / New Media - 100% 100% 100% 100% 0% % service requests completed within SLA - GIS - 99% 75% 92% 99% -7% % service requests completed within SLA - ITSS - 99% 78% 79% 99% -20% 3 Project Management. # of active projects - 85 49 52 85 -39% # of projects closed - 60 6 16 30 -47% % of projects on-time - 80% - 92% 80% 12% Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 44
  48. 48. d) The desired result or benefits are being achieved; e) Financial and other reports are being provided that disclose fairly, accurately, and fully all information required by law, to ascertain the nature and scope of programs and activities, and to establish a proper basis for evaluating the programs and activities including the collection of, accounting for, and depositing of, revenues and other resources; f) Management has established adequate operating and administrative procedures and practices, systems or accounting internal control systems and internal management controls; and g) Indications of fraud, abuse or illegal acts are valid and need further investigation. Audits are conducted according to the annual audit plan; results of the audits are published and provided to the President, Commissioners, Department heads and Cook County residents. County Ordinance, Chapter 2, Article IV, Division 6, Auditor, Sec. 2-311. The County Auditor's Office conducts financial, management and performance audits of County departments, offices, boards, activities, agencies and programs to independently and objectively determine whether: a) Activities and programs being implemented have been authorized by government Charter or Code, state or provincial law or applicable federal law or regulations and are being conducted and funds expended in compliance with applicable laws; b) The department, office, or agency is acquiring, managing, protecting, and using its resources, including public funds, personnel, property, equipment, and space, economically, efficiently, and effectively and in a manner consistent with the objectives intended by the authorizing entity or enabling legislation; c) The entity, programs, activities, functions, contracts, grants management, or policies are effective, including the identification of any causes of inefficiencies or uneconomical practices; MANDATES, PROGRAMS, AND KEY ACTIVITIES AUDITOR OFFICES UNDER THE PRESIDENT Shelly Banks | Auditor | 312.603.1500 | Shelly.Banks@cookcountyil.gov To promote transparency and accountability in government by providing independent and impartial reviews. To determine that those entrusted with County resources are establishing and maintaining effective controls. BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 709 898 415 269 -35% Overtime 0 0 0 0 - Non-Personnel 2 6 3 0 - Appropriation Adjustment 0 0 0 0 - Total Costs 711 904 417 269 -36% Avg Monthly Sick Hours per Employee 5.5 2.4 Number of Employees (FTE's) 9.0 9.6 45 | Cook County Performance by Office, 2nd Quarter 2013
  49. 49. County Auditor Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Ensure Transparency & Accountability in County Government. % of the audits in the Audit Plan completed 25% 100% 25% 13% 13% 0% % of completed audits available on Department website 0% 100% 0% 0% 0% - % of QAR recommendations implemented - 100% 0% 0% 0% - % of budgeted audit time allocated to assist the Comptroller's Office in issuing a timely CAFR 19% 19% 4% 19% 19% 0% % of Countywide Risk Assessment completed for OUP - 100% 0% 0% 0% - % of staff required CPE's completed 100% 100% 56% 59% 59% 0% 2 Other Indicators. # of audits on the annual audit plan 4 8 4 8 8 0% # of audits completed 1 8 1 1 1 0% # of completed internal audits published on website 0 8 0 0 0 - # of QAR recommendations implemented - 4 0 0 0 - # of days provided assistance to the Comptroller's Office 407 135 27 135 135 0% # of staff CPE's hours completed (PP Estimate) 47 41 23 24 24 0% # of competed programs for risk assessment for the OUP - 35 0 0 0 - Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 46
