Cook County Annual Report 2013

$ Fiscal Responsibility Innovative Leadership Transparency & Accountability Improved Services

ANNUAL REPORT 2013

Toni Preckwinkle | President

Cook County Board of Commissioners

COOK COUNTY

Table of Contents

Where Toni Has Been 2

A Letter from the President 3

Performance Management 4

Economic Development 6

Finance & Administration 10

Healthcare 14

Property & Taxation 18

Public Safety 22

Forest Preserve District 26

Where Toni Has Been2

PerformanceManagement

what we are doing


The STAR Performance Management Program allows us not only to better understand and work with the other separately elected

o�cials, but to assess and evaluate our own operations. By bringing everyone together, we have been able to change and improve gov-

ernment operations.

The STAR program launched a new website that shares how well we’re delivering the services that our residents need and

value at https://performance.cookcountyil.govWe’ve given our team the tools to succeed, by empowering our team to manage the data that they collect, we’ve seen a

43% reduction in the open procurement backlog.

Having the right information in a timely fashion has allowed us to increase the number of annual building inspections by 48% and increase the percentage of autopsy reports issued

within 90 days by 29%.

By measuring how we conduct business, we’re able to identify ways to be more e�cient. In fact, the O�ces Under the President

have reduced employee sick time from nearly 6 hours per month to under 5.5, representing a nearly 10,000 hour productivity increase

annually.

4

what’s nextWe will use the data we’ve gathered to make

sure we are investing our resources where they are needed most.

Continuing to enhance the STAR website, ensuring that it is user-friendly, easy to access, and has the information that matters most to

our constituents.

We will continue to hold ourselves accountable by tying individual performance evaluation to department goals starting with the Bureau of

Finance.

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5

Economic Development

what we are doing

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Received HUD approval of $30

million BUILT in Cook loan guarantee

program to �nance projects that will create or retain jobs in priority

development areas

Expanded HUD HOME Consortium and CDBG

Urban County jurisdiction to increase

inter-jurisdictional coordination and expand

impact of federal resources

Leveraged $14.5 million in federal funds to support 29 capital improvements, 6

demolition projects, 485 a�ordable housing units, and aided more than 50

social service & homeless service agencies

Utilized HUD Private Activity Bonds,

making tax-exempt �nancing available to a project expanding the

pool of a�ordable housing within the

County

Launched Cook County Land Bank Authority, securing $6 million in

Illinois Attorney General funding to respond to

the County's vacant and foreclosed property

crisis

Recognized by Chicago Innovations Awards for

the largest single-phase Guaranteed Energy

Performance Contracting project, resulting in $60M in

energy e�ciency upgrades


6

Launched a web-based

dashboard which allows user agencies to

check the scope, current status, and schedule of their capital projects

The Council of Economic Advisors released a

report outlining strategies to strengthen economic

development throughout Cook County and the

Chicago metropolitan region

Revised the County’s commercial & industrial tax

incentives to level the playing �eld between

Cook County’s property tax rates and those of

the collar counties

3

Began Strategic Building Inspection

program and increased by 40% annual inspections of

commercial & multifamily housing complexes in unincorporated Cook

County

Completed the Real Estate Asset Strategic

Realignment Plan, allowing for better

investment of capital resources and more

e�cient allocation of space

Expended $7.7 million Neighborhood

Stabilization Program, completing the County's

transition from a troubled NSP recipient

to a national success story


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what’s next

Utilize $30 million BUILT in Cook loan

guarantee program to �nance

projects that will create or retain jobs

in priority development areas

Revitalize communities through Cook County

Land Bank Authority's strategic

acquisition, management and

reuse of vacant and foreclosed properties

Implement recommendations of the

Real Estate Asset Strategic Realignment Plan, allowing for better

investment of capital resources and more

e�cient allocation of space

Adoption of national and state building

codes creating a more consistent and uniform

set of regulations as they relate to neighboring

municipalities

Implement Partnering for

Prosperity recommendations

to strengthen regional

collaboration

Develop Planning for Progress, combining

two federally mandated plans that will guide

funding requests, investments, and

partnerships over the next �ve years

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8

Launch redevelopment of two

sites, including the Stroger Hospital

Campus in coordination with the Illinois Medical

District and the Oak Forest Hospital site

Implement web-based tools that integrate the

asset management activities of o�ces

under the Bureau of Economic

Development

Improve business environment through the recommendations

and activities of a reconstituted


Advisory Council

Cook County Workforce

Partnership will build integrated workforce strategies focusing on high growth sectors

