Mayor Rahm Emanuel and Cook County Board President Toni Preckwinkle are pleased to announce that at the two-year mark of the City-County Collaboration, the City and County have identified over $70.9 million in savings or new revenue through 60 initiatives across 16 collaboration areas. The City and County reached this milestone through initiatives to eliminate duplicative services, identify new
efficiencies through coordinated enforcement and service delivery, and leverage economies of scale through joint procurements and grant applications.
In addition to delivering new savings and revenue, the Collaboration has streamlined
procurement processes and simplified the certification and renewal procedure for minority and women-owned businesses, created summer and afterschool opportunities for youth, cracked down on illegal tobacco sales, and conducted job training exercises for first responders and other emergency personnel.
Through collaboration, Mayor Emanuel and Cook County Board President Preckwinkle are changing the culture in local government. County and City employees are working together at an unprecedented level to make smarter.
Purchasing decisions that will benefit residents and businesses and continue to impact savings
and service delivery for years to come.
This document provides an overview of living wage ordinance initiatives across the United States. It defines a living wage as a minimum wage requirement for employers with government contracts or assistance to pay a wage higher than the federal minimum. The document summarizes living wage campaigns and ordinances that have passed in over 80 cities and counties, including Baltimore, Milwaukee, Boston, Chicago, Los Angeles, and many locations in New York State including Buffalo, Rochester, Oyster Bay, and New York City. It also outlines some of the common strategies used in living wage campaigns.
In this month's bumper edition the team look at:
• a legislative update on the Queen's Speech 2015
• Part 36 and costs
• homelessness and the role of the local housing authority - is a perfect storm brewing?
• the Public Contract Regulations 2015 and frameworks
• devolution deals: elected mayors
• the key facts around cities and the Local Government Devolution Bill
• town and village greens - is it a walk in the park?
• extending right to buy
• whistleblowing and the meaning of 'in the public interest'.
The DuPage ACT Initiative implemented reforms across County government and its agencies to increase efficiency and transparency. This included consolidating services, adopting uniform ethics and procurement policies, and establishing a transparency portal. Implementation has generated $116 million in projected taxpayer savings through cost reductions and service changes across County government and appointed agencies. Reforms to the Election Commission alone are projected to save $1.1 million through contracting, staffing, and facility changes.
This document is the 2021 manifesto of the ANC (African National Congress) party for local government elections in South Africa. It outlines the ANC's goals of building better communities together through improving basic services like water, sanitation, electricity and roads. It acknowledges challenges like poor service delivery and corruption in some municipalities. The manifesto pledges to renew local leadership, drive economic development and job creation, especially for youth, and root out corruption. It emphasizes partnership with communities to achieve its vision of a better life for all South Africans.
The Democratic Liberal Congress (DLC) manifesto is based on the fundamental core principles’ of liberalism of a fair and open society, whilst acknowledging that South Africa is a diverse nation with great emphasis to be made in redressing the evils of the apartheid systems.
Edmonton’s Open Data Strategy integrates the principles of the International Open Data Charter, outlines an action plan to realize the value of open data and provides metrics to evaluate performance. Through the application of this Open Data Strategy, Edmonton will continue to demonstrate international leadership in the practice of open government and will fulfill its role as a preeminent global city.
This document provides an overview of living wage ordinance initiatives across the United States. It defines a living wage as a minimum wage requirement for employers with government contracts or assistance to pay a wage higher than the federal minimum. The document summarizes living wage campaigns and ordinances that have passed in over 80 cities and counties, including Baltimore, Milwaukee, Boston, Chicago, Los Angeles, and many locations in New York State including Buffalo, Rochester, Oyster Bay, and New York City. It also outlines some of the common strategies used in living wage campaigns.
In this month's bumper edition the team look at:
• a legislative update on the Queen's Speech 2015
• Part 36 and costs
• homelessness and the role of the local housing authority - is a perfect storm brewing?
• the Public Contract Regulations 2015 and frameworks
• devolution deals: elected mayors
• the key facts around cities and the Local Government Devolution Bill
• town and village greens - is it a walk in the park?
• extending right to buy
• whistleblowing and the meaning of 'in the public interest'.
The DuPage ACT Initiative implemented reforms across County government and its agencies to increase efficiency and transparency. This included consolidating services, adopting uniform ethics and procurement policies, and establishing a transparency portal. Implementation has generated $116 million in projected taxpayer savings through cost reductions and service changes across County government and appointed agencies. Reforms to the Election Commission alone are projected to save $1.1 million through contracting, staffing, and facility changes.
This document is the 2021 manifesto of the ANC (African National Congress) party for local government elections in South Africa. It outlines the ANC's goals of building better communities together through improving basic services like water, sanitation, electricity and roads. It acknowledges challenges like poor service delivery and corruption in some municipalities. The manifesto pledges to renew local leadership, drive economic development and job creation, especially for youth, and root out corruption. It emphasizes partnership with communities to achieve its vision of a better life for all South Africans.
The Democratic Liberal Congress (DLC) manifesto is based on the fundamental core principles’ of liberalism of a fair and open society, whilst acknowledging that South Africa is a diverse nation with great emphasis to be made in redressing the evils of the apartheid systems.
Edmonton’s Open Data Strategy integrates the principles of the International Open Data Charter, outlines an action plan to realize the value of open data and provides metrics to evaluate performance. Through the application of this Open Data Strategy, Edmonton will continue to demonstrate international leadership in the practice of open government and will fulfill its role as a preeminent global city.
City of Chicago/Cook County Collaboration Final Reportcookcountyblog
The Joint Committee on City-County Collaboration provides a status update on collaboration efforts six months after its formation. It reports that collaboration has increased in key areas like workforce development, homeland security, and anti-violence strategies which have the potential for improved services and savings. To date, an additional $9.2 million in annual savings has been identified beyond the initial $11.3 million, for a total of $20.5 million beginning in FY2013. Collaboration opportunities have also expanded beyond the original 19 areas as new avenues for cooperation emerge. Pro bono support from businesses has further accelerated progress. The update indicates collaboration is on track to achieve estimated savings of $66-140 million by 2014 through continued planning and implementation
Mayor Emanuel introduced an ordinance to merge the City and County workforce development programs into a single non-profit partnership called the Chicago-Cook Workforce Partnership. The partnership will streamline operations, reduce costs by $1.1 million annually, and improve job training programs across the region. It will allow residents to more easily find training and jobs without boundaries between Chicago and Cook County. The merger is an example of increased collaboration between the City and County to offer employers a larger pool of applicants and provide residents with access to good paying jobs.
This document provides a summary of the City of Baltimore's budget and accomplishments for fiscal year 2016. It discusses how the budget focuses on seven priority outcomes like better schools, safer streets, and a growing economy. It also highlights some key investments for 2016, such as expanding youth programs, opening recreation centers, and supporting small businesses. Financial data is presented on revenues, expenditures, services funded, and progress on long-term fiscal sustainability goals.
The document provides an impact report for the Center on Policy Initiatives (CPI) for 2013. It summarizes that in 2013, through partnerships and research, CPI advocated for infrastructure investments in poorer neighborhoods, helped taxi drivers address issues in their industry, and promoted policies supporting living wages and access to good jobs in construction. CPI also saw successes in creating a city registry to track foreclosed homes and ensuring the city budget prioritizes underserved communities. The report concludes that CPI accomplished much in 2013 to build a more just and equitable San Diego.
