2013 q2 star report final

COOK COUNTY PERFORMANCE BY OFFICE

2nd Quarter

Toni Preckwinkle President

Cook County Board of Commissioners

March 1st, 2013 – May 31st, 2013

http://www.cookcountyil.gov/STAR

TABLE OF CONTENTS

Introduction 1

COUNTYWIDE - Finance & Administration 5 Human Rights, Ethics, and Women’s Issues 11

Justice Advisory Council (JAC) 13

Homeland Security & Emergency Management (DHSEM) 15

Environmental Control 17

Medical Examiner 19

Adoption and Child Custody Advocacy 21

Transportation & Highways 23

Animal Control 25

Law Library 27

Human Resources 29

Revenue 31

Risk Management 33

Budget and Management Services 35

Comptroller 37

Contract Compliance 39

Procurement 41

Bureau of Technology 43

Auditor 45

Administrative Hearings 47

COUNTYWIDE - Economic Development 50

Planning and Development 53

Capital Planning and Policy 55

Building and Zoning 57

Zoning Board of Appeals 59

COUNTYWIDE - Healthcare 62

Health & Hospitals System System Financial Overview 67

Shared Services 71

Inpatient Services (Stroger, Provident, Cermak) 73

Outpatient Services (Ambulatory & CORE Center) 77

Department of Public Health 79

COUNTYWIDE - Property & Taxation 86

Assessor 91 Board of Review 95 County Clerk 99 Recorder of Deeds 101 Treasurer 103

COUNTYWIDE - Public Safety 106

Chief Judge 109 Clerk of the Circuit Court 111 Public Defender 113 Sheriff

Fiscal Administration & Support Services 115

Court Services 117

Sheriff’s Police 119

Reentry & Diversion Programs 123

Department of Corrections 125

State’s Attorney 127 Facilities Management 129

COUNTYWIDE - Forest Preserve District 132

At Cook County, we are setting targets to achieve results. Since its establishment the STAR Performance Management program has increased visibility into the County’s operations and generated substantial returns through increased revenue, decreased costs and improved services. STAR is a partnership of the Board of Commissioners, County Agencies, employees, and residents. All County offices and agencies report progress toward stated goals, and work together to improve performance. The STAR program was initiated in February of 2011 and we published our first report in July 2011. This is our ninth report. We will continue to report on progress every three months to tell you how well Cook County is doing, to point out where we have room for improvement, and to invite you to share your ideas on how to run the County more effectively and efficiently. Please read through and respond to this report. Your feedback is critical to moving our county forward and achieving the results you expect. Goals of the program The efforts of each office within the County have been linked to countywide goals in the areas of public safety, healthcare, property and taxation, and economic development. The STAR program provides a forum for county agencies to work jointly to set priorities, identify opportunities, address problems, and measure performance transparently. Through STAR, the County regularly reports performance data, creating a culture of transparency and accountability. During internal reviews with senior County leadership and the quarterly STAR reports, County agencies demonstrate successes and highlight areas for improvement. Residents and decision makers have access to critical operational data that helps them to hold their government accountable. In addition, performance data provides decision makers valuable information in deciding how best to direct tax dollars. Quality performance data is important to understanding how budget decisions will impact operations and is a critical input to performance based budgeting.

1 | Cook County Performance by Office, 2nd Quarter 2013

Cook County Performance by Office, 2nd Quarter 2013 | 2

This report shows the services Cook County provides, which are paid for by the taxes we

collect. It shows how well we’re providing them and where we want to improve. We want to

hear from you:

What are your ideas for improving county services?

What do you think of our goals and measures?

How well does our data reflect your experience?

You can share your views on our website:

http://www.cookcountyil.gov/STAR.

How To Read STAR Reports And Give Feedback


How do we measure progress to these goals? Measures that are on target get a star.

What is the department trying to achieve? What goals have they set?

What does this department do? What services do they provide?

How much do they spend? Halfway through the year, are they within their budget? Note: Year to date is December 1 through August 31.

What are we doing to improve performance?

In setting goals, we looked at prior performance. We looked at similar government agencies in

other large urban counties and trusted professional associations such as the National Center for

State Courts, the National Prosecutors Survey, the Government Finance Officers Association, and the

National Performance Management Advisory Commission. Throughout, we consulted the experts in

the field.


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COUNTYWIDE - Finance & Administration

BUREAU OF ADMINISTRATION Martha Martinez, Acting Chief Administrative Officer

HUMAN RESOURCES

Maureen O’Donnell, Bureau Chief

BUREAU OF FINANCE

Ivan Samstein, Chief Financial Officer

BUREAU OF TECHNOLOGY

Lydia Murray, Chief Information Officer

Countywide – Finance & Administration 5

Human Rights, Ethics, and Women’s Issues 11

Justice Advisory Council (JAC) 13

Homeland Security 15

& Emergency Management (DHSEM)

Environmental Control 17

Medical Examiner 19

Adoption and Child Custody Advocacy 21

Transportation and Highways 23


Animal Control (Special Purpose Fund) 25

Law Library (Special Purpose Fund) 27

Human Resources 29

Revenue 31

Risk Management 33

Budget and Management Services 35

Comptroller 37

Contract Compliance 39

Procurement 41

Bureau of Technology 43

Auditor 45

Administrative Hearings 47


Cook County has 22,000 employees and a 2013 proposed budget of $2.9 billion. An organization of this size requires sound management in the areas of budgeting, revenue collection, human resources, purchasing, and fiscal oversight. After the Board passes the annual appropriation, responsibility for staying on budget resides with each County agency. Quarterly STAR reports help identify spending patterns. Strong financial oversight ensures problematic patterns are identified early and spending is adjusted where needed to remain on budget. Revenues from fees, taxes, and fines are collected by several departments and offices. Revenues are collected by the Revenue Department and the revenue function within other agencies. Having the correct people in the correct jobs at the right time is critical. Human Resources fills vacancies, trains employees, and manages policies on absence and leave.

FINANCE & ADMINISTRATION

Cook County’s Finance & Administration goals are: 1. Maintain a healthy financial position

2. Collect money owed efficiently and effectively

3. Support county workforce needs through timely hiring

4. Improve personnel oversight

5. Procure goods fairly, timely, & cost-effectively


FINANCE & ADMINISTRATION ReportingOffice

2012Actual

2013Target

Q2 YTDActual

Q2 YTDTarget

1. Maintain A Healthy Financial Position

Personnel and non-personnel spending remaining within budget is necessary for financial viability.

Personnel expense, without overtime Budget $1,752.5 $2,110.3 $848.9 $1,055.1 -20%

Overtime expense Budget $60.8 $40.9 $34.6 $20 69%

Non-personnel Budget $520.3 $281.8 $326.1 $140.9 131%

Subtotal Budget $2,333.6 $2,433.0 $1,209.6 $1,217 -1%

Payments for Bond Interest Budget $193.5 $187.4 $86.5 $93.7 -8%

Pension Budget $196.1 $193.0 $96.5 $96.5 0%

Allowance for collection Budget $8.7 $0.0 $0.0 $0.0 0%

Grants** Budget $127.4 $134.4 $67.2 $67.2 0%

Total expense Budget $2,859.4 $2,947.8 $1,459.8 $1,473.9 -1%

2013 Q1 Actual Expenditures as of March 11, 2013**Grant Expenditures Estimated for FY2013

2. Collect Money Owed Efficiently and Effectively

Timely collection of taxes, fines, fees, & intergovernmental transfers.

Property Tax revenue Revenue $335.2 $355.9 $148.3 $148.3 0%

Non-CCHHS Fee revenue Revenue $280.4 $269.8 $97.8 $98.4 -1%

CCHHS Patient Fees Revenue $276.1 $231.1 $99.5 $94.2 6%

CCHHS Medicaid Plan Revenue $131.3 $131.3 $0.0 $0.0 0%

CCHHS DSH & BIPA Fees Revenue $170.6 $150.8 $65.9 $62.8 5%

1115 Medicaid Waiver Expansion Revenue $0.0 $197.0 $3.6 $3.2 12%

Home rule tax revenue Revenue $849.3 $788.6 $342.8 $340.0 1%

Intergovernmental revenue Revenue $141.1 $136.9 $42.5 $43.5 -2%

Other revenue Revenue $27.8 $34.3 $15.8 $14.3 10%

Total revenue Revenue $2,211.7 $2,295.7 $816.2 $804.8 1%

2012 Actuals from the Preliminary Revenue Report as of November 30, 20122013 Q2 Actuals as of April 31, 2013

3. Support County Workforce Needs Through Timely Hiring of Well-Qualified Employees

Efficiently filling vacant positions improves productivity and reduces the need for overtime.

# of days to fill vacancies from request to start date Human Resources 98 90 74 90 -18%

# of Shakman sustained violations Human Resources 3 0 3 0 -

Q2Variance


FINANCE & ADMIN (page 2) ReportingOffice

2012Actual

2013Target

Q2 YTDActual

Q2 YTDTarget

4. Improve Personnel Oversight

Effectively managing sick time and attendance increases employee productivity.

Average sick hours per employee per month Countywide 6.56 5.20 6.85 5.20 32%

Average sick hours per employee per month Assessor 7.82 5.20 8.92 5.20 72%

Average sick hours per employee per month Board of Commissioners 4.44 5.20 5.11 5.20 -2%

Average sick hours per employee per month Board of Review 7.67 5.20 7.04 5.20 35%

Average sick hours per employee per month Chief Judge 6.31 5.20 6.64 5.20 28%

Average sick hours per employee per month Clerk of the Circuit Court 7.82 5.20 8.18 5.20 57%

Average sick hours per employee per month County Clerk 5.79 5.20 6.27 5.20 21%

Average sick hours per employee per month Health and Hospital System 6.67 5.20 6.74 5.20 30%

Average sick hours per employee per month Offices Under the President 5.97 5.20 5.81 5.20 12%

Average sick hours per employee per month Recorder of Deeds 7.93 5.20 7.27 5.20 40%

Average sick hours per employee per month Sheriff 6.54 5.20 7.22 5.20 39%

Average sick hours per employee per month State's Attorney 5.77 5.20 5.62 5.20 8%

Average sick hours per employee per month Treasurer 6.48 5.20 5.65 5.20 9%

5. Procure Goods Fairly, Timely, and Cost-Effectively

Efficient purchasing lowers government's costs and helps agencies get the goods and services they need.