  50. 50. • Schedule cases for the following County Departments: Sheriff, Revenue, Health, Building and Zoning, Highway, Environmental Control, Animal Control. Also the Forest Preserve District Police. • Conduct reviews of citations at which testimony, exhibits and evidence are presented and evaluated, and a final conclusion on adequacy of the citation is issued. • Share with County departments and the Forest Preserve District relevant data relating to adjudication proceedings. • Answer inquiries from the members of the public and respondents relating to administrative adjudication process. • Maintain files of pleadings and orders. Ordinance 09-O-03 established the Department of Administrative Hearings. To provide administrative law judges to conduct administrative proceedings for departments, agencies, boards and commissions of the County. Operating in a fair and impartial manner. Providing transparency with respect to its proceedings. Entering judgments, findings and orders which are consistent with State laws and County ordinances. MANDATES, PROGRAMS, AND KEY ACTIVITIES ADMINISTRATIVE HEARINGS OFFICES UNDER THE PRESIDENT John C. Allen IV | Director | 312.603.2125 | John.Allen@cookcountyil.gov The Department of Administrative Hearings was created to allow fair, efficient and impartial appeals of citations issued by County departments and the Cook County Forest Preserve District. BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 313 383 177 172 -3% Overtime 0 0 0 0 0% Non-Personnel 728 815 413 322 -22% Appropriation Adjustment 0 0 0 0 Total Costs 1,041 1,198 590 494 -16% Avg Monthly Sick Hours per Employee 3.4 7.1 Number of Employees (FTE's) 5.0 8.0 47 | Cook County Performance by Office, 2nd Quarter 2013
  51. 51. Administrative Hearings Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Reduce Data Entry Time and Data Errors. % of citations transmitted to Administrative Hearings electronically by issuing department 80% 80% 90% 95% 90% 5% # of citations received electronically from Revenue, Sheriff, and Forest Preserve Police 40,140 - 4,911 12,585 - - ACTION: Conduct field visits with agency inspectors. 2 Increase Customer Convenience. # of parking wheel tax and vehicle equipment tickets appealed by mail 3,721 - 172 1,561 - - % of hearings held at suburban locations 1% 9% 6% 11% 10% 1% % of cases appealed online - 30% - - - - 3 Increase Percentage of Cases Adjudicated through Administrative Hearings. # of tickets issued 46,004 - 6,150 13,317 - - # of cases heard 30,005 - 8,689 19,874 - - Average Cost per Case $23.05 $22.22 $22.09 $14.00 $25.00 -44% Avg # of cases disposed per judge hour 4 - 4 - - - Dollar amount of fine judgments (Millions) $16.6 - $2.5 $4.6 - - ACTION: Implement process to hear cases for Vacant Building Ordinance. 4 Increase Public Awareness of Administrative Hearings and Ordinance. # of individuals using Administrative Hearing website to find information 9,312 - 1,888 4,327 - - ACTION: Add website address to additional locations to encourage use. Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 48
  52. 52. 49 | Cook County Performance by Office, 2nd Quarter 2013
  53. 53. COUNTYWIDE - Economic Development BUREAU OF ECONOMIC DEVELOPMENT Herman Brewer, Bureau Chief Countywide – Economic Development 50 Planning & Development 53 Capital Planning and Policy 55 Building and Zoning 57 Zoning Board of Appeals 59 Cook County Performance by Office, 2nd Quarter 2013 | 50
  54. 54. The County administers $75 million in economic development grants and controls over $1 billion through the purchase of goods and services. The County will complete the full repeal of the 1% sales tax increase by January 1, 2013, lifting a $400 million burden faced by residents and businesses. The County is pursuing a consolidated approach to economic development through the Bureau of Economic Development. The Bureau oversees planning and community development, County capital planning, building and zoning in unincorporated Cook County (including zoning appeals) and the management of the County’s real estate assets. The resulting effort is a more integrated and coordinated approach to retain and expand workforce opportunities, invest in communities, and foster economic vitality. In addition this approach results in a greater alignment and coordination with strategic partners, foundations, and community organizations focused on economic development. ECONOMIC DEVELOPMENT Cook County’s Property & Taxation goals are: 1. Pursue regional economic development 2. Increase access to living wage jobs 3. Minimize the tax burden 51 | Cook County Performance by Office, 2nd Quarter 2013