The FY23 Somerville city budget proposes $307.77 million in expenditures, an 8.1% increase over the prior year. Revenues are projected to be $309.5 million, an 8% increase. Key investments include a historic 10% increase to the school budget, funding for mental health services and youth programs, environmental sustainability initiatives, and positions to support housing stability and equity across city departments. The budget also proposes restructuring city government with a new Chief Administrative Officer position.
The document is the 2013 Annual Report for Cook County. It provides summaries of what was accomplished in 2013 across various county departments and offices, including:
- Implementing a performance management program to improve operations and service delivery.
- Economic development initiatives that leveraged over $30 million in funds and created jobs.
- Passing a balanced budget with no tax increases while reducing expenditures by $1.1 billion.
- Expanding healthcare coverage through CountyCare and reducing the taxpayer subsidy for healthcare.
- Mailing property tax bills on time for the second year in a row after decades of delays.
- Launching new public safety programs to reduce pre-trial detainees and community violence.
Building social infrastructure - United Way of Metropolitan ChicagoUnitedWay YorkRegion
United Way of Metropolitan Chicago is working to improve lives in Chicagoland communities that are facing challenges including rising poverty, poor education outcomes, lack of health care access, and urban violence. The needs in these communities have grown as public resources have shrunk. United Way is transforming its approach from solely funding agencies to taking a leadership role in convening partners to address the root causes of these issues. It has launched LIVE UNITED Neighborhood Networks in specific communities using a hub and spoke service model to integrate education, income, and health services. Initial results from the Brighton Park Network include expanded early childhood education, a parent mentor program in schools, tax assistance generating refunds, and a health promoters program engaging parents to
The Neighborhood Network Scheme project in Nigeria aimed to help underprivileged youth through mobile services like health clinics, libraries, and disaster relief from 2010-2015. Led by Mr. Michael Iyanro and involving 2 team members, it provided services to over 34,000 people through 9 hours of mobile work per day. The project reconstructed damaged infrastructure and provided medical services to rural communities, while educating and training at-risk youth through its mobile library and entrepreneur programs. It created a network of over 3,400 members focused on social, economic, and educational change in disadvantaged areas and has shown success in employment, education, and business outcomes for local communities. There is potential to expand the Neighborhood Network approach globally
This presentation looks at commissioning for social value: an interim report produced for the Children’s Partnership in March 2014.
For more information on commissioning for social value: http://blogs.ncvo.org.uk/2014/04/07/top-tips-on-commissioning-for-social-value/
As of June 30, 2011 the City’s assets exceeded its total liabilities by $331 million, which is up $5.5 million from the previous year. Net assets
for governmental activities increased by $4.27 million, a 2.8% increase.
An October 2010 white paper that outlines the benefits of a self-funded digital government approach -- including greater efficiencies, additional cost savings, and higher constituent satisfaction with state government.
Great Cities Report - Profiles in municipal excellence - Low resolutionRachel Peer
This document discusses how cities can employ innovative and sustainable finance techniques to provide high-quality public services with limited budgets. It notes that traditional budgeting focuses on maintaining previous spending levels rather than costs or demand. Some cities now use zero-based or results-based budgeting to better allocate funds to priorities. The document uses Baltimore as an example, where focusing budgets on key outcomes and competition between departments improved efficiency and saved $202 million. Calgary has started zero-based reviews and collects performance data, but could better publish results and engage the public to further refine its budget process.
The South Central Community Action Program (SCCAP) 2010 annual report summarizes the organization's activities and accomplishments from the previous year. It notes that economic hardship for many families in the region continued due to national economic trends. SCCAP expanded many of its key programs in 2010, including Head Start, weatherization assistance, and an employment training program. The report highlights increased funding that allowed these expansions, and details statistics such as the number of homes weatherized, families assisted, and other outputs of SCCAP's programs. It closes by reaffirming SCCAP's commitment to empowering people and families to reach their potential.
City of Novi, Michigan
FISCAL YEAR 2009-2010
BUDGET MESSAGE
March 2009
It’s not that looking into the future is bad, so long as one does not restrict the present
according to a future more distant than one can see… Life itself [is] like driving at night:
You can only see as far as your headlights, but you can make the whole trip that way.”
E. L. Doctorow quoted in “The New Pioneers”, Thomas Petzinger, Jr.
Dear Mayor Landry and City Council Members:
As Novi looks ahead and plans for the future; we will not be diverted from goals even
though fog may lie ahead. To help us look forward, we rely upon community
involvement from volunteers and boards and commissions to create master plans. Staff
and outside experts provide elected leadership with options and strategies to lay out the
roadmap as our City of Novi drives forward. We apply a success formula of APPEAR
(Analyze, Plan, Prepare, Execute, Adjust, and Repeat).
The annual report summarizes the San Diego Workforce Partnership's activities and accomplishments in 2014-2015. Key highlights include:
- Partnering with community colleges to study priority industry sectors and identify skills gaps.
- Hosting work readiness workshops that helped place over 2,500 young adults in jobs through the CONNECT2Careers program.
- Opening a new career center in a corrections facility to help offenders successfully reenter the community.
ECICOG provides planning services to local governments in east central Iowa. In 2015, ECICOG secured over $1.6 million in funding for future community development projects in 4 cities. ECICOG also administered several revolving loan funds that provided over $73,000 in loans to 6 businesses. Additionally, ECICOG facilitated the development of watershed management plans for the Indian Creek and Clear Creek watersheds.
This document provides an overview of a report by the Carnegie UK Trust on rural services and engaging communities in service delivery. It discusses the challenges rural areas face in accessing services due to centralization and budget cuts. It advocates for rural communities to have a role in determining what services are provided and moving away from viewing residents as passive recipients. The report examines examples of successful community involvement from the Trust's rural action research. It stresses the need for public sector organizations to work collaboratively and engage communities to develop innovative solutions to delivering services.
Big Society One Year On - Big Society & LocalismSWF
The document discusses the Big Society initiative in the UK and provides details about its goals and progress. Specifically, it outlines the three core strands of promoting social action, encouraging public services, and empowering communities. It also lists some examples of programs and policies that have been implemented to achieve the goals of decentralization and increasing local control through the Big Society framework.
City of Chicago/Cook County Collaboration Final Reportcookcountyblog
The Joint Committee on City-County Collaboration provides a status update on collaboration efforts six months after its formation. It reports that collaboration has increased in key areas like workforce development, homeland security, and anti-violence strategies which have the potential for improved services and savings. To date, an additional $9.2 million in annual savings has been identified beyond the initial $11.3 million, for a total of $20.5 million beginning in FY2013. Collaboration opportunities have also expanded beyond the original 19 areas as new avenues for cooperation emerge. Pro bono support from businesses has further accelerated progress. The update indicates collaboration is on track to achieve estimated savings of $66-140 million by 2014 through continued planning and implementation
Mayor Emanuel introduced an ordinance to merge the City and County workforce development programs into a single non-profit partnership called the Chicago-Cook Workforce Partnership. The partnership will streamline operations, reduce costs by $1.1 million annually, and improve job training programs across the region. It will allow residents to more easily find training and jobs without boundaries between Chicago and Cook County. The merger is an example of increased collaboration between the City and County to offer employers a larger pool of applicants and provide residents with access to good paying jobs.