Transition to paperless systems at both Building &

Zoning and Zoning and Building

Administration

Continue to expand HUD Home Consortium

increasing inter-jurisdictional coordination and leveraging federal

resources


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what we are doing

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Finance &Administration

Unanimously passed budget

with no new taxes, fees or

�nes

Cut expenditures by

$430 million

Over $70 million in saving

and additional revenue through

City/County collaboration

Implemented Guaranteed Energy Performance

Contracting (GEPC). Under GEPC, the Energy Savings Company (ESCO) carry out energy e�ciency measures

and guarantees that the cost will be paid from

savings produced by the project

Improved grant funding by

roughly 21% over the previous

year

$1.1billion

Reduced taxes by

10


Launched new Performance

Management website and open-data portal to

give residents direct access to the most up-to-date County

operational data

Continued focus on absence management

with new web-based reporting tools for

o�ce managers. Seen a gain of almost 10,000 hours in productivity

Issued the Comprehensive

Annual Financial Report (CAFR)

on time

Launched a City/County reciprocal certi�cation

program to allow Minority and

Women-Owned Business certi�cation to apply to both agencies

Increased cigarette tax inforcement,

resulting in revenue collection from $133.3 million

to $148 million

Passed Demolition Debris Diversion

ordinance. Improved the recycling of

construction materials, with diversion rates

well above 70%

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what’s next

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Finance &Administration

Invest in over

$40 millionfor technology around Cook

County

Embed plans to reduce our real estate

foot-print and save over $100 million in coming

years to facilitate a�ordability of new

critical investments in County infrastructure

$14.4 millionin Health Insurance &

Pharmaceutical savings through a

more e�cient management of County bene�ts

Bring our payroll system into the 21st century via a virtual

internet based application stored in

“the cloud”

Expand Geographic Information System

(GIS) application o�erings to

municipalities for greater usage, improved

community, and updated contact information

Finalize the Cook County Hazzard Mitagation Plan (HMP) to index

known threats, hazards, and vulnerabilities. This will be the largest HMP

submitted to FEMA in the nation

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Continue our annual Supplier-Diversity

Report. Approximately $67 million or 36.7% of total contracts awarded

to Minority and Women-Owned business

Develop a comprehensive risk

assessment and mitigation program

in order to identify and prevent fraud in

County operations

Implement an innovatove, biometric Time & Attendance program to increase

accountability amongst employees and bolster

e�ciency in current payroll systems

Shape our Long Range Transportation Plan by

creating high level Advisory and Program committees. Identify

transportation investments and create a strong business climate

across the County

Submit application for The National

Association of Medical Examiners

(NAME) Accrediation.

The ability for a customer to apply, track & be issued a

building permit online without the need to

apply in person

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what we are doing

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Healthcare

Continued year over year increase in

collections—collected $87 million more

dollars in 2013 than in 2012

Reduced the days of revenue outstanding by

13% in 2013

Reduced unbilled patient

accounts by

32% in 2013

Established and sta�ed

Patient-Centered Medical Home as the

system model for coordinated primary

care

Exceeded goal of 115,000 CountyCare applications

and proudly provided more than 60,000

formerly uninsured Cook County residents with health care coverage through CountyCare

Graduated 15 CCHHS mid-level managers from

CCHHS University—an innovative management

training program designed speci�cally for CCHHS.

These and future cohorts will serve as leaders in the transformation of CCHHS

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Provided monthly quality, patient