Average cycle time for completed bids Procurement - 65 120 65 85%

Average cycle time for completed RFP/RFQ/RFIs Procurement - 190 216 190 14%

Average cycle time for completed small orders Procurement - 65 50 65 -23%

# of days to pay an invoice Comptroller 47 30 43 30 43%

Q2Variance


Education and Outreach • Conduct training and outreach programs for

County departments and outside organizations to prevent discrimination before it occurs and engage in advocacy and research related to enhancement of civil rights protections, prevention of sexual harassment and promotion of better relations among the County’s diverse racial, ethnic, religious, cultural, and social groups.

• Develop educational materials on ethics issues

and the ethics code of conduct, increase the number of others who receive ethics training, including the delivery of on-line ethics training.

• Educate Cook County Board Commissioners,

Bureau Chiefs, Department Heads, and Employees on County work place violence policies.

Advisory Opinions • Provide formal and informal advice to County

officials, employees, contractors, and campaign donors on interpretation of the Ethics Ordinance.

Mandates • Cook County Human Right Ordinance • Cook County Ethics Ordinance • Cook County Living Wage Ordinance • Cook County Contingency Fund Guidelines

Ordinance • Cook County Board Resolution Creating a

Cook County Commission on Women's Issues

Programs & Key Activities Investigation • Enforce the civil rights protections set forth in

the Cook County Human Rights Ordinance through neutral and professional investigation.

• Enforce the Cook County Ethics Ordinance through neutral and professional investigation of ethics violations.

• Audit D2’s, lobbyist expenditure reports and County vendors for ethics compliance.

MANDATES, PROGRAMS, AND KEY ACTIVITIES

HUMAN RIGHTS, ETHICS, AND WOMEN’S ISSUES OFFICE OF THE PRESIDENT Kimberly Foxx | Acting Director | 312.603.1100 | [email protected]

Protect rights of people in Cook County to be free from discrimination in employment, housing, public accommodations, credit, and access to services. Ensure that County elected officials, employees and vendors comply with the highest ethical standards of conduct. Ensure that issues and concerns of women and girls are considered in public policy and programming in County government.

This Department is comprised of 3 separate entities, Human Rights, Ethics, and Women’s Issues. In addition to 9 full-time employees, the Department has 3 separate Boards and Commissions, which include 37 volunteer board members. The Department is responsible for more than 3 distinct mandates. The Goals which follow will assist the Department in evaluating the quality and the delivery of its services. Through the efficient use of human and other resources, as well as an assessment of measured data, the Department will strive to improve both the quality and the way it provides services to Cook County residents and Cook County employees.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target

Fiscal Year to Date Target

Fiscal Year to Date Actual

Fiscal Year to Date Variance

Personnel (without overtime) 714 800 369 327 -11%

Overtime 0 0 0 0 - Non-Personnel 31 42 22 10 -52% Appropriation Adjustment 0 0 391 337

Total Costs 745 842 1,447 1,130 -14% Avg Monthly Sick Hours per Employee 6.7 10.4 Number of Employees (FTE's) 11.0 11.0


Human Rights, Ethics, & Women's Issues 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Improve Departmental Processes and Efficiencies in Human Rights Cases.Average caseload per investigator 36 36 40 TBD 30 -

Average # of cases closed per investigator (per month) 2 2 1 TBD 2 -

# of cases (at investigations and other) closed in FY2013 54 65 8 TBD 15 -

Cases pending - Less than one year from receipt 39 46 44 TBD 46 -

Cases pending - Greater than one year from receipt 68 68 63 TBD 68 -

# of new CCHR complaint investigations completed and closed

9 10 0 TBD 5 -

2 Increase Awareness and Improve Understanding of Ethics Ordinance.# of Ethics outreach and trainings held 28 12 7 TBD 6 -

# of employees trained for ethics in class 719 480 220 TBD 240 -

# of requests for ethics advice: written/other (written opinions and other inquiries)

409 150 30 TBD 75 -

Total # of employees participating in new online ethics training

2,035 800 107 TBD 400 -

# of new online ethics training 38 25 20 TBD 5 -

3 Increase Awareness and Improve Understanding of Human Rights Ordinance.# of Human Rights Outreach and Trainings Held 52 24 3 TBD 12 -

# of people trained for Human Rights 1,462 480 72 TBD 240 -

4 Identify & Promote Effective Recommendations on Health, Safety, and Economic Well Being of Women and Girls

.

# of Public Hearings, Workshops, & Other Outreach 5 8 1 TBD 4 -

# of participants & attendees 1,000 600 15 TBD 300 -

# of training sessions on county work place violence policy and domestic violence policy

34 12 3 TBD 6 -

# of employees trained on violence 835 300 72 TBD 150 -

Favorable Variance


Coordination of justice related policy over all stakeholder offices. Policy research and development. Grant acquisition and management. Monitor of legislative activity at Federal, State, and local levels.

Ordinance Mandate: Continuous study of the County justice system; devise means to effect improvement of the administration of justice and formulate all proper suggestions and recommendations concerning legislation and other measures designed to bring about such improvement. (55 ILCS 5-18, State Statutory Mandate; Sec. 2-473, County Ordinance Mandate) President's Mandate: Improve the efficiency and fairness of the criminal justice system by fostering collaboration.


JUSTICE ADVISORY COUNCIL OFFICES OF THE PRESIDENT Juliana Stratton | Director | 312.603.1153 | [email protected]

The Justice Advisory Council (JAC) coordinates the President’s criminal justice reform efforts.

The Justice Advisory Council will take a more active role in developing and implementing policy change in the County Criminal Justice System. This will require an increased level of stakeholder coordination as well as a comprehensive grant acquisition strategy. The Justice Advisory Council staff is in the process of developing those strategies and will implement through the course of the 2013 fiscal year.

PERFORMANCE TRENDS

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 0 0 0 0 - Non-Personnel 8 9 5 3 -27% Appropriation Adjustment (69) 0 0 0

Total Costs 339 438 203 200 -1% Avg Monthly Sick Hours per Employee 2.1 4.0 Number of Employees (FTE's) 6.0 5.0


Justice Advisory Council Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Promote Fairness & Appropriateness in Jail Admissions.Average daily population of the Cook County Jail 9,450 8,500 9,327 9,873 8,500 16%

% of orders at Central Bond Court resulting in EM or I-Bond 25% 30% 18% 26% 30% -4%

2 Ensure Access to Justice Through a Fair & Speedy Trial.Average length of stay in the Cook County Jail (days) 57.0 50.0 TBD TBD - -

Average length of stay for defendants who posted bond 13.0 11.5 TBD TBD - -

Average length of stay for detainees who were sentenced to prison

161.0 140.0 TBD TBD - -

3 Reduce Reliance on Secured Detention for Juveniles.Average daily JTDC population (midnight) TBD 200 260 262 250 5%

Capacity of detention alternatives 532 - 625 605 - -

Available openings in detention alternatives 126 0 178 136 - -

# of juveniles screened to release TBD - 79 87 - -

# of juveniles screened to non-secure/staff secure facilities TBD - 22 24 - -

# of juveniles screened to release with conditions - - 77 86 - -

# of juveniles screened to secure detention TBD - 225 236 - -

Youth screed for detention due to adult transfer status TBD - 8 8 - -

# of juveniles detained due to court holds TBD - 99 120 - -

4 Promote an Effective, Open, & Fair Criminal Justice System.# of participants in forums on reentry 135 120 0 0 - -

# of cooperative multi-stakeholder collaborative projects 28 20 20 20 - -

Favorable Variance


Programs & Key Activities Information Sharing: Provide a robust mechanism to efficiently and effectively gather, analyze and disseminate information to key stakeholders, leading to improved homeland security and emergency management capabilities. Operations and Logistics: Provide countywide services to prepare for, protect against, respond to, and recover from all-incidents, whether man-made or natural. Training and Exercise: Develop, implement and maintain a training and exercise program to enhance the safety and security of first responders, residents and our Urban Area. Grant Management: Ensure all grant management activities are conducted in an efficient and timely manner in accordance with grant guidance.

Mandates IEM Act- 20ILCS 3305/et seq: Every county in IL must maintain an accredited EMA. IA Code- 29 ILCS Chapter 1 Sect. 301: Mandates that an EOP be maintained for accreditation. Cook County Ordinance 09-0-69: Establishes DHSEM as the accredited EMA of Cook County as mandated by the IEMA act. Cook County EOP: Establishes that DHSEM is the primary agency for Cook County disaster management, which is required by state statute. Grant Guidance: Provides rules, regulations and guidelines for the various grant programs administered by DHSEM.


BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target




Personnel (without overtime) 1,014 1,411 651 472 -28%

Overtime 0 0 0 0 - Non-Personnel 81 176 89 38 -57% Appropriation Adjustment (566) (628) (318) 0

Total Costs 528 959 422 510 21% Avg Monthly Sick Hours per Employee 3.9 1.6 Number of Employees (FTE's) 14.0 15.0

HOMELAND SECURITY & EMERGENCY MANAGEMENT (DHSEM) OFFICES UNDER THE PRESIDENT Michael Masters | Director | 312.603.8180 | [email protected]

Coordinate Countywide emergency and disaster preparedness planning; Coordinate County response during emergencies and disasters; Assist municipalities in recovery from a disaster; Continue to mitigate hazards of Cook County.