This document provides a summary of the City of Baltimore's budget and accomplishments for fiscal year 2016. It discusses how the budget focuses on seven priority outcomes like better schools, safer streets, and a growing economy. It also highlights some key investments for 2016, such as expanding youth programs, opening recreation centers, and supporting small businesses. Financial data is presented on revenues, expenditures, services funded, and progress on long-term fiscal sustainability goals.
The document provides an impact report for the Center on Policy Initiatives (CPI) for 2013. It summarizes that in 2013, through partnerships and research, CPI advocated for infrastructure investments in poorer neighborhoods, helped taxi drivers address issues in their industry, and promoted policies supporting living wages and access to good jobs in construction. CPI also saw successes in creating a city registry to track foreclosed homes and ensuring the city budget prioritizes underserved communities. The report concludes that CPI accomplished much in 2013 to build a more just and equitable San Diego.
The FY23 Somerville city budget proposes $307.77 million in expenditures, an 8.1% increase over the prior year. Revenues are projected to be $309.5 million, an 8% increase. Key investments include a historic 10% increase to the school budget, funding for mental health services and youth programs, environmental sustainability initiatives, and positions to support housing stability and equity across city departments. The budget also proposes restructuring city government with a new Chief Administrative Officer position.
The document is the 2013 Annual Report for Cook County. It provides summaries of what was accomplished in 2013 across various county departments and offices, including:
- Implementing a performance management program to improve operations and service delivery.
- Economic development initiatives that leveraged over $30 million in funds and created jobs.
- Passing a balanced budget with no tax increases while reducing expenditures by $1.1 billion.
- Expanding healthcare coverage through CountyCare and reducing the taxpayer subsidy for healthcare.
- Mailing property tax bills on time for the second year in a row after decades of delays.
- Launching new public safety programs to reduce pre-trial detainees and community violence.
Building social infrastructure - United Way of Metropolitan ChicagoUnitedWay YorkRegion
United Way of Metropolitan Chicago is working to improve lives in Chicagoland communities that are facing challenges including rising poverty, poor education outcomes, lack of health care access, and urban violence. The needs in these communities have grown as public resources have shrunk. United Way is transforming its approach from solely funding agencies to taking a leadership role in convening partners to address the root causes of these issues. It has launched LIVE UNITED Neighborhood Networks in specific communities using a hub and spoke service model to integrate education, income, and health services. Initial results from the Brighton Park Network include expanded early childhood education, a parent mentor program in schools, tax assistance generating refunds, and a health promoters program engaging parents to
The Neighborhood Network Scheme project in Nigeria aimed to help underprivileged youth through mobile services like health clinics, libraries, and disaster relief from 2010-2015. Led by Mr. Michael Iyanro and involving 2 team members, it provided services to over 34,000 people through 9 hours of mobile work per day. The project reconstructed damaged infrastructure and provided medical services to rural communities, while educating and training at-risk youth through its mobile library and entrepreneur programs. It created a network of over 3,400 members focused on social, economic, and educational change in disadvantaged areas and has shown success in employment, education, and business outcomes for local communities. There is potential to expand the Neighborhood Network approach globally
This presentation looks at commissioning for social value: an interim report produced for the Children’s Partnership in March 2014.
For more information on commissioning for social value: http://blogs.ncvo.org.uk/2014/04/07/top-tips-on-commissioning-for-social-value/
As of June 30, 2011 the City’s assets exceeded its total liabilities by $331 million, which is up $5.5 million from the previous year. Net assets
for governmental activities increased by $4.27 million, a 2.8% increase.
An October 2010 white paper that outlines the benefits of a self-funded digital government approach -- including greater efficiencies, additional cost savings, and higher constituent satisfaction with state government.
Great Cities Report - Profiles in municipal excellence - Low resolutionRachel Peer
This document discusses how cities can employ innovative and sustainable finance techniques to provide high-quality public services with limited budgets. It notes that traditional budgeting focuses on maintaining previous spending levels rather than costs or demand. Some cities now use zero-based or results-based budgeting to better allocate funds to priorities. The document uses Baltimore as an example, where focusing budgets on key outcomes and competition between departments improved efficiency and saved $202 million. Calgary has started zero-based reviews and collects performance data, but could better publish results and engage the public to further refine its budget process.
The South Central Community Action Program (SCCAP) 2010 annual report summarizes the organization's activities and accomplishments from the previous year. It notes that economic hardship for many families in the region continued due to national economic trends. SCCAP expanded many of its key programs in 2010, including Head Start, weatherization assistance, and an employment training program. The report highlights increased funding that allowed these expansions, and details statistics such as the number of homes weatherized, families assisted, and other outputs of SCCAP's programs. It closes by reaffirming SCCAP's commitment to empowering people and families to reach their potential.
City of Novi, Michigan
FISCAL YEAR 2009-2010
BUDGET MESSAGE
March 2009
It’s not that looking into the future is bad, so long as one does not restrict the present
according to a future more distant than one can see… Life itself [is] like driving at night:
You can only see as far as your headlights, but you can make the whole trip that way.”
E. L. Doctorow quoted in “The New Pioneers”, Thomas Petzinger, Jr.
Dear Mayor Landry and City Council Members:
As Novi looks ahead and plans for the future; we will not be diverted from goals even
though fog may lie ahead. To help us look forward, we rely upon community
involvement from volunteers and boards and commissions to create master plans. Staff
and outside experts provide elected leadership with options and strategies to lay out the
roadmap as our City of Novi drives forward. We apply a success formula of APPEAR
(Analyze, Plan, Prepare, Execute, Adjust, and Repeat).
The annual report summarizes the San Diego Workforce Partnership's activities and accomplishments in 2014-2015. Key highlights include:
- Partnering with community colleges to study priority industry sectors and identify skills gaps.
- Hosting work readiness workshops that helped place over 2,500 young adults in jobs through the CONNECT2Careers program.
- Opening a new career center in a corrections facility to help offenders successfully reenter the community.
ECICOG provides planning services to local governments in east central Iowa. In 2015, ECICOG secured over $1.6 million in funding for future community development projects in 4 cities. ECICOG also administered several revolving loan funds that provided over $73,000 in loans to 6 businesses. Additionally, ECICOG facilitated the development of watershed management plans for the Indian Creek and Clear Creek watersheds.
This document provides an overview of a report by the Carnegie UK Trust on rural services and engaging communities in service delivery. It discusses the challenges rural areas face in accessing services due to centralization and budget cuts. It advocates for rural communities to have a role in determining what services are provided and moving away from viewing residents as passive recipients. The report examines examples of successful community involvement from the Trust's rural action research. It stresses the need for public sector organizations to work collaboratively and engage communities to develop innovative solutions to delivering services.
Big Society One Year On - Big Society & LocalismSWF
The document discusses the Big Society initiative in the UK and provides details about its goals and progress. Specifically, it outlines the three core strands of promoting social action, encouraging public services, and empowering communities. It also lists some examples of programs and policies that have been implemented to achieve the goals of decentralization and increasing local control through the Big Society framework.