  55. 55. ECONOMIC DEVELOPMENT Reporting Office 2012 Actual 2013 Target Q2 YTD Actual Q2 YTD Target 1. Pursue Regional Economic Development # of businesses assisted through tax incentives Planning & Development 47 50 25 24 4% # of capital investment projects completed Planning & Development 70 100 57 55 4% 2. Increase Access To Living Wage Jobs # of jobs supported through construction related activities (CDBG & HOME) Planning & Development - 565 135 . - # of jobs supported through non-construction related activities (CDBG & ESG) Planning & Development - 145 151 145 4% # of jobs created through tax incentives Planning & Development 1,866 1,954 718 979 -27% # of jobs retained through tax incentives Planning & Development 1,338 1,405 212 702 -70% 3. Minimize Tax Burden Cook County consumer spending tax rate (sales tax) Countywide 1.00% 0.75% 0.75% 0.75% 0% Through collaborative projects, the County can multiply investment dollars and attract additional partners to create even greater regional economic advancement. Fostering the creation of well-paying, private-sector jobs will boost the regional economy and reduce unemployment. Lowering taxes increases economic activity, which raises business income and increases residents' spending power. Q2 Variance Cook County Performance by Office, 2nd Quarter 2013 | 52
  56. 56. Grant Management: (1) deploy and track grant funds, (2) disburse funds, (3) report accomplishments & performance measures regularly, (4) identify and apply for mission- aligned grants. Business Incentive Programs: (1) assist businesses with growth and job retention/attraction, (2) process/review incentive requests through administrative and legislative processes, (3) track incentives awarded for compliance. Regional Planning: (1) identify innovative approaches to solving regional economic development issues, (2) engage active regional partners, (3) apply new strategies to problem-solving with Cook County in the leadership role, (4) encourage collaboration among municipalities. Develop viable urban communities Support homelessness prevention Implement local housing strategies Effectively manage programs Report annual accomplishments aligned with five-year and annual plans Mandated by local legislation to stimulate economic opportunities Annual Federal Programs: (1) promote grant opportunities, (2) improve response to reflect innovative approaches, best practices, or new models, (3) review applications in accordance with HUD requirements and applicable plans, (4) provide support to sub recipients. MANDATES, PROGRAMS, AND KEY ACTIVITIES PLANNING AND DEVELOPMENT BUREAU OF ECONOMIC DEVELOPMENT Maria Choca-Urban | Director | 312.603.1033 | Maria.ChocaUrban@cookcountyil.gov Foster community and economic development through strategic leveraging of resources to stimulate: (1) sustainable community investment connecting housing, employment, development, and transportation; (2) business growth, attraction, and retention; (3) affordable housing; and (4) regional planning focused on the integration of economic, physical, and social infrastructure. New processes for measuring data currently being developed. PERFORMANCE TRENDS BUDGET* $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 774 891 411 392 -5% Overtime 0 0 0 0 0% Non-Personnel 11 148 75 3 -96% Appropriation Adjustment (309) (540) (274) (148) Total Costs 477 499 213 247 16% Avg Monthly Sick Hours per Employee 5.9 5.7 Number of Employees (FTE's) * 13.0 10.0 * FTE count and budget shown is corporate fund only. 53 | Cook County Performance by Office, 2nd Quarter 2013