Homeland Security & Emergency Mgmt. Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Build and maintain operation response and planning capabilities in order to better coordinate with and assist our partners

.

Average time between notification of an issue and release of an SAU (minutes)

- 30 71 57 30 90%

Average time between deployment activation and deployment (minutes)

- 180 48 26 180 -86%

Average time between deployment and arrival of DHSEM Assets on site (minutes)

- 180 40 46 180 -74%

# of status awareness updates 831 320 135 532 - -

2 Ensure all DHSEM grant management activities are conducted in a transparent and responsible manner

.

Grant dollars received (Millions) $43 $15 $0 $0 $0 -

% of grant dollars remaining at grant closeout 1% 1% 0% 0% 1% -1%

# of subgrantees closed out within 30 days of grant expiration

- 3 - - - -

% of open grant funds encumbered - 75% 14% 13% 38% -25%

% of open grant funds expended - 50% 26% 18% 25% -7%

3 Undertake key logistics and training efforts to assist first responders in being prepared prior to, during and following an incident

.

Training courses/sessions conducted 71 60 26 75 - -

Field training exercises conducted 24 3 1 3 - -

% of Core Capabilities trained with respect to law enforcement

- 100% 15% 50% 30% 20%

% of Core Capabilities trained with respect to fire services - 100% 20% 25% 30% -5%

% of National Incident Management and Incident Command System classes filled

- 85% 100% 100% 85% 15%

% of Cook County Jurisdictions attending trainings - 100% 87% 100% 100% 0%

Favorable Variance


PROGRAMS / KEY ACTIVITIES (CONT'D) Compliance: Field investigations of citizen complaints and violations against Department ordinance Program Development: New program development in environment and sustainability Key Activities: • Revise Department processes in order to

achieve increased operational efficiencies • Increase public awareness and promote

environmental initiatives, i.e. notifying public of pollution action days and providing advice for appropriate physical activities on such days

• Develop enterprise-level sustainability programs focused on energy efficiency and material conservation activities

MANDATES • Conditions of the Cook County

Environmental Control Ordinance • Conditions of the Illinois EPA cooperative

agreement as it relates to air pollution control, inspection and monitoring

• Conditions of the United States EPA grant agreements as they relate to air pollution control, inspection and monitoring

PROGRAMS / KEY ACTIVITIES Inspection: • Site review of permitted activities for

industrial and commercial fuel-burning equipment, asbestos abatement, demolition, open burning, Stage I/II vapor recovery at gas stations and dry cleaners

• Monitor air quality on behalf of the Illinois EPA and the United States EPA


ENVIRONMENTAL CONTROL BUREAU OF ADMINISTRATION Deborah Stone | Director | 312.603.8200 | [email protected]

Improve the quality of the environment for residents of Cook County.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013

Target Fiscal Year to Date Target



Personnel (without overtime) 1,385 1,575 727 744 2%

Overtime 0 0 0 0 - Non-Personnel 88 122 62 17 -73% Appropriation Adjustment 0 (48) (24) 0

Total Costs 1,473 1,649 765 761 0% Avg Monthly Sick Hours per Employee 6.4 5.6 Number of Employees (FTE's) 25.0 25.0


Environmental Control Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Increase Sustainability for Suburban Cook County.Tons of waste diverted from landfills (events, permanent e-waste sites)

9 10 1 1 2 -51%

Demolition Debris Diversion Rate (of applicable structures) - 70% 78% 79% 70% 9%

% of municipalities reporting recycling data - 85% - - - -

ACTION: Implement recycling data reporting initiative.

2 Increase Sustainability for County Corporate Activities.Tons of waste diverted from landfills (county recycling, boot camp, Rockwell paper shredding)

51 TBD 31 51 - -

Total kWh used by all County facilities (Millions) 242.50 TBD 61.12 TBD - -

Total Therms used by all County Facilities (Millions) 13.08 TBD 5.59 TBD - -

# of county structures entered into Energy Star Portfolio Manager

0 19 34 34 19 79%

3 Reduce Air Pollution.# air pollution action days 12 0 0 0 0 -

% of gas stations inspected, in compliance with regulations after 2nd inspection

75% 80% - 83% 80% 3%

% of Demolition Projects inspected before completion of project

91% 65% 99% 98% 50% 48%

% of asbestos projects inspected before completion of project

90% 85% 100% 99% 80% 19%

% of industrial unit work plan completed 101% 100% 16% 39% 50% -11%

4 Ensure Efficient Operations.Average # of days from when complaint is received until onsite inspection occurs

2.8 2.0 1.3 0.8 2.0 -62%

Average # of days from 1st inspection to re-inspection for Gas Stations

15.8 60.0 - - 60.0 -

% data capture (% of time air quality monitors are functioning)

96% 95% 93% 98% 95% 3%

Average # of inspections per field inspection staff (reported annually)

1,303 933 - - - -

Favorable Variance


Autopsies and postmortem examinations: Perform complete autopsy examinations or external examinations as necessary by policy and procedures to determine cause and manner of death. Provide expert testimony in criminal and civil matters at deposition or trial. Meet with law enforcement, state’s attorneys, public defenders, and family as appropriate. Provide prompt notification to respective agencies, i.e. Department of Health, of any death due to a reportable disease, unsafe consumer product, unsafe work environment. Administration: Provide overall supervision of department including handling of labor issues. Maintain medical records & electronic death registry. Manage personal effects. Manage cremation permits & fees.

The Medical Examiner shall investigate any human death that falls within any or all of the following categories: criminal violence, suicide, accident, suddenly when in apparent good health, unattended by a licensed physician, suspicious or unusual circumstances, criminal abortion, poisoning or attributable to an adverse reaction to drugs and/or alcohol, diseases constituting a threat to public health, disease or injury or toxic agent resulting from employment, during medical diagnostic or therapeutic procedures, in any prison or penal institution, when involuntarily confined or in police custody, when any human body is to be cremated, unclaimed bodies. Death investigations: Take initial calls from mandated reporters concerning the death of an individual within the County. Determine if deceased falls within jurisdiction. Perform scene investigations.


MEDICAL EXAMINER BUREAU OF ADMINISTRATION Stephen J. Cina, M.D. | Chief Medical Examiner | 312.666.0500 | [email protected]

Ensure public health and safety by performing autopsies and postmortem examinations to determine cause and manner of death for individuals who die in Cook County.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target




Personnel (without overtime) 5,773 6,736 3,109 2,727 -12%

Overtime 212 29 13 133 891% Non-Personnel 1,156 1,573 797 887 11% Appropriation Adjustment 0 0 0 0

Total Costs 7,140 8,338 3,920 3,746 -4% Avg Monthly Sick Hours per Employee 7.1 6.2 Number of Employees (FTE's) 97.1 100.5


Medical Examiner Goals2012

Actual2013

TargetQ1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Improve Timeliness of Service.

% of reports of all postmortem examinations completed within 90 days from time of autopsy

- 95% 41% 39% 95% -56%

% of reports of all postmortem examinations completed within 60 days from time of autopsy

- 90% 17% 21% 90% -69%

% of cases autopsied within 24 hours of admission - 90% 99% 99% 90% 9%

% of toxicology examinations completed within 90 days of case submission

- 95% 89% 86% 95% -9%

% of toxicology examinations completed within 60 days of case submission

- 90% 79% 74% 90% -16%

Average response time to a death scene (minutes) - 60 37 35 60 -42%

2 Increase Quality of Service and Customer Satisfaction.

# of identified decedents in MEO for over 90 days - 0 9 0 0 -

# of identified decedents in MEO for over 60 days (non-veterans)

- 0 17 9 0 -

Average decedent length of stay at MEO (days) - 20 4 4 20 -80%

% of completed investigator reports that must be returned for correction

8% 5% 8% 10% 5% 5%

# of pathologists performing more than 325 autopsies per year

TBD 4 5 5 4 25%

Average # of autopsies per pathologist TBD 325 449 417 325 28%

3 Ensure Fiscal Responsibility.

Amount of revenue collected $866,232 - $234,189 $466,341 - -

4 Other Indicators.

% of deaths occurring within the County reported to MEO - 20% 35% 33% 20% 13%

# of cremation permits issued 14,996 - 4,144 8,058 - -

% of cremation permits issued electronically 73% 80% 73% 73% 80% -7%

# of indigent burials at County's expense - adult 190 - 24 66 - -

# of indigent burials at County's expense - fetal 412 - 0 144 - -

Storage cases as % of intake 8% 25% 9% 8% 25% -17%

% of indigent burials that are storage cases - - 9% 13% - -

Census of adult remains 248 150 204 150 150 0%

Census of fetal remains 56 30 118 96 30 220%

Favorable Variance


An investigation required under this section shall include fingerprints based on criminal background check with a review by the Illinois State Police and Federal Bureau of Investigations. A foreign-born child will require a post- placement investigation in accordance with the Child Care Act 1969. The reports must be in written form and must be accompanied by the criminal background checks. The report is filed as part of the record of the proceedings. Investigations & Inquiries: Field investigations for all three branches (custody, probate, and adoption); warehouse research for adoption inquires; proper reporting. Collections: Proper invoicing, processing of fingerprint, adoption, and inquiries.

Under Illinois Statute, this office is ordered to conduct investigations and submit written intensive social study reports involving independent adoption placements, contested adoptions, custody/visitation, probate (minor, disabled minors, and/or adults) to the Circuit Court. (750 ILCS 5/605) In contested custody proceedings, and in other custody proceedings, the court may order an investigation and report concerning custodial arrangements for the child. The investigator may consult any person who may have information about the child and his potential custodial arrangements. The investigator is to submit reports to all parties involved and may be consulted to a court’s witness.