Similar to CITY-COUNTY COLLABORATION | SMART, EFFICIENT, TRANSFORMED GOVERNMENT OCTOBER 2013 (20)
Annual report of the Chicago Community Trust, a community foundation dedicated to improving our region through strategic grant making, civic engagement and inspiring philanthropy.
This document is authored by:
Mr. Glenn G. Wolcott
Mr. Matthew T. Crosby
Office of the General Counsel
U.S. Government Accountability Office
441 G. Street, NW
Washington, DC 20548
VIA EMAIL: crosbym@gao.gov, wolcottg@gao.gov
It is placed here for discoverability and convenience.
SUBJECT: GAO Bid Protests of EDC Consulting, Cybermedia Technologies, Inc. (CTEC), Harmonia Holdings Group, Incentive Technology Group (ITG), Brillient Corporation, Citizant, Inc., Ventera Corporation, BC Digital Services (BCDS), and IntegrityOne Partners (IOP) - B-414175.10 et al. – Agency’s Motion to Dismiss Protests
City of Chicago Tech Plan 18 Month Progress UpdateDaniel X. O'Neil
The document outlines Chicago's 18-month progress report on its technology plan to establish the city as a center of innovation. Key accomplishments include expanding broadband access, especially affordable gigabit internet; increasing public access to technology through initiatives like free WiFi in parks and libraries; growing the tech sector through job growth and training programs; and improving digital education for youth. The plan aims to ensure all residents and communities can participate in and benefit from Chicago's growing digital economy.
The document appears to be a collection of tweets from Daniel X. O'Neil on December 24, 2016. The tweets discuss organizing a youth-led tech career day, sharing principles of open technology for everyone in Chicago, and include hashtags related to books, pictures, inventing things, and being from Chicago while also including Daniel's phone number and email.
This document discusses open data and is divided into three sections - Roots, Impact, and Promise. The Roots section explores the historical context and influences that have helped advance open data initiatives. The Impact section examines how open data has already created benefits. Finally, the Promise section considers the future potential of open data and additional opportunities it may enable.
Federal it-cost-commission-report accelerating-the mission-july 21.2016 Daniel X. O'Neil
This is the work of the FEDERAL COMMISSION ON IT COST, OPPORTUNITY, STRATEGY AND TRANSPARENCY (IT COST): http://tbmcouncil.org/get-involved/it-cost-commission.html
Press release: http://www.prnewswire.com/news-releases/new-report-uncovers-more-than-58-billion-in-potential-savings-from-us-government-technology-spending-300301925.html
CITY OF CHICAGO Office of Inspector General Audit and Program Review Section ...Daniel X. O'Neil
The City of Chicago Office of Inspector General (OIG) is an independent, nonpartisan oversight agency whose mission is to promote economy, efficiency, effectiveness, and integrity in the administration of programs and operation of City government.
The OIG Audit and Program Review (APR) section supports the OIG mission by conducting independent, objective analysis and evaluation of municipal programs and operations, issuing public reports, and making recommendations to strengthen and improve the delivery of public services.
APR audits of Chicago municipal programs and operations are conducted as performance audits in accordance with generally accepted Government Auditing Standards (GAS or “Yellow Book,” December 2011 revision) established by the United States Government Accountability Office. GAS defines “performance audits” as “audits that provide findings or conclusions based on an evaluation of sufficient, appropriate evidence against criteria” (GAS 2.10). In addition to performance audits, APR may also generate non-audit work such as descriptions of programs or other non-evaluative reports.
APR’s role is separate from but complementary to the OIG Investigations section. While Investigations primarily examines allegations of individual misconduct or wrongdoing, APR focuses on the effectiveness and efficiency of programs and processes—not individuals. APR is also distinct from the OIG Hiring Oversight unit, which performs legally mandated audits and reviews of the City’s hiring and employment practices to ensure compliance with the various City hiring Plans.
Smart Chicago is a civic organization that works to improve lives in Chicago through increasing access to technology, improving digital skills, and developing products from data. It focuses on creating infrastructure like hosting apps for civic hackers and providing co-working space. Some of its projects include Foodborne Chicago, which uses Twitter to identify possible food poisoning cases, and the Civic User Testing Group for user experience testing and skills development. Smart Chicago was founded with funding from the MacArthur Foundation and Chicago Community Trust and partners with the City of Chicago.
Smart Chicago is a civic organization devoted to improving lives in Chicago through technology. It works on increasing access to the internet, improving skills for using technology, and developing products from data that contribute to quality of life. Smart Chicago was founded by The John D. and Catherine T. MacArthur Foundation, The Chicago Community Trust, and the City of Chicago. It focuses on infrastructure projects like the Civic User Testing Group and creates software like Foodborne Chicago and Chicago Early Learning.
Smart Chicago is a civic organization that works to improve lives in Chicago through increasing access to the Internet, improving digital skills, and developing data products. It focuses on infrastructure projects like hosting apps and providing co-working space. Key projects include Foodborne Chicago, Chicago Early Learning, and Chicago Works For You. The organization is funded primarily by the MacArthur Foundation and also receives support from the Chicago Community Trust, Sprague Foundation, and Knight Foundation.
GIS Data Sharing Policies & Procedures of the City of Chicago Department of I...Daniel X. O'Neil
The City of Chicago creates and maintains extensive GIS databases to support citywide operations. This data is not subject to FOIA requests, per State of Illinois Bill 1706. Therefore, the distribution of GIS data to external entities, including commercial, educational, not-for-profit, and governmental organizations, is at the prerogative of the City of Chicago.
Data will be shared with external entities based on the following criteria:
• Wherever possible, direct requestors to publicly available internet sources of map information
• Distribution of data should not incur a threat to security
• Only geographical subset area will be distributed, not entire data sets
• Most attribute data will be removed prior to distribution
• Distribution should be made in the form of images or shapefiles
• Only data that is created by the City of Chicago may be shared. Data obtained from other governmental or licensed sources may not be distributed externally.
• The authoring / business owner of the information shared must be consulted and notified.
The Chicago Police Department’s Information Collection for Automated Mapping...Daniel X. O'Neil
Computerized mapping is emerging as an effective tool to help police departments track criminal activity in neighborhoods. Combined with a technique known as geocoding (which verifies addresses and links other geographic information with them), computer mapping software can combine data sets to provide a multidi- mensional view of crime and its potential contributing factors.
Although many large police departments are using this technology, the Chicago Police Department (CPD) has put together one of the most accessible and easy-to-use programs in the Nation. Since its imple- mentation in May 1995, the Information Collection for Automated Mapping (ICAM) program has been praised by the city’s police officials, beat officers, and the public.
Because the mapping program was cre- ated in conjunction with the Department’s community policing program, the maps have been an effective way to work with residents on addressing problems in their neighborhoods. The maps are expected to become regular features of neighborhood beat meetings with police officers.
Smart Chicago is a civic organization that works to improve lives in Chicago through increasing access to the Internet, improving digital skills, and developing data products. It creates geographic information system (GIS) tools like Chicago Early Learning, Chicago Works For You, and the Chicago Health Atlas to help residents access services. Smart Chicago also assists the Cook County government with publishing open data and uses social media to identify possible food poisoning cases. The presentation emphasizes that GIS, data sharing, and past projects like EveryBlock have been important to the organization's work.