  57. 57. Planning and Development Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Support Expansion of Economic Opportunities. # of jobs supported through construction activities (CDBG & HOME) - 565 135 135 0 - # of jobs supported through non-construction activities (CDBG & ESG) (non-cumulative) - 145 146 151 145 4% # of jobs created through tax incentives 1,866 1,959 382 718 979 -27% # of jobs retained through tax incentives 1,338 1,405 84 212 702 -70% # of businesses assisted through tax incentives 47 50 12 25 24 4% 2 Support Sustainable Community Investment. # of capital investment projects completed 70 100 20 57 55 4% # of beneficiaries receiving social and housing services - 22,707 7,868 16,625 11,354 46% # of blighted properties removed 8 20 14 14 16 -13% # of parcels reviewed for tax status through No Cash Bid (NCB) 2,907 1,500 843 3,011 750 301% # of parcels with delinquent tax issues cleared-up through No Cash Bid (NCB) 66 50 3 13 25 -48% # of individual taxing districts assisted through No Cash Bid (NCB) 173 35 1 93 18 417% # of parcels issued a Certificate of Purchase through No Cash Bid (NCB) 233 30 0 0 0 - 3 Support Homelessness Prevention Activities. # of at-risk households receiving homeless prevention services 1,637 868 43 125 304 -59% # of beneficiaries receiving shelter assistance 6,403 7,902 1,805 3,835 4,742 -19% 4 Implement Affordable Housing Strategies. # of affordable rental housing units produced 83 296 2 50 45 11% # of affordable for-sale housing units produced 30 56 25 68 56 21% # of affordable for-sale housing units sold 15 78 21 44 53 -17% 5 Improve Performance and Capacity of Grants Management Personnel. CDBG dollars disbursed to meet grant timeliness requirements (Millions) $6.64 $9.89 $3.98 $8.30 $6.60 26% # of days on average to approve invoices 11 15 16 18 15 20% Dollars leveraged through federal entitlement programs (Millions) $0 $20 - - - - Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 54
  58. 58. PROGRAMS AND KEY ACTIVITIES Capital Planning and Policy Complete capital projects within budget. Complete projects within approved schedule Ensure MBE/WBE participation Real Estate Management Division: Adopting a proactive approach to managing the County’s real estate portfolio through establishment of the Space Allocation Committee and implementation of the Real Estate Asset Strategic Realignment Plan. MANDATE The Office of Capital Planning and Policy (OCPP) is mandated to meet all current building codes and comply with County, City, and State ordinances as well as the mandates of other governing agencies (i.e. IDPH, JCHO, Department of Justice, etc.). The Real Estate Management Division leads property management at all County-owned and leased properties. MANDATES, PROGRAMS, AND KEY ACTIVITIES CAPITAL PLANNING AND POLICY BUREAU OF ECONOMIC DEVELOPMENT John Cooke | Director | 312.603.0300 | John.Cooke@cookcountyil.gov Capital Planning exists to provide safe, secure and accessible facilities through capital construction projects, for all County departments and elected officials, in order that they may serve the public and perform their duties in an environment that fosters efficient, convenient and cost-effective delivery of public services. Real Estate coordinates property management at all County-owned and leased facilities. BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 892 1,082 499 413 -17% Overtime 0 0 0 0 - Non-Personnel 25 31 16 3 -81% Appropriation Adjustment 0 0 0 0 Total Costs 917 1,113 515 416 -19% Avg Monthly Sick Hours per Employee 7.3 5.4 Number of Employees (FTE's) 11.6 13.0 55 | Cook County Performance by Office, 2nd Quarter 2013
  59. 59. Capital Planning and Policy Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Complete Capital Projects within Budget. % of professional services completed within 10% of original approved contract amount 96% 95% 100% 100% 95% 5% % of construction contracts completed within 10% of original approved construction budget 90% 95% 87% 100% 95% 5% Average cost change for all completed construction projects (%) 8% 5% 0% 0% 5% -5% 2 Complete Capital Projects within Original Approved Schedule. Active construction projects: Early/on-time (%) 86% 90% 87% 85% 90% -5% Completed construction projects: Early/on-time (%) 96% 90% 87% 100% 90% 10% 3 Reduce the Cost of Owned and Leased Space. Savings through reduction of leased space costs $102,993 $470,000 $63,000 $131,694 $104,000 27% Savings through reduction of owned space costs TBD TBD - - - - ACTION: Conducting space utilization audit 4 Other Indicators. % insurance compliance with annual PWA reporting 92% 90% - - - - % of on-time collections on monthly payments 98% 95% 80% 100% 85% 15% Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 56