ADOPTION AND CHILD CUSTODY ADVOCACY BUREAU OF ADMINISTRATION Angela Bailey | Director | 312.603.0550 | [email protected]

Advocate for children of Cook County where parental permanency involving adoption, custody, probate, mediation, and visitation is at question.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target






Total Costs 565 688 319 298 -6% Avg Monthly Sick Hours per Employee 7.8 5.9 Number of Employees (FTE's) 9.5 10.0


Adoption & Child Custody Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Improve Efficiency of Client-Facing Operations.% of court reports met by case management date 80% 100% 80% 90% 100% -10%

% of adoption inquiries completed within 14 days 100% 100% 100% 100% 100% 0%

Number of closed cases 605 639 141 307 320 -4%

Average number of cases per caseworker 29 15 24 23 15 53%

Average number of days from date assigned within ACCA to disposition

91.0 75.0 112.0 85.0 75.0 13%

2 Satisfy Clients of the Investigative Process.% of clients agreeing they were satisfied with the investigative process

- 90% - - 90% -

Average number of hours per visit 3.9 4.0 4.0 4.0 4.0 0%

Average number of visits per investigation 2.5 2.0 2.5 2.5 2.0 25%

Number of complaints received 14 0 1 1 0 -

Number of validated complaints 5 0 0 1 0 -

ACTION: Develop client survey to measure client satisfaction with the investigative process.

Favorable Variance


Design Bureau: Design, preparation, and review of plans, specifications and estimates of Department road and bridge construction improvements. Provides assistance to Building and Zoning in the review of permit applications. Construction Bureau: Engineering project management and Administrative management of the construction of Department road and bridge improvements; permit review/approval, execution of overweight/oversize permits. Maintenance Bureau: Responsible for daily Department roadway and right of way maintenance, snow and ice removal for Department jurisdiction, and assistance throughout Cook County in weather and other emergency events. Administrative Bureau: Responsible for initial preparation of budget, administrative control of fiscal appropriations and expenditures, contracts, Human Resource management, Safety and Training, IT support and all GIS related mapping, reproduction services, and general records.

• Jurisdictional authority over 560 centerline miles of highways.

• Maintenance responsibilities for 1,500 lane miles of pavement, 134 bridges, 351 traffic signals, 7 pumping stations, from 5 maintenance facilities.

• Design and/or construct any County highway or aid in the construction of Township roads in the County.

• Complete/update a plat whenever any County highway is laid out, widened, or altered.

• Place, erect, and maintain on County highways all traffic control devices, signs and pavement markings.

• Inspect every bridge according to a maintenance schedule - roughly every two years.

Transportation & Planning Bureau: Advanced

multi-year planning for near term highway improvement needs, establishment of project agreements, acquisition of required project right of ways, preparation of Long Range Transportation Plan and the preparation, management and/or review of preliminary engineering plans and traffic studies.


TRANSPORTATION & HIGHWAYS BUREAU OF ADMINISTRATION John Yonan, P.E. | Superintendent | 312.603.1601 | [email protected]

To plan, design, construct, maintain and operate sustainable highways that provide safe, efficient, comfortable and economical movement of people and goods.

Due to the nature of roadway construction, many of the goals are planned to be met towards the end of the 2013 construction season.

PERFORMANCE TRENDS

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 47 189 87 113 30% Non-Personnel 2,204 3,369 1,708 1,044 -39% Appropriation Adjustment (286) (425) (215) (95)



Transportation & Highways Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Ensure Safe County Highways and Bridges.# of bridge inspections 37 37 7 21 17 24%

# of property damage claims associated with Department infrastructure

31 75 23 69 69 0%

# of enhancements implemented to improve safety for motorized traffic

- 24 10 16 12 33%

# of enhancements implemented to improve safety for non-motorized traffic

- 10 0 1 4 -75%

ACTION: Ensure compliance with the new National Bridge Inspection Standards (NBIS) metrics for bridge inspections.

ACTION: Crash data agreement received, data obtained.

2 Ensure Smooth and Comfortable County Highway Travel.# of lane miles improved annually 53.4 51.0 0.0 0.0 0.0 -

ACTION: Implement Cook County Highway Asset Program (CCHAP) Department-wide.

3 Reduce Congestion on County Highways.# of intersections for which operations have been improved through operational, maintenance, or small capital means

19 10 0 1 3 -67%

# of intersections for which operations have been improved through planned construction projects

4 38 2 4 5 -20%

4 Complete Construction Projects On-Time.# of contracts meeting targeted letting dates, within 3 months of target

18 17 8 11 16 -31%

% of construction projects on schedule - 90% 100% 100% 90% 10%

% of construction projects on budget - 90% 100% 100% 90% 10%

ACTION: Implement Cook County Highway Department Automated Management of Projects (CHAMP).

5 Ensure Efficient Delivery of Service.% on time response to permit requests 85.7% 90.0% 88.2% 90.4% 90.0% 0%

% of responses to overweight/oversize permit request within 4 hours of receipt

98.5% 95.0% 98.3% 98.2% 95.0% 3%

% of responses to utility permit requests within 2 weeks of receipt

86.6% 90.0% 81.7% 85.8% 90.0% -4%

% of responses to construction permit requests within 4 weeks of receipt

72.2% 80.0% 84.6% 87.1% 80.0% 7%

# of full lane surface restoration miles 4.5 7.0 0.0 0.0 0.0 -

# of catch basins cleaned 262 732 54 1,188 211 463%

# of curb-miles swept 1,781 1,996 22 322 550 -41%

# of acres of County Right of Way mowed 2,906 1,618 0 144 298 -52%

ACTION: Implement GPS Tracking of maintenance crews.

Favorable Variance


Low Cost Rabies Vaccine Program & Micro-Chip Clinics: Provides low cost option for rabies vaccine & microchips. Spay & Neuter: During month of February, department offers $40 discount for people who spay/neuter their pets at veterinary hospitals that participate in the program. Educational Program: County-wide educational seminars provided to grades 2-8 on animal bite prevention and responsible pet ownership. Research: • Max McGraw Research cooperative project

to help prevent potential conflicts between the public and wildlife e.g. raccoons and coyotes.

• University of Illinois collaborative effort to monitor wildlife diseases throughout Cook County.

All animals vaccinated for rabies must be registered with the Department. All veterinarians administering rabies vaccines must provide tags provided by the County in which they practice. All animals that may be infected with the rabies virus are required to undergo specified quarantines after bites or scratches. Data Entry: Register all animals vaccinated against rabies. Enter and look-up all information regarding all animals vaccinated against rabies. Tag Sales: Provide veterinarians with rabies tags. Activities include receiving orders, processing orders, packaging and shipping all orders for rabies tags. Code Enforcement: Receives and processes all bite reports and all rabies observations. Prosecutes all violators.


ANIMAL CONTROL BUREAU OF ADMINISTRATION Dr. Donna Alexander | Administrator | 708.974.6140 | [email protected]

Protect residents from rabies and other diseases transmitted from animal to man through professional Animal Control services; enforcing vaccinations; enforcing bite ordinances; supporting relevant research; assisting municipalities to establish animal control programs.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 1 0 0 0 - Non-Personnel 761 1,653 838 731 -13% Appropriation Adjustment 58 161 82 0



Animal Control Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Prevent Rabies Transmission from Animal to Human.Reported human rabies cases 0 0 0 0 0 -

Reported rabies cases in companion animals 0 0 0 0 0 -

Average days from bite occurrence to animal evaluation/quarantine

5 3 5 4 3 33%

ACTION: Educating veterinarians in importance of timeliness for quarantine reporting.

ACTION: Improving the Animal Control Act in providing for stiffer penalties to owners of dogs deemed vicious or dangerous.

2 Increase Ordinance Compliance via Education & Enforcement.% compliance after violation notices are issued 68% 95% 78% 85% 95% -10%

Average days from bite occurrence to violation notice 15 15 7 7 7 0%

Animals vaccinated & registered 498,060 496,898 72,950 172,594 172,615 0%

ACTION: Prosecuting violators through Administrative Hearings vs. the Circuit Court.

ACTION: Educate police about timeliness of bite reports and the public in owner requirements when a companion animal bites.

3 Lost Pets: Improve Reunification, ID of Vaccination Status.Average # of hours to identify vaccination status of lost pets 1.0 1.0 0.3 0.3 1.0 -75%

Average days to enter data regarding vaccinated animals after receipt in office

26 25 5 5 7 -29%

ACTION: Public education as to the danger of rabies in unvaccinated animals and wildlife.

4 Speed Up Delivery of Rabies Tags to Veterinarians.Average business days from receipt of veterinarian tag order to delivery

2 3 2 2 2 0%

5 Other Indicators.Animals vaccinated through the low cost rabies vaccination program

5,165 4,000 - 86 - -

Bite reports received 3,455 - 497 352 - -

Reported rabies cases in animals (bats) 9 - 1 4 0 -

Average days from bite to delivery of report to department 2 2 4 5 2 150%

Educational seminars provided to schools 13 12 2 6 6 0%

Rabies tag orders received 509,993 496,898 117,010 228,870 248,449 -8%

Favorable Variance


and internal re-evaluation insuring maximum service in the areas of greatest demand; Regularly review collection development controls and cost analysis for the redistribution of resources to make the broadest range of subject materials available to our user public in the most cost effective manner. Research Assistance: Assist members of the bench, bar, public officials, and members of the public with legal research. Legislative Reference: Assist the President and members of the County Board in the research and drafting of ordinances and resolutions for consideration by the Board; maintain a legislative reference library and review all Code updates for accuracy. Antiquarian Collection: Preserve and showcase our antiquarian collection to encourage donations of rare legal materials and to increase public interest in the history and development of the law.