The Smart Chicago Model, Daniel X. O’Neil, Gigabit City Summit, January 2015Daniel X. O'Neil
Presentation to the Gigabit City Summit, the only event where you can learn how your city and your metro can prepare for the opportunity to become a Gigabit City. http://www.gigabitcitysummit.com/
Community Based Broadband Report by Executive Office of the PresidentDaniel X. O'Neil
Affordable, reliable access to high speed broadband is critical to U.S. economic growth and competitiveness. Upgrading to higher-speed broadband lets consumers use the Internet in new ways, increases the productivity of American individuals and businesses, and drives innovation throughout the digital ecosystem. As this report describes, while the private sector has made investments to dramatically expand broadband access in the U.S., challenges still remain. Many markets remain unserved or underserved. Others do not benefit from the kind of competition that drives down costs and improves quality. To help fill the void, hundreds of towns and cities around the country have developed their own locally-owned networks. This report describes the benefits of higher-speed broadband access, the current challenges facing the market, and the benefits of competition – including competition from community broadband networks.
\
Ordinance renaming plaza where Old Chicago Water Tower structure is located a...Daniel X. O'Neil
This resolution calls for renaming the plaza where the Old Chicago Water Tower sits as "Jane M. Byrne Plaza" to honor Chicago's first female mayor, Jane M. Byrne. It provides background on Byrne's career and accomplishments as the first woman appointed to the Chicago city cabinet and later as the first woman elected mayor of Chicago. Some of her achievements highlighted include expanding O'Hare airport, starting the Taste of Chicago festival, and announcing the Orange Line transit project. The resolution intends to commemorate Byrne's legacy through renaming the plaza in recognition of her service and achievements as mayor.
Ordinance renaming grand ballroom at Navy Pier as "Jane M. Byrne Grand Ballroom"Daniel X. O'Neil
This resolution calls for renaming the grand ballroom at Navy Pier the "Jane M. Byrne Grand Ballroom" in honor of Chicago's first female mayor. Jane M. Byrne served as mayor of Chicago from 1979 to 1983. Some of her major accomplishments as mayor included expanding O'Hare International Airport, starting the Taste of Chicago festival, and envisioning redevelopment plans for Navy Pier and the Museum Campus. The resolution aims to commemorate Byrne's legacy and ensure her achievements as Chicago's first woman mayor are not forgotten.
Ordinance renaming grand ballroom at Navy Pier as "Jane M. Byrne Grand Ballroom"
CITY-COUNTY COLLABORATION | SMART, EFFICIENT, TRANSFORMED GOVERNMENT OCTOBER 2013
1. | CITY-COUNTY COLLABORATION |
SMART, EFFICIENT, TRANSFORMED GOVERNMENT
OCTOBER 2013
Mayor Rahm Emanuel
Toni Preckwinkle
Cook County Board President
2. | City-County Collaboration • October 2013 |
Dear Chicagoans:
Before I took office, one of my first actions as Mayor-elect was to
launch a collaborative effort with Cook County Board President
Toni Preckwinkle to save taxpayer dollars, increase efficiency, and
improve the quality of services through an unprecedented level of
coordination between City and County governments.
In March 2011, President Preckwinkle and I tasked the Joint
Committee on City-County Collaboration with identifying savings
through shared services, and in July of last year I announced that
along with generating significant service improvements, the City
and County had identified more than $33 million in annual savings
and revenue, halfway to our initial goal of at least $66 million in
savings by the end of 2014. I am pleased to announce that after
two years, the City-County Collaboration has already surpassed its
initial goal by locking in $70.9 million in savings and revenue for both
governments.
The initiative has achieved significant savings and service
improvements, but this is just the beginning for City-County
Collaboration. I am committed to our partnership with Cook County,
and I look forward to continue working together to find savings,
reduce inefficiencies, and improve government services for our
residents.
Sincerely,
Mayor Rahm Emanuel
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4. | City-County Collaboration • October 2013 |
CITY-COUNTY COLLABORATION: SMART, EFFICIENT,
TRANSFORMED GOVERNMENT
Mayor Rahm Emanuel and Cook County Board President Toni Preckwinkle are
pleased to announce that at the two-year mark of the City-County Collaboration,
CITY-COUNTY
the City and County have identified over $70.9 million in savings or new revenue
COLLABORATION AREAS:
through 60 initiatives across 16 collaboration areas. The City and County reached
• Anti-Violence
this milestone through initiatives to eliminate duplicative services, identify new
• Animal Care
efficiencies through coordinated enforcement and service delivery, and leverage
economies of scale through joint procurements and grant applications.
• Administrative Hearings
• Elections
In addition to delivering new savings and revenue, the Collaboration has streamlined
• Environment
procurement processes and simplified the certification and renewal procedure
• Facilities/Energy
for minority and women-owned businesses, created summer and afterschool
• Fleet
opportunities for youth, cracked down on illegal tobacco sales, and conducted job
training exercises for first responders and other emergency personnel.
• Homeland Security
• IT
Through collaboration, Mayor Emanuel and Cook County Board President
• MBE/WBE
Preckwinkle are changing the culture in local government.
County and City
• Print Shop
employees are working together at an unprecedented level to make smarter
• Purchasing
decisions that will benefit residents and businesses and continue to impact savings
• Real Estate
and service delivery for years to come.
• Revenue
• Transportation
Background:
The Joint Committee on City-County Collaboration (Joint Committee) was
established in March 2011 to recommend ways the City and County could streamline
services, improve residents’ interactions with government, and reduce costs. In June
2011, the Joint Committee issued a report describing 19 areas for collaboration and
set the goal of achieving $66-$140 million by the end of 2014.
By the end of the first year, the collaboration achieved $33 million of savings and new
revenue – halfway to the goal of $66 million by the end of 2014. The collaboration
efforts in the first year also included the merging of three workforce boards into the
Chicago-Cook Workforce Partnership, the launching of a joint vendor fair, as well
as the coordination of new IT initiatives that improved residents’ on-line interaction
with government.
|4|
• Workforce
5. | City-County Collaboration • October 2013 |
SMART GOVERNMENT: COOPERATING TO IMPROVE
PERFORMANCE
As part of the City-County Collaboration, City and County departments
work together as “teams” and are tasked with thinking creatively to
propose projects that maximize the use of every taxpayer dollar, save
money, increase revenue, and improve service delivery and quality of life
for residents. Since the City County Collaboration last provided a public
update in June 2012, the partnership has identified more than $37 million in
additional savings and revenue. This increase was accomplished through
60 initiatives in the following areas:
• Sharing Equipment, Services, or Facilities: $2.5 million in savings
• Joint Contracts: $2.9 million in savings
• Joint Enforcement: $11.8 million in new revenue
• Grants funds awarded due to collaboration: $10.1 million
• Joint Coordination on Projects: $3.8 million
• Streamlined coordination and information sharing: $6.9 million
Increased Revenue by Cracking Down on Illegal Tobacco Sales
The Revenue Team has continued to strengthen its tobacco enforcement
efforts by cracking down on retailers that sell unstamped cigarettes for
the sole purpose of avoiding taxes. Illegal sales of unstamped cigarettes
deprive the City and County of revenue and also undermine public health
efforts to reduce tobacco use, as decreasing cigarette prices makes
cigarettes more affordable to youth and other consumers.