safety and regulatory

updates to the CCHHS board

Increased transparency of the

CCHHS budget process through public budget

brie�ngs and public hearings, stakeholder meetings and easier website navigation

Reorganized leadership structure

to facilitate a system-wide strategy,

reduce layers and improve

accountability

Invested $6 million in outpatient

diagnostic imaging and laboratory services at Oak

Forest Health Center

Reduced wait times in the General

Medicine Clinic by

25% by streamlining

processes

Implemented centralized

scheduling for primary care

appointments for CountyCare

members

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what’s next

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Healthcare

2014 budget re�ects a reduced request

for taxpayer subsidy by $76 million in 2014, down 55%

from 2009

Capitation revenue in 2014 is planned to

exceed $460 million as a result of accessing new reimbursements

through the A�ordable Care Act

Further reduce days of revenue outstanding to

less than 90 days in 2014. Expand inventory management to reduce

inventory on hand, reduce supply expense,

and increase patient service revenue

In partnership with the State of Illinois, migrate CountyCare from and

1115 Waiver demonstration program

to a permanent managed care entity

Expand CountyCare health plan o�erings to

serve additional Medicaid populations

and federally-subsidized populations on the

Health Insurance Marketplace

With the CCHHS Independent Board,

update strategic plan to keep pace

with rapid changes in the health care environment

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Fully utilize new project

management o�ce to ensure e�ciency

and accountability in projects, contracts

and services

Monitor implementation of the

FY14 Quality and Performance

Improvement Plan within the structure of the Quality and Patient

Safety committee

Provide monthly education to CCHHS

board members to foster a deeper

understanding of system operations

Continue process improvements to increase patient satisfaction and improve overall

experience

Identify and address

geographic and service gaps to

better serve CountyCare

members

Update diagnostic

imaging and laboratory

services on the Provident campus

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what we are doing

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Property &Taxation

Mailed property tax bills on time for the

second year in a row, after failing to

complete the tax cycle on time in 34

years

Passed legislation to stop erroneous

homestead exemptions, leading to

$1 million in owed revenue during the

amnesty period

On time tax bills saved County taxing districts $3 million

per monthin borrowing costs

Through STAR performance

management process, convened stakeholders on a bi-monthly basis

during the tax process to ensure timely completion

86% of Board of Review appeals

were �led online for tax year 2012, an

increase of 58% over the previous tax

year

The Board began accepting online appeals prior to opening of the

township, making it more convenient

for taxpayers

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Assessor’s O�ce appeals for tax year

2013 assessment increased 28% over

tax year 2010

The Board of Review adjudicated

422,713 parcels in tax year 2012, the

second highest in Board history

Launched website video tutorial to address the most frequently asked

questions about the Assessor’s o�ce

Redesigned Assessor’s O�ce

website to make it more assessable

for tax payers

Assessor’s o�ce initiated the

Emergency Flood Revaluation &

Outreach Program for taxpayers

impacted by spring �oods

Created a cross-o�ce Frequently

Asked Questions list

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what’s next

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Property &Taxation

Establish a new norm by

continuing to mail second installment

property tax bills on time

Automate the property tax appeals

process so that a higher volume of

appeals can be adjudicated within the

allotted time at a lower cost

Completely digitize the Board of Review process so that

evidence and decisions can be submitted,

distributed, accessed, and saved

electronically

Enhance the quality and detail of County maps

through Cadastral Information

Project

Continue to meet quarterly to make

sure tax bills go out on time and to

improve inter-o�ce

collaboration

Begin the implementation of a

uni�ed Tax Administration System for all

property tax o�ces

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Continue to improve property and taxation

websites so that information can be

more easily accessed and searched by

residents and businesses

Continue to expand outreach

process to educate taxpayers about

the assessed valuation appeal

process

Implement document bar

coding in the Board of Review so that case �les can be

tracked and found quickly

Expand access to map data

systems to the City of Chicago sister agencies

Rollout the Government to Government (G2G)

Municipal Village to allow local governments to

access County map data to for greater usage, and improve community,

calendaring and updated contact information

Look for ways to streamline customer

interface with the property tax

system

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Public Safety

what we are doing

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Awarded$2 million

in grants for non-pro�t

organizations for violence prevention,

intervention, and reduction programs

Launched the Community

Anti-Violence and Restoration E�ort

(CARE) in collaboration with the Mayor’s o�ce to reduce violence and stabilize communities

Created the One Summer Chicago

program to provide youth with educational, safe summer activities for at risk youth. More than 700 youth were

selected to participate

Wrote letter to the Illinois Supreme

Court to establish a commission to

conduct an audit of Cook County court’s backlog of criminal

cases

Received$500,000 grant

from the MacAuthur Foundation to reduce the burden of pre-trial

detainees

Received over $27 million in grant funds from the Urban Areas

Security Initiative (UASI) Program to support

training, planning, and equipment to respond

and prevent threats

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3


The Department of Homeland Security &

Emergency Management trained over 6,000 Cook County �rst responders in over 120 courses and

training events

By request of the Judicial Advisory

Council, commissioned

Stemen Report that demonstrated the cost of increasing

court delays

Approved a gun ordinance to target

straw purchasing—those who legally buy guns but give them to convicted felons

or others barred from owning �rearms

Upgraded space for pre-trial services at the

Department of Corrections campus.