Establish and maintain a public County Law Library. (55 ILCS 5/5-39001) Assist the County Board and President in the research and drafting of ordinances and resolutions and ensure they are accurate in form, structure and uniformity; maintain a legislative library and ensure the Code is updated accurately. (County Code, Chapter 50, Article I) Establish and maintain a County Law Library, including branches, freely available to all licensed Illinois attorneys, judges and other public officers of the County, and all members of the public. (County Code, Chapter 50, Article II) Collection Development: Acquire, develop, and maintain a practice-oriented collection of legal research materials in print and electronic format to meet the diverse needs of our patrons; Identify the changing service needs of the public through on-going client contacts


LAW LIBRARY BUREAU OF ADMINISTRATION Montell Davenport | Executive Law Librarian | 312.603.5428 | [email protected]

Cook County Law Library provides a premier collection of print and electronic resources specifically tailored to address the changing needs of a diverse community that includes attorneys, judges, students, self-represented litigants, government, and the public. Cook County Law Library is an integral resource within the community that continues to provide value by improving, redirecting, and supplementing its services. Cook County Law Library utilizes advancements in technology and partnerships with other legal organizations and Cook County departments to deliver access to the highest standard of legal information and services.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 0 0 0 0 - Non-Personnel 3,441 3,956 2,005 870 -57% Appropriation Adjustment 0 27 14 0



Law Library Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Achieve a Better Customer Experience.Satisfaction level with the library's services based on semi-annual patron survey

96% 95% - 93% 95% -2%

ACTION: Install and launch new Millennium web-based integrated library management system.

ACTION: Launch web portal.

2 Expand Access to Authentic and Reliable Legal Information.Patron visits - all branches 94,972 95,922 22,756 47,023 47,573 -1%

Number of visitors to the Online Public Access Catalog - TBD 2,179 5,065 TBD -

Usage of library's electronic legal resources - based on Westlaw transactions

- 17,640 9,560 22,666 19,332 17%

ACTION: Collaborate with Chicago Bar Association on self-help desk initiative.

3 Other Indicators.Chicago Bar Association ProSe Intern Program - # of patrons served

- - 114 255 - -

Chicago Bar Association ProSe Intern Program - Satisfaction level based on surveys

- - 96% - - -

# of hits on new website resource - - 118 237 - -

Additional Document Processing Centers 2 2 0 0 0 -

Staff hours worked per patron visit - Main branch 0.63 0.63 0.57 0.56 0.60 -7%

Favorable Variance


Labor Relations: Negotiates collective bargaining agreements and manages labor relations, which includes conducting hearings on 3rd step grievances. For unionized employees, 3rd step is the step prior to arbitration before a neutrally selected arbitrator; for career service employees, 3rd step is the last step in the process, before the outcome can be appealed to the Circuit Court. Medical Division: Performs pre-employment screenings, duty and non-duty related disability exams and evaluations, and first aid to current employees, when applicable. Training & Employee Development: Establishes policies and procedures to ensure the delivery of quality public service and provides training to County managers and employees.

Establishes a professional and progressive merit-based human resources management system that provides the President and other County executives with the necessary flexibility and management control to assure the delivery of quality public services. Ensures compliance with the Shakman Consent Decree and Supplemental Relief Order (SRO), such that hiring and firing decisions for non-policy making positions are free from political influence. Selection, Classification & Compensation: Administers employee selection process, ensures that job descriptions accurately reflect job duties and qualifications, implements pay plans and ensures compliance with Shakman Consent Decree/SRO for Offices Under the President.


BUREAU OF HUMAN RESOURCES OFFICES UNDER THE PRESIDENT Maureen T. O’Donnell | Bureau Chief | 312.603.3300 | [email protected]

Attract and retain motivated, well qualified County employees for Offices Under the President and provide management with the personnel tools needed. Enforce fair hiring and promotion practices, free of discrimination in all of its forms.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 0 0 0 0 - Non-Personnel 118 218 111 63 -43% Appropriation Adjustment (11) (309) (156) (1)



Human Resources Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Recruit and Hire the Best Qualified Employees.Average # of applicants submitted per posting - 75 15 28 75 -63%

% of qualified applicants - 50% 34% 39% 50% -11%

Offer Acceptance rate - 90% - - - -

ACTION: Continue to increase efficiency of hiring process.

2 Complete the hiring process in an efficient and timely manner.Average # of days from request to hire approval to hire 98 90 66 74 90 -18%

Average # of days from request to hire approval to recruitment posting

21 15 9 9 15 -40%

Average # of days from posting close to employee pool sent to department

15 5 3 9 5 80%

Average # of days from candidate pool sent to decision to hire by department

25 30 21 26 30 -13%

Average # of days from decision to hire until actual hire date 15 15 11 12 15 -20%

ACTION: Compliance Plan approved March 19, 2012. Implementation underway.

3 Maintain, support, and develop current employees.Training courses conducted 70 52 7 19 26 -27%

# of employees receiving training 2,623 3,235 144 400 1,618 -75%

Average # of days to review FMLA applications - 5 5 4 5 -20%

# of supervisors receiving Absence Management Training 101 161 163 -1%

# of absence Management Training Courses 6 13 7 86%

ACTION: Review processes for scheduling hearings and writing decisions in order to resolve cases more efficiently.

4 Ensure Shakman Compliance.# of sustained Shakman violations in OUP 0 0 3 3 0 -

% of Employees in OUP Employment Plan Trained 100% 100% 1% 1% 10% -9%

5 Administer collective bargaining & Grievance Process.% of 2008-2012 CBA's complete - 100% 97% 98% 100% -2%

% of 2012-2016 CBA's complete - - - 0% 0% -

Cost of Legal Counsel for HR activity $383,418 $800,000 $12,612 TBD TBD -

% of 3rd step hearings ≤ 30 days from receipt to hearing 58% 100% 100% 78% 100% -22%

% of 3rd step hearings ≤ 30 days from hearing to decision 81% 100% 100% 93% 100% -7%

Favorable Variance


Compliance - Field Investigations, Field & Desk Audits, Credits/Refunds Requests, IDOR Letter 508, NSF Collection (Delinquent), Penalty Waiver Requests, Cigarette Audits, Registration, Overseeing Tax Exempt Process, and Use Tax Exceptions, Ordinance Review, Monthly Annual Cash/Bank Reconciliations, Delinquent Home Rule Tax Collections, Delinquency & Deficiency Assessment Process. Delinquent Property Taxes - Compile and Update Delinquent Property Master, Scavenger Sale List, Maintain Warrant Book Audit Report, REDI File Preparation and No Bid Program. Administration - Budget & Purchasing Process, Internal Audits, asset management, IT Support, Revenue Enhancement Strategies, Management Reporting, Record Retention, Staff Development, Procurement Activities.

Cook County, Illinois, Code of Ordinances, Chapter 74 Taxation – Home Rule Tax Ordinances

Cook County Revenue Code of Ordinances, Chapter 54, Chapter 82

Cook County Cable Television Ordinance, Chapter 78

State of Illinois Compile Statue 35, Section 200/21-10

Collections - Account receivables and receipting system for Home Rule Tax returns, payments, fees and charges, General Fee Collection, iNovah JDE reconciliation, Individual Use Tax Processing, Vehicle Sticker accounting, Cigarettes Stamp sales, Refunds and Claims, Transfer Report, Fuel Rebate, Daily Cash/Bank Reconciliation and Customer Service.


REVENUE BUREAU OF F INANCE Zahra Ali | Revenue Director | 312.603.5498 | [email protected]

Efficiently administer and enforce the collection of Cook County Home Rule Taxes, fees, and fines while providing courteous, professional service to the public. Also, fairly and equitably enforce Tax Compliance and accurately process revenue collections.

Since 2009, the revenue from Home Rule collection has been declining due in-part to the financial crisis of 2008 and the on-going recession. As the economy starts to recover, this decline should taper off; however, high oil prices will continue to impact Gasoline and Diesel Taxes negatively. Over the past two years, implementation of automated systems (from manual processes) has temporarily slowed revenue collection. The Cook County Department of Revenue remains optimistic that automation as well as increased compliance and enforcement will increase revenues in years going forward.

PERFORMANCE TRENDS

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 0 19 9 27 205 Non-Personnel 454 1,765 894 352 -61% Appropriation Adjustment 0 (2,722) (1,380) 0

Total Costs 2,692 2,198 971 1,510 55% Avg Monthly Sick Hours per Employee 4.6 6.2 Number of Employees (FTE's) 46.6 62.8


Revenue Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Maximize Compliance with Licensing and All Home Rule Taxes.% of registered Home Rule Tax Collectors filing their return on time

75% 80% 72% 70% 80% -10%

# of Cigarette Tax investigations of Tobacco Retailers 5,531 5,880 1,111 2,130 2,790 -24%

% of cars registered in unincorporated areas with a County Vehicle License

59% 65% 59% 59% 59% 0%

% of known businesses in unincorporated areas that obtained a General Business License

60% 65% 61% 11% 65% -54%

ACTION: Increase enforcement staff members and joint enforcement collaboration with the Sheriff’s Office; continue collaboration with the City of Chicago and the State of Illinois to share information on common tax collectors.

2 Improve Revenue Collections for Home Rule Taxes.Revenue collected from all Home Rule Taxes (excluding Wheel tax and Cigarette Tax) (Millions)

$269.95 $257.39 $61.88 $125.82 $122.80 2%

Revenue from Cigarette Tax (Millions) $123.55 $133.31 $27.20 $69.28 $66.60 4%

Revenue from Wheel Tax (Millions) $3.91 $4.00 $0.12 $0.29 $0.31 -5%

ACTION: Streamline collection process through implementation of lockbox and redesigned tax returns. Ultimately, obtain an Integrated Tax Administration System.