The City and County are now issuing citations for the each other’s Tobacco
Tax violations, which has enabled investigation teams to inspect a larger
number of businesses overall and identify additional revenue. In fiscal year
2013, the County has issued almost 300 citations totaling approximately
$360,000 in additional revenue for the City, while the City has issued 180
of the County’s citations for approximately $283,000 in additional revenue.
Coming Together to Create Summer
and Afterschool Opportunities for Children
Mayor Emanuel and President Preckwinkle are helping to build safer
communities and have implemented violence prevention initiatives that
expand after-school and summer job opportunities. The City and County
have worked with community leaders in 11 neighborhoods to form “CARE
Community Collaboratives.” These community steering committees are
charged with establishing a strategic plan to improve public safety in their
own neighborhoods, whether through expanding summer jobs programs,
forming block clubs, or working with the City and the Chicago Police
Department to shut down problem businesses.
|5|
6. | City-County Collaboration • October 2013 |
Mayor Emanuel and President Preckwinkle also created the One Summer
Chicago initiative to provide children and youth between the ages of 6
and 24 with meaningful summer engagement opportunities. In 2012, the
program evolved and the City and County launched One Summer Plus, a
first of its kind summer program for 700 justice-involved youth. This program
focused on youth from neighborhoods with elevated rates of violent crime
and provided them with mentoring, cognitive behavioral therapy, and a fulltime job. A new study released from the University of Chicago Crime Lab
found that when compared to similarly at risk-youth who did not participate
in the 2012 One Summer Plus program, participants were approximately
50% less likely to be arrested for violent crime.
In the second year of the program, One Summer Chicago 2013 provided
over 200,000 enrichment opportunities and 20,000 jobs for Chicago-area
youth, exceeding the initial projection of 18,000. Youth worked at over
1800 worksites, including 260 private sector worksites, and more than 280
youth received offers for ongoing employment. One Summer Plus was also
expanded this year to offer employment, mentoring, and social-emotional
learning skills to 1000 justice-involved youth.
Enhancing Public Safety through Strengthened Coordination
When there is an emergency—whether it is a local natural disaster, terrorist
attack or other local emergency—first responders are the first people on the
scene, providing services ranging from medical assistance to crowd control.
Through the City-County Collaboration, the City and County Homeland
Security Departments are ensuring that the safety and security of residents
is a top priority by implementing a joint approach to significantly improve
the coordination, communication, and preparedness of first responders.
The Homeland Security Team will share personal protective equipment
and coordinate web and cyber security training, better equipping first
responders to serve and protect residents, manage a greater local presence,
enhance their interoperable training, and provide one system of inventory,
distribution, and control.
“The ability of the Cook County Department of Homeland Security and
Emergency Management to combine resources with our counterparts in
the City has allowed us to allocate them more effectively and increase
our preparedness for both manmade and natural disasters while saving
the taxpayers of both the County and City money.”
– Michael Masters, Executive Director, Cook County Department of
Homeland Security and Emergency Management
|6|
7. | City-County Collaboration • October 2013 |
EFFICIENT GOVERNMENT: BETTER SERVICES AT A LOWER COSTS
Saving Taxpayer Dollars by Coordinating IT Purchases
The IT team is leveraging data and technology in order to guarantee that both
governments provide the best services possible for residents, and the City and
County CIOs are committed to ensuring that neither government is making
technology investments without first checking to see if there are opportunities
to work together. Through the hard work of the IT team, the City and County
have jointly purchased software and hardware at cheaper prices, transitioned
email and applications to the cloud, and, through partnership with the Homeland
Security Team, united cybersecurity efforts to safeguard networks.
“The City negotiated a contract with Microsoft to take their email to the cloud.
Due to our tight collaboration, the County was able to easily reach contract
terms in record speed and is joining the City with cloud email.”
– Lydia Murray, Cook County Chief Information Officer
“For years our departments went out into the market to purchase software and hardware individually,
losing money in the process. As we look for ways to stretch every taxpayer dollar as much as possible,
it wouldn’t make sense not to work together. By buying in bulk, the City and County are getting more
back for their buck in IT purchasing.”
– Brenna Berman, Commissioner and CIO, Chicago Department of Innovation and Technology (DoIT)
Streamlining the Procurement Process for Small Businesses
Through collaboration, the City and County have continued their commitment
to the success of minority and women-owned businesses, and the MBE/WBE
Team is working to improve the customer experience through the creation of
a unified MBE/WBE certification system. Firms now only need to complete one
application, which reduces the time, paperwork, and costs of completing two
separate applications for MBE/WBE status.
“As the head of a woman-owned business, I want to thank Mayor Emanuel
and President Preckwinkle for collaborating on minority and women-owned
business certification. Just this summer, I had the opportunity to do work for
the Cook County Forest Preserve District. However, I was not certified by
Cook County. Thanks to reciprocal certification, the County accepted my WBE
certification issued by the City and I was able to be a part of that opportunity.”
- Laura J. Pager, President, Gale Construction Company of Illinois
“Our review was thorough, efficient, and completed in a timely manner. The staff was very organized
and knowledgeable about my file. The County/City Reciprocal Certification program saves my company
time and money by not having to prepare redundant documentation for the same type of certification.”
- Shon Harris, Owner & President, LiveWire Electrical Systems, Inc. “Certified MBE/DBE”
|7|
8. | City-County Collaboration • October 2013 |
Streamlining Printing Processes through Common Sense Reforms
To save taxpayer dollars and improve the quality of print services delivered, the
City and County are currently sharing expensive equipment and software to
ensure that the City and County print shops are using each other’s resources
more efficiently. The City and County have streamlined printing processes and
are covering each other’s workloads. For instance, the County is currently using
the City equipment to eliminate their envelope and form backlog, and the City
is starting to send color production runs to the County.
“As public servants, we should continually strive to reduce waste, reduce
costs and save the taxpayers money. The partnership between City & County
Graphic services demonstrates our dedication to the public by furthering our
commitment of achieving this goal. I am proud to say that the Bureau of Asset
Management has participated in this effort by reducing machinery, maintenance
and supply costs. By pooling our resources, the public ultimately benefits both
financially and by receiving improved quality of printing services.”
– Joseph Maul, Manager of Graphics and Reproduction Center,
City of Chicago Department of Fleet and Facility Management
Consolidating Workforce Development Efforts
to Connect Residents throughout the Region with Jobs
In today’s challenging economy, it is critical to provide residents with the skills they
need to compete in the workforce and accelerate economic growth in the City
and County. Accordingly, within the first year of the City-County Collaboration,
three local workforce investment boards – Chicago, Northern Cook and Southern
Cook – were reconfigured into the Chicago-Cook Workforce Partnership. Prior
to the consolidation, three administrative agencies were overseeing federal
workforce development funds and programs, leading to a silo effect with little
consistency throughout the boards. The single, reorganized Chicago-Cook
Workforce Partnership is more attractive to potential funding sources, which has
led to over $6.9 million in additional grant funding, and more than $2 million in
reduced annual administrative costs. The Partnership has also improved service
delivery to residents seeking jobs by providing a more comprehensive picture of
job openings, career paths, and programs across the region.