Detainees will have better conditions and greater opportunity to provide

information to their attorneys

Continue to host targeted Breaking

Down Barriers forums to improve community based

services for re-entering indivduals

Focusing on best practices models drawn from Cook County and the

National Association of Counties

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Public Safety

what’s next

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Continue to apply for competitive Federal Homeland Security

grants while providing local

jurisdictions with notice of available

grant opportunities

Finalize the Cook County Hazard Mitigation Plan

(HMP), the largest HMP submitted to FEMA in the nation

Continue to work with the Illinois Supreme Court to address the backlog of criminal

cases, costing the tax payers of Cook Couty

millions

Improve the setting of bond amounts to reduce the burden of

Cook County residents and their

families

Reduce the expensive burden

of permitting detainees to serve

time at the tax payer’s expense

Spearheaded the creation of new courts to deter

high-risk individuals and

reduce crime

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3


Launch pilot program with the

Cook County State’s Attorney to expidite criminal

cases

Expand DHSEM outreach by creating a

Private Sector Advisory Council to

address unique resiliency and preparedness requirements

Working to reduce

excessive delays in minor

criminal cases

Early enroll high-risk detainees

into CountyCare to reduce recidivism

Extend services to homeless detainees,

mothers with small children, and

at-risk youth

Focus on reintegration of

returning indivduals that centers on the particular barriers

facing Latinos

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what we are doing

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Forest Preserve District

Provided support for jobs training and youth

internship programs through Chicago

Greencorps, Audubon Chicago Region, Friends of the Forest Preserves,

and Fishin’ Buddies

Awarded more than $6.3 million by federal and

state funders in support of land acquisition, trail

development, restoration of natural areas,

community outreach and environmental education

Supported the Forest Preserve Foundation with

its second annual Conservation Cup Golf

Outing raising more than $150,000 to support Forest Preserve youth

programs

Began implementation of a strategic Centennial

Campaign Plan to increase public

engagement, funding support & reestablish the

role as a leader in environmental education

and outdoor recreation

Developed a Trail Master Plan for

the Preserves’ 300 miles of trails

Selected as one of eight urban

wildlife refuge partnership sites in the country by the U.S. Fish and Wildlife Service

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Attained full compliance with

the Shaman decree

Established a Commission to serve

as advisors for the Next Century

Conservation Plan

Implemented a Computerized Maintenance

Management System for work orders,

inventory, reports and more with web-based

access

Enhanced marketing e�orts, including

introducing a new full color quarterly

events brochure and related collateral and

new signage

Improved website by publishing

expanded content, including site pro�les and

interactive mapping capabilities

Administered customer service

training to all active employees

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what’s next


Forest Preserve District

Implement ActiveNet system for permit issuance

and point of sale cash management

Complete implementation of

new �nancial management system

modules related to Payroll, Fixed Assets, Grants and Capital

Projects

Develop and implement a concessions

business model

Launch and implement the Next

Century Conservation Plan, a vision to sustain the Forest Preserves for the next 100 years

Develop a Natural & Cultural Resources

Master Plan working with the Illinois Natural History

Survey and Prairie Research Institute to

prioritize and set ecological goals for 55,000

acres of natural area

Implement Campground and

Recreation Master Plans

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Develop a new GIS database for

tracking/maintenane of Preserves’ signs,

buildings, trails, parking lots and ADA compliant amenities

Finalize and implement revised Drug and Alcohol testing

policies and procedures for Forest Preserves employees

and employee candidates

Purchase and install GPS units into a portion of Preserves’ vehicles to

reduce idling, improve vehicle routing and

monitoring mileage for preventative

maintenance scheduling

Increase public attendance at nature

centers by o�ering diverse programming,

evaluating and updating special

events, and increasing promotional e�orts

Improve law enforcement

response capability to emergency events

and disasters by providing specialized

training

Update and improve Preserves general

and zone maps and develop new maps that focus on trails and destinations

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Cook County Annual Report 2013

News & Politics

Transcript of Cook County Annual Report 2013