3 Increase Usage of Electronic Payments.% of payments received electronically 17% 16% 16% 31% 16% 15%

ACTION: Offer multiple electronic payment functionality to tax collectors. In addition, increase the # of transaction types for electronic acceptance.

4 Reduce Home Rule Tax Delinquency Rate.% of dollars collected by collection agency from the total number of dollars sent (Home Rule Tax except cigarettes)

2% 15% 1% 2% 1% 1%

% of Home Rule Tax delinquent accounts sent to Collection Agency within 30 days of becoming eligible for collection

100% 90% 100% 100% 100% 0%

ACTION: Increase compliance by aggressively pursuing delinquent tax collectors through Administrative Hearings and implementation of third party collection process.

5 Ensure Good Customer Service.Average # of days to issue a General Business License 28 15 131 47 15 213%

# of public awareness/education activities for home rule taxpayers

25 30 10 29 10 190%

ACTION: Work with taxpayers, local business chambers and associates; improve DOR website and phone system to better assist with tax payer questions and services. Ensure County stakeholders approving General Business Licenses are on track.

Favorable Variance


General Liability Division• Claims reporting and recovery related to

property and Municipal and Healthcare Professional Liability claims

• Patient Arrestee Bill Payments – The County Jail Act obligates the County to provide for the medical needs of detainees remanded to the Sheriff of Cook County.

• Medicare Section 111 Reporting Compliance - Requirement to report claim settlements for any claimant that is Medicare eligible

• Unemployment Insurance administration• Issuance of Certificates of Insurance

Employee Benefits Division• Benefits Administration (including health,

pharmacy, dental, vision, life and flexible spending) for active Cook County employees.

• Compliance with federal and state regulations regarding benefits including the Affordable Care Act.

Workers Compensation Division• Administers the payment of workers

compensation benefits for injuries or illness sustained in the course and scope of employment with Cook County in accordance with the Illinois Workers Compensation Act.


RISK MANAGEMENTBUREAU OF FINANCEDeanna Zalas | Director | 312.603.6385 | [email protected]

Responsible for the administration of Employee Benefits, General Liability, Safety/Loss Prevention, and Workers’ Compensation programs.

BUDGET $(000’s)

PERSONNEL

2012Actual

2013Target

Fiscal Year toDate Target




Overtime 0 0 0 0 -Non-Personnel 16 41 21 7 -64%Appropriation Adjustment (364) (935) (474) 0

Total Costs 1,103 621 246 664 170%Avg Monthly Sick Hours per Employee 6.3 5.3Number of Employees (FTE's) 22.1 22.0


Risk Management Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Workers Compensation.# of new claims / month - TBD TBD TBD TBD -

# of open claims - TBD TBD TBD TBD -

Lag Time (days) - TBD TBD TBD TBD -

Cycle Time of closed claims (in days) - TBD TBD TBD TBD -

Average Paid on Closed Claims - TBD TBD TBD TBD -

ACTION: New goals and measures for FY2013.

2 Benefits.% generic drug utilization - TBD TBD TBD TBD -

# of employees participating in Health/Wellness event - TBD TBD TBD TBD -

ER visits per 100 employees - TBD TBD TBD TBD -

# of employees utilizing Blue Access for Members (BAM) - TBD TBD TBD TBD -


3 General Liability.Average # of days to process subrogation - TBD TBD TBD TBD -

Recoveries - TBD TBD TBD TBD -

# of new claims / month - TBD TBD TBD TBD -

# of open claims - TBD TBD TBD TBD -


4 Safety.# of employees participating in a Safety training program - TBD TBD TBD TBD -

Reported incidents per 100 employees - TBD TBD TBD TBD -

# corrective action items closed - TBD TBD TBD TBD -


Favorable Variance


Programs and Key Activities • Budget Preparation and Management

• Grants Management

• Performance Management

Mandates • Quarterly Performance Report (Ordinance) • State Statutes governing the budget process (55 ILCS) 5/6-24001-24007) • Prepare and issue a preliminary budget on or before June 30th of each year (Presidential Mandate)

• Submit the Executive Budget Recommendation to the Cook County Board of Commissioners by October 31st each year (Presidential Mandate)


BUDGET & MANAGEMENT SERVICES BUREAU OF F INANCE Andrea Gibson | Budget Director | 312.603.5611 | [email protected]

• Prepare, execute, and manage the County Budget • Evaluate and analyze data to recommend improvements that realize

efficiency or budget savings • Prepare budgets for federal, state, and private grants

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 2 22 10 27 169% Non-Personnel 25 24 12 2 -88% Appropriation Adjustment 0 (106) (54) 0

Total Costs 1,249 1,495 686 731 7% Avg Monthly Sick Hours per Employee 1.9 3.9 Number of Employees (FTE's) 15.1 19.0


Budget and Management Services Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Complete Budget in Timely Manner.Complete Preliminary Budget by June 30th (days) -3 0 N/A N/A - -

# of days before the end of the fiscal year the Presidents Recommendation is submitted

43 50 N/A N/A - -

# of days required to shift cycles after budgets are due 17 7 N/A N/A - -

2 Ensure Department Spending is within Approved Budget Level.# of departments tracking above current budget on personnel expenses

14 0 2 8 0 -

# of departments tracking above current budget on non-personnel expenses

33 0 44 46 0 -

# of departments tracking above current budget for overtime expenses

33 0 26 36 0 -

% of personnel budget spent across all OUP depts. 98% 100% 19% 45% 50% -5%

% of non-personnel budget spent across all OUP depts. 67% 100% 25% 54% 50% 4%

3 Budget Commitments.% of budget commitments implemented 91% 100% 23% 49% 45% 4%

$ implemented from budget commitments (millions) $590 $613 $37 $163 $109 50%

# of outstanding budget commitments 14 0 64 41 - -

4 Improve Performance of Existing Grants.% of grants with findings from the annual single audit 13% 0% N/A 9% 0% -

% of grants with action plans resulting from annual single audit

100% 100% N/A 100% 100% 0%

% of grant funds not expended at the close of the grant TBD 0% N/A N/A 0% -

5 Secure New Grant Funding.# of discretionary grants applied for 9 16 7 10 8 25%

# of discretionary grants awarded 5 4 4 4 2 100%

% of indirect costs collected from grants 100% 100% N/A N/A 50% -

6 Produce a High Quality Budget Document Using Established Guidelines and Best Practices.Budget document receives GFOA award 1 1 N/A N/A 0 -

# of GFOA revisions/finding 11 1 N/A N/A - -

# of repeat findings in 2012 GFOA submission - 0 N/A N/A 0 -

Favorable Variance


Key Activities General Ledger, including Financial Reporting Accounts Payable Payroll/Garnishments

Mandates Monthly Revenue Report (Resolution) Approve or disapprove a bill from a vendor within 30 days after receipt and paid within 30 days of approval (Local Government Prompt Payment Act - 50 ILCS 505) In conjunction with Director of Human Resources to report Grade 17-24 changes at end of every pay period (Ordinance 10-O-32) Review records of the State of Illinois Child Support Enforcement Program to determine if any delinquency issues (Ordinance) Issue the CAFR and A-133 Single Audit Report within 6 months of year end


COMPTROLLER BUREAU OF F INANCE John Schick | Comptroller | 312.603.5601 | [email protected]

Supervise the fiscal affairs of Cook County by maintaining the accounting records, general ledger, financial reporting, accounts payable, payroll, and garnishments in addition to being responsible for the external audit function and timely completion of the Comprehensive Annual Financial Report (CAFR).

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 3 0 0 1 - Non-Personnel 68 65 33 34 2% Appropriation Adjustment (90) 0 0 0



Comptroller Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Improve Timeliness of Financial/General Ledger Services.Average # of months required to complete CAFRs 6 6 - 6 6 0%

% of items on track in CAFR plan 100% 100% 100% 100% 100% 0%

# of days required to complete Revenue report 8.9 10.0 5.0 5.0 10.0 -50%

% of offices/departments that submitted financial data by 15th of the month

73% 100% 67% 67% 100% -33%

2 Reduce Total Time Required to Process Invoice Payments.Average # of days to process invoices (i.e. invoice date to payment date)

47 30 42 43 30 42%

% of properly completed 29A vouchers processed within 10 business days of receipt

100% 100% 100% 100% 100% 0%

% of Payments made within 30 days 50% 100% 45% 50% 100% -50%

3 Enhance Accounts Payable Processing Capabilities.$ amount of payments via ACH (Millions) - $100 $28 $67 $50 34%

$ amount of payments via e-payments (Millions) - $10 - - $0 -

$ saved through e-payments - $100,000 - - $0 -

$ saved through ACH payments (prompt payment discounts)

- $200,000 $32,884 $66,471 $100,000 -34%

ACTION: Implementing ACH Payment System

4 Improve Accuracy & Efficiency of Payroll Processing.# of department time keeper payroll errors TBD 50 15 18 13 38%

Cost per check/direct deposit $1.98 $1.92 $1.76 $1.58 $1.92 -18%

# of checks printed in error 173 0 0 0 0 -

5 Ensure Compliance with Accounting Standards and County Internal Controls.# of findings 11 0 - 2 0 -

# of repeat findings 7 0 - 8 0 -

# of material weaknesses 2 0 - 3 0 -

# of significant deficiencies 9 0 - 7 0 -

# of control deficiencies 0 0 - 0 0 -

Favorable Variance


Collaborate with local organizations with M/WBE membership. Quantify, verify, and report the results of the Capacity Building initiative. Identify ways to incentivize Cook County primary vendors to participate in the initiative. Review and approve certification applications; Notify certified vendors of Cook County procurement opportunities. Address deficiencies in the State of Illinois disparity study. Produce quarterly and annual reports for the President and Board outlining progress, goals, and commitments regarding supplier diversity. Help CCHHS develop policies, processes and relationships to support M/WBE procurement goals.