“The Chicago Cook Workforce Partnership is a testament to the power of collaboration. By joining
the prior existing federally-designated local workforce investment areas, we have shed artificial
boundaries and gained uniform policies for the benefit of our residents and businesses alike.”
- Karin Norington-Reaves, CEO Chicago Cook Workforce Partnership
|8|
9. | City-County Collaboration • October 2013 |
TRANSFORMED GOVERNMENT: FOCUSING ON RESULTS,
NOT BUREAUCRATIC TURF
The City-County Collaboration has resulted in a culture change that
encourages employees to share information, innovate, and pursue
opportunities that will continue to influence service delivery and savings for
future generations. Dozens of City and County employees have contributed
to the City-County Collaboration efforts since the partnership was launched,
and new opportunities continue to emerge. Team members hold regular
working group sessions on a monthly, weekly, or more frequent basis, and
senior staff from the Mayor’s Office and President’s Office meet bi-weekly,
ensuring that team projects are moving forward.
Thinking Creatively to Maximize Taxpayer Dollars
By working together, teams continue to find ways to deliver on the promises
made to City and County taxpayers. For instance, to reduce costs and energy
consumption of City and County buildings during hours of peak demand,
the Facilities/Energy team is developing a new agreement with a Demand
Response Provider as identified in a competitive solicitation process. In
addition, the Real Estate team is arranging for the conveyance of City-owned
buildings to the County in order to save money through cost-avoidance, and
the Fleet team is working to enhance the City and County fleet fueling services
by finalizing an Inter-Governmental Agreement that will allow for the City to
provide fueling services at its fuel sites for County cars within City limits.
“Through our renewed collaboration with the County, both organizations have shared and learned energy
procurement and management best practices that ultimately led to better decision making and lower
costs.”
– Janel Forde, Deputy Commissioner, Energy and Capital Planning, City of Chicago Department of Fleet
and Facility Management
“Cook County is now incorporating the City in our daily lives, prior to acting
on any purchase, and/or project…We always say to ourselves, ‘Can we
piggyback on a City contract? Call the City, maybe they have a Contractor’
It’s just the way of life.”
- Jim D’Amico, Cook Count Facilities Management Director
“In an era of doing more with less, the opportunity to brainstorm and
problem solve with my colleague at the City has been invaluable.”
- Anna B. Ashcraft, Real Estate Director, Cook County Real Estate
Management Division
|9|
10. | City-County Collaboration • October 2013 |
“Collaboration with the City has been extremely helpful to the County in regards
to improving and enhancing fleet management as well as initiating a new car
sharing program.”
- Jerry Pray, Cook County Senior Industrial Engineer
Exploring Further Ways to Collaborate
Since the initial Joint Committee report was proposed, new teams have formed,
as City and County managers have explored further ways to work together. For
instance, the staff from the Cook County Department of Environmental Control,
and the City of Chicago Departments of Public Health, Transportation, and Fleet
and Facility Management initiated the establishment of an Environment Team,
which has already proposed a series of new goals and is cooperating to secure
grant funding instead of competing. Additionally, a newly formed Transportation
Team has already identified over $2M in estimated savings through ten proposed
collaboration initiatives that leverage joint contracts and allow the City and
County to share in-house services.
“Environmental issues typically do not stop at geographic boundaries, such as the City-County border. Cooperation
and increased communication between environmental departments in the city and county to address these issues is
critical to continue improving the environment in Cook County and the quality of life for its residents.”
– Kevin Schnoes, Deputy Director of the Cook County Department of Environmental Control
“Our City-County collaboration has brought together two units of Government
that have worked closely to compliment our strengths—Staff and Contracts—
and weaknesses so that we could deliver projects quicker and ultimately better
serve the Residents of the City and County”
- John Yonan, P.E. Superintendent, Cook County Department of Transportation
and Highways
The Joint Committee on City-County Collaboration
The Joint Committee is comprised of eight business, community, government,
and labor leaders with extensive experience in improving service delivery. The
Joint Committee meets bi-monthly to review and oversee the progress of the
City-County Collaboration efforts.
The members of the Joint Committee on City-County Collaboration are:
• Gloria Castillo, Chicago United
• Deb DeHaas, Deloitte LLC
• Alderman Pat Dowell, 3rd Ward, City of Chicago
• Commissioner John Fritchey, 12th District, Cook County Board
• Ralph G. Moore, Ralph G. Moore & Associates (RGMA)
• Jorge Ramirez, Chicago Federation of Labor
• Juan Salgado, Instituto del Progreso Latino
• Paula Wolff, Metropolis Strategies
| 10 |
11. | City-County Collaboration • October 2013 |
CITY-COUNTY COLLABORATION TEAM INITIATIVES
These are savings and revenue identified since January 2013
1.
Environment Team
A.
Construction & Demolition (C&D) debris recycling: Online tracking of recycling data that eases the burden on the
regulated community
i. Savings: $20,000 (total savings to the City)
B.
Environmental Compliance: Coordination to limit issues (contamination, theft of stolen property, etc.)
that are typically associated with waste management and recycling facilities.
i. Savings: $50,000 total ($25,000 City; $25,000 County)
C. Contracts: Shared procurement of contractors for environmental activities
i. Savings: $50,000 ($25,000 City; $25,000 County)
2.
Facilities/Energy Team
A. Demand Response Program RFP: The City and the County will develop a new agreement with a Demand Response
Provider(s) as identified in a competitive solicitation process. The City is currently taking the lead on researching and
drafting the RFP in collaboration with the County.
i. Savings: $550,000 total ($50,000 City; $500,000 County)
B. Landscaping Contract: The County will participate in a City Landscaping Contract (CDOT) and will collaborate on
contractual dates.
C. County Water Billing Consolidation: A large percentage of meters were read at the Jail in this quarter. Meter
replacement ongoing.
D. Meter Water Usage for major City/County Facilities: Installation of automatic read meters to begin in last quarter of
2013
3.
Fleet Team
A. Inter-Governmental Agreement for the City to provide fueling services for County cars within the City limits at
the City’s fuel sites
i. Savings: $50,000 (total savings to the County)
B. Joint purchase of Vehicle Maintenance System: software package to upgrade City’s system and replace County’s
4.
Homeland Security Team
A. Shared personal protective equipment and mass care ordering and stockpile initiative
i. Savings: $100,000 (total savings to the City)
B. Collaborative training and exercise facility investment and usage
C. Web EOC
i. Savings: $518,420 (total savings to the County)
i. Savings: Savings from this initiative will be realized either during or after an incident. By sharing a platform – this
allows for seamless coordination between the City and County before, during and after an incident which in turn
could lead to savings in personnel, equipment usage and also lead to faster reimbursement after a disaster (when
applicable).
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12. | City-County Collaboration • October 2013 |
D. Cyber Security Training: Provide City and County employees with Cyber Security Training
E. Joint Radio Equipment Contract: The City and County are working together on a joint RFP for radio equipment
5.