  60. 60. The Department of Building and Zoning provides rules and regulations governing the erection, construction, alteration, demolition, or relocation of all buildings and structures within designated single family, general residence, commercial, industrial, and public zoned districts of unincorporated Cook County. The Department must inspect annually, semi-annually, or otherwise such buildings, structures, equipment, sites or parts there of relating to all: theaters, churches, schools, daycares restaurants, other assembly buildings, all multiple dwellings of four or more units. MANDATES, PROGRAMS, AND KEY ACTIVITIES BUILDING & ZONING BUREAU OF ECONOMIC DEVELOPMENT Tim Bleuher | Commissioner | 312.603.0500 | Tim.Bleuher@cookcountyil.gov Promotes the health, safety, and welfare of unincorporated Cook County residents by performing responsible and timely inspections of buildings and properties and enforcing all codes and ordinances. BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 3,125 3,193 1,474 1,495 1% Overtime 0 0 0 0 - Non-Personnel 63 78 40 10 -76% Appropriation Adjustment 0 0 0 0 Total Costs 3,188 3,271 1,513 1,505 -1% Avg Monthly Sick Hours per Employee 4.2 4.7 Number of Employees (FTE's) 42.0 41.0 57 | Cook County Performance by Office, 2nd Quarter 2013
  61. 61. Building and Zoning Goals 2012 Actual 2013 Target Q1 YTD Actual Q2 YTD Actual Q2 YTD Target Q2 Variance 1 Ensure Safe Buildings in Unincorporated Cook County. # of inspections per month 4,199 4,000 3,834 4,022 4,000 1% # of permits issued per month 206 200 163 181 200 -10% # of violations issued per month 608 550 505 609 550 11% 2 Improve Department Efficiency and Effectiveness. # of application submittals that are incomplete 27 15 0 0 8 -100% # of days to issue an easy permit (Fence, Roof, Boiler) - 10 14 13 10 30% # of days to issue other permits 57 45 53 48 45 7% 3 Improve Constituent Access and Customer Experience. % of permits purchased online 22% 30% 21% 20% 30% -10% % of survey respondents satisfied 28% 35% 33% 34% 35% -1% % of customers completing survey 25% 35% 27% 28% 35% -7% 4 Register Vacant Buildings. # of vacant properties registered 291 - 82 201 - - # of violations written for Vacant Building Ordinance 172 - 90 110 - - # of suburban municipalities adopting Vacant Building Ordinance 1 4 1 2 2 0% Favorable Variance Cook County Performance by Office, 2nd Quarter 2013 | 58
  62. 62. ZBA Staff & Applicant: Review case file, developing a proper neighbor notification list, communicating to applicant list parameters. Revise and distribute to applicants the Official Rules of Practice and Procedure. Bureau of Administration, ZBA Staff, and ZBA Board: Distribute customer questionnaires. Receive and analyze data collected post public hearings. Hearings shall take place within 45 days from when the ZBA receives the case. The Cook County Board shall receive the Findings of Fact with the Zoning Board of Appeals' recommendations no more than 90 days after the hearing. The ZBA can grant itself a 30 day extension if the applicant has not submitted the draft Findings of Fact. The County Board has to vote on the ZBA's recommendations. MANDATES, PROGRAMS, AND KEY ACTIVITIES ZONING BOARD OF APPEALS BUREAU OF ECONOMIC DEVELOPMENT Andrew Przybylo | Secretary | 312.603.0540 | Andrew.Przybylo@cookcountyil.gov Hold hearings and dispatch zoning cases on a timely basis, as required by the Zoning Ordinance; Ensure zoning cases are sent to the Cook County Board for final decision with utmost transparency; Ensure Cook County residents satisfaction of the hearing process BUDGET $(000’s) PERSONNEL 2012 Actual 2013 Target Fiscal Year to Date Target Fiscal Year to Date Actual Fiscal Year to Date Variance Personnel (without overtime) 388 469 217 233 8% Overtime 0 0 0 0 - Non-Personnel 18 26 13 4 -71% Appropriation Adjustment 0 (65) (33) 0 Total Costs 406 430 197 237 20% Avg Monthly Sick Hours per Employee 3.2 5.9 Number of Employees (FTE's) 4.0 4.0 59 | Cook County Performance by Office, 2nd Quarter 2013

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