Presidential Mandates • Play an active role in helping Cook

County's M/WBEs build capacity and create jobs

• Track procurement spend as it relates to job creation and capacity building at M/WBEs, in lieu of merely recording contract dollar figures

Cook County Ordinances and CCHHS Policy • Ensure the full and equitable participation

of M/WBEs in the County's procurement process as both prime and sub-contractors

• Meet following participation % goals for M/WBEs contracting with the County: 35% of professional services contracts to M/WBE's; 25% of services and supplies contracts to MBEs and 10% to WBEs; 24% of construction contracts to MBEs and 10% to WBEs


CONTRACT COMPLIANCE BUREAU OF FINANCE Jacqueline Gomez | Director | 312.603.5502 | [email protected]

Contract Compliance supports minority and women-owned businesses by offering a certification program, ensuring M/WBE inclusion in County contracting processes, and reporting supplier diversity levels to the President and Board of Commissioners.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target




Personnel (without overtime) 666 694 320 325 2%

Overtime 0 0 0 0 0% Non-Personnel 49 59 30 3 -89% Appropriation Adjustment 0 (94) (48) 0



Contract Compliance Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Increase Supplier Diversity.% of contracts committed to MBE for Goods & Services 31% 25% TBD TBD 25% -

% of contracts committed to WBE for Goods & Services 8% 10% TBD TBD 10% -

% of contracts awarded to MBE for Construction 48% 24% TBD TBD 24% -

% of contracts awarded to WBE for Construction 5% 10% TBD TBD 10% -

% of contracts committed to MBE for Professional Services 33% 25% TBD TBD 25% -

% of contracts committed to WBE for Professional Services 4% 10% TBD TBD 10% -

% of contracts committed to MBE for Goods & Services (CCHHS)

TBD 25% TBD TBD 25% -

% of contracts committed to WBE for Goods & Services (CCHHS)


% of contracts committed to MBE for Professional Services (CCHHS)


% of contracts committed to WBE for Professional Services (CCHHS)


2 Department Productivity.Average processing time for new applications (days) - 90.0 TBD TBD 90.0 -

Favorable Variance


President's Office Mandates • Reduce cost of goods and services through

strategic sourcing • Improve transparency of procurement

process • Assist departments by providing leadership

in the procurement and contracting process Public Procurement Code of Ethics • Foster a fair and equal purchasing

environment free of improprieties and conflicts of interest, whether real or perceived

Programs & Key Activities • Contract Formation • Contract Processing • Contract Management and Administration • Reporting and Analysis • Professional and Team Development

Cook County Ordinances Part 1, Chapter 34, Cook County Procurement Code requires that: • For purchases and contracts of $150,000

or more: - Advertise procurement opportunities on the County’s website. - Hold public bid openings - Recommend and obtain approval from County Board to award contracts

• Ensure Cook County vendors are in good standing with the law

• Increase total dollars spend with M/WBE vendors in Cook County


OFFICE OF THE CHIEF PROCUREMENT OFFICER BUREAU OF F INANCE Shannon Andrews | Chief Procurement Officer | 312.603.5370 | [email protected]

Add value through quality and cost-effective contracts; Create partnerships with County departments to foster a team environment while implementing best practices in public procurement; Improve efficiency through the timely execution of the procurement process in accordance with County ordinances

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target




Personnel (without overtime) 1,483 2,243 1,035 875 -15%

Overtime 0 0 0 0 0% Non-Personnel 30 234 119 17 -86% Appropriation Adjustment 0 0 0 0

Total Costs 1,513 2,477 1,154 892 -23% Avg Monthly Sick Hours per Employee 3.8 3.2 Number of Employees (FTE's) 19.9 34.0


Office of the Chief Procurement Officer Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Deliver Cost Savings on County Contracts without Sacrificing Quality.

Amount of savings from strategic sourcing contract initiatives (Millions)

$44.2 $3.2 $12.8 $15.6 $2.0 678%

% of vendors rated "Acceptable" by County Departments on product and service satisfaction surveys

TBD 80% - - - -

2 Improve Operating Efficiency.

Average procurement cycle time for Bids (days) - 65 61 120 65 85%

Average procurement cycle time for RFP/RFQ/RFIs (days) - 190 235 216 190 14%

Average procurement cycle time for Sole Source contracts (days)

- 65 80 57 65 -13%

Average procurement cycle time for JOC contracts (days) - 14 27 17 14 21%

Average procurement cycle time for GPOs (days) - 100 - - 100 -

Average procurement cycle time for Piggybacks (days) - 65 77 64 65 -1%

3 Increase Department Professionalism and Added Value.

% of client departments agreeing that Purchasing department adds value to procurement process

100% 70% 100% 100% 70% 30%

4 Improve Accountability, Partnership, and Teamwork with Client Departments.

% of rebids 10% 5% 11% 8% 5% 3%

5 Provide Greater Transparency in Procurement Process and Information.

Procurement FOIA requests 94 80 13 16 21 -24%

Favorable Variance


IT Solutions and Services: Build and maintain a secure, flexible, dependable, technically sound information and communications infrastructure for Cook County agencies. Services are provided for the county’s data communications, voice networks, personal computing systems, mainframe, midrange and distributed systems operations. Technology Policy & Planning: Innovatively and cooperatively plan, develop and manage software applications and websites for other county departments to improve workflow process to address residents’ and businesses’ needs for simple, responsive, transparent and cost-effective government administration.


BUREAU OF TECHNOLOGY Lydia Murray | Chief Information Officer | 312.603.1400 | [email protected]

The Bureau of Technology aim is to collaboratively assist County agencies

and departments to meet their business needs through collaboration, policy,

strategic planning and services.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 38 44 20 46 126% Non-Personnel 6,941 11,944 6,054 5,540 -8% Appropriation Adjustment 2,014 215 109 0


Geographic Information Systems: Provide maintenance of and access to Cook County’s enterprise geographic information system to facilitate shared geographic-based information. Services are delivered by managing resources, acquisition of GIS data and tools, performing quality assurance of GIS data and implementation of quality control measures. Project Management: Provides project management to consistently deliver successful technology projects that increase value to Cook County by aligning projects to Cook County’s strategic goals. Open Data: Increase access to and use of government data in support of good governance. Release government data that is relevant to agencies and of interest to the public.


Bureau of Technology Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Reduce Service Interruption to Minimize Overall Customer Operations.# of new incidents - TPP (ADM) - 120 16 42 60 -30%

# of new incidents - Open Data / New Media - 0 1 1 0 -

# of new incidents - GIS - 24 12 23 12 92%

# of new incidents - ITSS - 19,560 4,908 9,223 9,780 -6%

# of incidents closed - TPP (ADM) - 120 16 36 60 -40%

# of incidents closed - Open Data / New Media - 0 1 1 0 -

# of incidents closed - GIS - 24 12 23 12 92%

# of incidents closed - ITSS - 21,120 4,781 9,097 10,560 -14%

% incidents resolved within SLA - TPP (ADM) - 90% 95% 86% 90% -4%

% incidents resolved within SLA - Open Data / New Media - 100% 100% 100% 100% 0%

% incidents resolved within SLA - GIS - 100% 100% 100% 100% 0%

% incidents resolved within SLA - ITSS - 85% 94% 85% 85% 0%

2 Improve Customer Service Delivery to Cook County Agencies.# of new service requests - TPP (ADM) 8,342 8,000 1,990 3,681 4,000 -8%

# of new service requests - Open Data / New Media - 0 753 1,155 0 -

# of new service requests - GIS 326 336 64 192 168 14%

# of new service requests - ITSS 9,573 10,800 1,784 4,936 5,400 -9%

# of service requests closed - TPP (ADM) 8,092 7,764 1,942 3,603 3,882 -7%

# of service requests closed - Open Data / New Media - 0 753 1,155 0 -

# of service requests closed - GIS 326 336 64 190 168 13%

# of service requests closed - ITSS 9,573 9,000 1,471 4,750 4,500 6%

% service requests completed within SLA - TPP (ADM) - 90% - - 90% -

% service requests completed within SLA - Open Data / New Media

- 100% 100% 100% 100% 0%

% service requests completed within SLA - GIS - 99% 75% 92% 99% -7%

% service requests completed within SLA - ITSS - 99% 78% 79% 99% -20%

3 Project Management.# of active projects - 85 49 52 85 -39%

# of projects closed - 60 6 16 30 -47%

% of projects on-time - 80% - 92% 80% 12%

Favorable Variance


d) The desired result or benefits are being achieved;

e) Financial and other reports are being provided that disclose fairly, accurately, and fully all information required by law, to ascertain the nature and scope of programs and activities, and to establish a proper basis for evaluating the programs and activities including the collection of, accounting for, and depositing of, revenues and other resources;

f) Management has established adequate operating and administrative procedures and practices, systems or accounting internal control systems and internal management controls; and

g) Indications of fraud, abuse or illegal acts are valid and need further investigation.

Audits are conducted according to the annual audit plan; results of the audits are published and provided to the President, Commissioners, Department heads and Cook County residents.

County Ordinance, Chapter 2, Article IV, Division 6, Auditor, Sec. 2-311.