IT Team
A. IT/Security Collaboration: Cook County using the City’s security-related templates for standards and process
i. Savings: $6,000 total ($3,000 City; $3,000 County)
i. Savings: small savings in labor to create original documents
B. Sharing City payment card industry knowledge with the County: helps future efforts to structure County contract.
i. Savings: small savings in labor to create original documents
C. County participating in City Cyber defense training
D. Email/Apps Collaboration: Cook County is incorporating the City’s cloud-based email solution into existing Microsoft
agreement, which will produce savings – and is using Microsoft enterprise agreement to secure email archiving services.
i. Savings: $400,000 (total savings to the County)
E. Wide Area Network Collaboration: Cook County is utilizing City contract to procure Cisco equipment for WAN
upgrade more quickly – and secured a larger discount on Cisco equipment by taking the City’s recommendation
to request a larger discount.
i. Savings: $985,000 (total savings to the County: $685,000 savings for Phase I, and an additional $300,000 savings for
Phase II)
F. Right of Way Collaboration
G. MBE/WBE Collaboration: replace out-of-date vendor certification and compliance monitoring software
i. Savings: TBD
i. Savings: $250,000 (total savings to the County)
H. Network Service RFP: The proposal calls for managing and supporting of LAN and WAN network infrastructure, which
will include engineering. Monitoring, provisioning, and troubleshooting.
i. Savings: TBD
I.
Pulling Fiber from Dale to Thompson Center
i. Savings: $193,000 (total savings to the City)
J. Automated Vehicle Location Services: multi-agency procurement to outfit various fleets and other GPS – enabled
vehicles with tracking hardware supported by administrative mapping component.
K. SDE Server Consolidation: consolidation of spatial data engine to manage spatial data for relational database
i. Savings: None based on conclusion of collaboration
management. Access, setup and testing will be performed.
i. Savings: $43,000 savings to the City
L. Investigate the possibility of County entering into a MPA with ESRI for a master purchasing agreement to allow
all municipalities, including the City, to buy at County’s discount level
i. Savings: TBD
M. Improvement data communication between County and City agencies
i. Savings: TBD
N. Review of existing GIS applications for possible viewing capability/file transfers between agencies
i. Savings: TBD
| 12 |
13. | City-County Collaboration • October 2013 |
O. IT Team Bulk Purchase of software and equipment:
i. Savings: $2M (identified by CCA)
6.
Joint Homeland Security/IT Team initiative:
A. Improvements in Intrusion Detection
i. Savings: $5.3M ($2M each from UASI federal grant and an additional $1.3M in savings from joint purchase)
7.
MBE/WBE Team – Revenue Neutral
A. Revise City and County “NEW” certification applications including no-change affidavit and re-certifications
B. Identify necessary M/WBE Regulations and Ordinance Changes
C. Revise Standard Operating Procedures (SOP)
D. City of Chicago and Cook County M/WBE Regulations and Ordinance changes
E. City C2 system changes regarding application
F. County replacement of certification/monitoring software to C2 system
8.
Print Shop Team
A. IGA between the City and County to provide print services for each other
i. Savings: $740,000 ($90,000 City; $650,000 County)
B. Implement Single Order Online System
i. Savings: $20,000 (total savings to the County)
9.
Real Estate Team
A. Furniture reuse program
i. Project Completion: Ongoing
B. County use of vacated 13th District Police Station at 937 N. Wood
C. Conveyance of 6337 S. Woodlawn and 3524 S. Michigan to County for $1.00
i. Savings: $291,540 (total saving to the County)
i. Savings: $298,000 ($40,000 City; $258,000 County)
10.
Revenue Team
A. Exchange of Updated Tax Registration files on Amusement Tax, Vehicle Fuel Tax, Parking Tax, Liquor Tax, and
Non-entitled Use tax
B. Exchange of Tax Enforcement results twice annually
C. IGA - Sheriff Jurisdictional to issue citations
i. Savings: $600,000 total ($100,000 City; $500,000 County)
i. Savings: $1,600,000 ($100,000 City; $1,500,000 County)
i. Savings: $255,000 (total savings to the County; City savings are pending negotiations)
D. Overall Increased Tobacco Enforcement: Joint Tax Stamp IGA, inspection of licensed City Locations within a two-year
period, and review of potential ordinance amendments to increase enforcement and compliance
i. Savings: $10,900,000 ($3.9M City; $7M County)
E. Joint Parking tax structure change (tier to %): Revenue neutral
| 13 |
14. | City-County Collaboration • October 2013 |
F. County to continue to establish a City license hold on County Debtors
i. Savings: $600,000 (total savings to the City)
G: Tax Collection from data exchange, tobacco fines
i. Savings: $4M (identified by CCA)
11.
Transportation Team
A. Share City Underground Coordination Map with the County
B. Use City/County Engineers for Ad Hoc Projects
i. Savings: $400,000 (total savings to the County)
D. Pavement Condition Index (PC)
i. Savings: $400,000 ($150,000 City; $250,000 County)
C. Construction Management Database
i. Savings: $300,000 (total savings to the County)
i. Savings: $50,000 (total savings to the County)
E. Use Existing Construction and Professional Engineering Contracts
i. Savings: $500,000 (total savings to the County)
F. Compare lane Marking Contracts
G. Sign Contracts:
i. Savings: $50,000 ($25,000 City; $25,000 County)
H. Rail Road Grade separations
I.
Share County Striping Contract
i. Savings: $100,000 (total savings to the City)
J. Arterial resurfacing of County routes
K. Additional $250,000 in savings identified (spread amongst three initiatives): Arterial resurfacing on Touhy and
Ashland Avenue; Cost savings based on City bidding; Striping Contract.
12.
Chicago-Cook Workforce Partnership
A. Grant (Workforce Innovation Fund) from U.S. DOL to create a data system for performance tracking, client
information, collect and disseminate data.
i. Savings: $3,000,000 (identified by CCA in their public report, the dates below reflect the funds that will be
expended)
•
Expended as of June 30, 2013 - $161,426
•
Obligations from 12/1/2012 - 6/30/2015- $764,861
•
Obligations from 1/1/2014 – 6/30/2015 - $1,900,000
•
The remaining balance will be charged to cover Partnership costs throughout the time of the grant.
B. Reconfiguration of 3 local workforce investment areas into one non-profit administrative agency serving all of
Cook County and the City of Chicago
i. Savings: $2,000,000
| 14 |
15. | City-County Collaboration • October 2013 |
C. 1E Dislocated Worker Assistance state grant from DCEO, to increase system capacity and to eliminate waiting
lists at workforce centers.
i. Savings: $3,000,000
D. National Emergency DCEO state grant, for additional training/employment
i. Savings: $960,000
E. Range of Strategic Initiatives—Job Clubs, Platform to Employment expansion, Parent Partnership, Youth
employment initiatives
i. Savings: $150,000 commitment to date. Proposals for additional funding under review.
F. Regional Service Delivery Improvements – revenue neutral
i.
ii.
Consolidate RFP Process
Improve LMI Data Analysis & Utilization/Dissemination
iii.
Focus Career Path Occupations for ITA purposes
iv.
Revise training provider certification/evaluation process
v.
Link workforce system with region’s economic development efforts
vi.
Improve performance management
vii. Create Integrated Workforce Information System
| 15 |