The County Auditor's Office conducts financial, management and performance audits of County departments, offices, boards, activities, agencies and programs to independently and objectively determine whether:

a) Activities and programs being implemented have been authorized by government Charter or Code, state or provincial law or applicable federal law or regulations and are being conducted and funds expended in compliance with applicable laws;

b) The department, office, or agency is acquiring, managing, protecting, and using its resources, including public funds, personnel, property, equipment, and space, economically, efficiently, and effectively and in a manner consistent with the objectives intended by the authorizing entity or enabling legislation;

c) The entity, programs, activities, functions, contracts, grants management, or policies are effective, including the identification of any causes of inefficiencies or uneconomical practices;


AUDITOR OFFICES UNDER THE PRESIDENT Shelly Banks | Auditor | 312.603.1500 | [email protected]

To promote transparency and accountability in government by providing independent and impartial reviews. To determine that those entrusted with County resources are establishing and maintaining effective controls.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 0 0 0 0 - Non-Personnel 2 6 3 0 - Appropriation Adjustment 0 0 0 0 - Total Costs 711 904 417 269 -36% Avg Monthly Sick Hours per Employee 5.5 2.4 Number of Employees (FTE's) 9.0 9.6


County Auditor Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Ensure Transparency & Accountability in County Government.% of the audits in the Audit Plan completed 25% 100% 25% 13% 13% 0%

% of completed audits available on Department website 0% 100% 0% 0% 0% -

% of QAR recommendations implemented - 100% 0% 0% 0% -

% of budgeted audit time allocated to assist the Comptroller's Office in issuing a timely CAFR

19% 19% 4% 19% 19% 0%

% of Countywide Risk Assessment completed for OUP - 100% 0% 0% 0% -

% of staff required CPE's completed 100% 100% 56% 59% 59% 0%

2 Other Indicators.# of audits on the annual audit plan 4 8 4 8 8 0%

# of audits completed 1 8 1 1 1 0%

# of completed internal audits published on website 0 8 0 0 0 -

# of QAR recommendations implemented - 4 0 0 0 -

# of days provided assistance to the Comptroller's Office 407 135 27 135 135 0%

# of staff CPE's hours completed (PP Estimate) 47 41 23 24 24 0%

# of competed programs for risk assessment for the OUP - 35 0 0 0 -

Favorable Variance


• Schedule cases for the following County Departments:

Sheriff, Revenue, Health, Building and

Zoning, Highway, Environmental Control, Animal Control. Also the Forest Preserve District Police.

• Conduct reviews of citations at which testimony, exhibits and evidence are presented and evaluated, and a final conclusion on adequacy of the citation is issued.

• Share with County departments and the Forest Preserve District relevant data relating to adjudication proceedings.

• Answer inquiries from the members of the public and respondents relating to administrative adjudication process.

• Maintain files of pleadings and orders.

Ordinance 09-O-03 established the Department of Administrative Hearings. To provide administrative law judges to conduct administrative proceedings for departments, agencies, boards and commissions of the County. Operating in a fair and impartial manner. Providing transparency with respect to its proceedings. Entering judgments, findings and orders which are consistent with State laws and County ordinances.


ADMINISTRATIVE HEARINGS OFFICES UNDER THE PRESIDENT John C. Allen IV | Director | 312.603.2125 | [email protected]

The Department of Administrative Hearings was created to allow fair, efficient and impartial appeals of citations issued by County departments and the Cook County Forest Preserve District.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target






Total Costs 1,041 1,198 590 494 -16% Avg Monthly Sick Hours per Employee 3.4 7.1 Number of Employees (FTE's) 5.0 8.0


Administrative Hearings Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Reduce Data Entry Time and Data Errors.% of citations transmitted to Administrative Hearings electronically by issuing department

80% 80% 90% 95% 90% 5%

# of citations received electronically from Revenue, Sheriff, and Forest Preserve Police

40,140 - 4,911 12,585 - -

ACTION: Conduct field visits with agency inspectors.

2 Increase Customer Convenience.# of parking wheel tax and vehicle equipment tickets appealed by mail

3,721 - 172 1,561 - -

% of hearings held at suburban locations 1% 9% 6% 11% 10% 1%

% of cases appealed online - 30% - - - -

3 Increase Percentage of Cases Adjudicated through Administrative Hearings.# of tickets issued 46,004 - 6,150 13,317 - -

# of cases heard 30,005 - 8,689 19,874 - -

Average Cost per Case $23.05 $22.22 $22.09 $14.00 $25.00 -44%

Avg # of cases disposed per judge hour 4 - 4 - - -

Dollar amount of fine judgments (Millions) $16.6 - $2.5 $4.6 - -

ACTION: Implement process to hear cases for Vacant Building Ordinance.

4 Increase Public Awareness of Administrative Hearings and Ordinance.# of individuals using Administrative Hearing website to find information

9,312 - 1,888 4,327 - -

ACTION: Add website address to additional locations to encourage use.

Favorable Variance


COUNTYWIDE - Economic Development

BUREAU OF ECONOMIC DEVELOPMENT Herman Brewer, Bureau Chief

Countywide – Economic Development 50

Planning & Development 53

Capital Planning and Policy 55

Building and Zoning 57

Zoning Board of Appeals 59


The County administers $75 million in economic development grants and controls over $1 billion through the purchase of goods and services. The County will complete the full repeal of the 1% sales tax increase by January 1, 2013, lifting a $400 million burden faced by residents and businesses. The County is pursuing a consolidated approach to economic development through the Bureau of Economic Development. The Bureau oversees planning and community development, County capital planning, building and zoning in unincorporated Cook County (including zoning appeals) and the management of the County’s real estate assets. The resulting effort is a more integrated and coordinated approach to retain and expand workforce opportunities, invest in communities, and foster economic vitality. In addition this approach results in a greater alignment and coordination with strategic partners, foundations, and community organizations focused on economic development.

ECONOMIC DEVELOPMENT

Cook County’s Property & Taxation goals are: 1. Pursue regional economic development

2. Increase access to living wage jobs

3. Minimize the tax burden


ECONOMIC DEVELOPMENT ReportingOffice

2012Actual

2013Target

Q2 YTDActual

Q2 YTDTarget

1. Pursue Regional Economic Development

# of businesses assisted through tax incentives Planning & Development 47 50 25 24 4%

# of capital investment projects completed Planning & Development 70 100 57 55 4%

2. Increase Access To Living Wage Jobs

# of jobs supported through construction related activities (CDBG & HOME)

Planning & Development - 565 135 . -

# of jobs supported through non-construction related activities (CDBG & ESG)

Planning & Development - 145 151 145 4%

# of jobs created through tax incentives Planning & Development 1,866 1,954 718 979 -27%

# of jobs retained through tax incentives Planning & Development 1,338 1,405 212 702 -70%

3. Minimize Tax Burden

Cook County consumer spending tax rate (sales tax) Countywide 1.00% 0.75% 0.75% 0.75% 0%

Through collaborative projects, the County can multiply investment dollars and attract additional partners to create even greater regional economic advancement.

Fostering the creation of well-paying, private-sector jobs will boost the regional economy and reduce unemployment.

Lowering taxes increases economic activity, which raises business income and increases residents' spending power.

Q2Variance


Grant Management: (1) deploy and track grant funds, (2) disburse funds, (3) report accomplishments & performance measures regularly, (4) identify and apply for mission-aligned grants. Business Incentive Programs: (1) assist businesses with growth and job retention/attraction, (2) process/review incentive requests through administrative and legislative processes, (3) track incentives awarded for compliance. Regional Planning: (1) identify innovative approaches to solving regional economic development issues, (2) engage active regional partners, (3) apply new strategies to problem-solving with Cook County in the leadership role, (4) encourage collaboration among municipalities.

Develop viable urban communities

Support homelessness prevention

Implement local housing strategies

Effectively manage programs

Report annual accomplishments aligned with five-year and annual plans

Mandated by local legislation to stimulate economic opportunities

Annual Federal Programs: (1) promote grant opportunities, (2) improve response to reflect innovative approaches, best practices, or new models, (3) review applications in accordance with HUD requirements and applicable plans, (4) provide support to sub recipients.


PLANNING AND DEVELOPMENT BUREAU OF ECONOMIC DEVELOPMENT Maria Choca-Urban | Director | 312.603.1033 | [email protected]

Foster community and economic development through strategic leveraging of resources to stimulate: (1) sustainable community investment connecting housing, employment, development, and transportation; (2) business growth, attraction, and retention; (3) affordable housing; and (4) regional planning focused on the integration of economic, physical, and social infrastructure.

New processes for measuring data currently being developed.

PERFORMANCE TRENDS

BUDGET* $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 0 0 0 0 0% Non-Personnel 11 148 75 3 -96% Appropriation Adjustment (309) (540) (274) (148)

Total Costs 477 499 213 247 16% Avg Monthly Sick Hours per Employee 5.9 5.7 Number of Employees (FTE's) * 13.0 10.0

* FTE count and budget shown is corporate fund only.


mailto:[email protected]

Planning and Development Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Support Expansion of Economic Opportunities.# of jobs supported through construction activities (CDBG & HOME)

- 565 135 135 0 -

# of jobs supported through non-construction activities (CDBG & ESG) (non-cumulative)

- 145 146 151 145 4%

# of jobs created through tax incentives 1,866 1,959 382 718 979 -27%

# of jobs retained through tax incentives 1,338 1,405 84 212 702 -70%

# of businesses assisted through tax incentives 47 50 12 25 24 4%

2 Support Sustainable Community Investment.# of capital investment projects completed 70 100 20 57 55 4%

# of beneficiaries receiving social and housing services - 22,707 7,868 16,625 11,354 46%

# of blighted properties removed 8 20 14 14 16 -13%

# of parcels reviewed for tax status through No Cash Bid (NCB)

2,907 1,500 843 3,011 750 301%

# of parcels with delinquent tax issues cleared-up through No Cash Bid (NCB)

66 50 3 13 25 -48%

# of individual taxing districts assisted through No Cash Bid (NCB)

173 35 1 93 18 417%

# of parcels issued a Certificate of Purchase through No Cash Bid (NCB)

233 30 0 0 0 -

3 Support Homelessness Prevention Activities.# of at-risk households receiving homeless prevention services

1,637 868 43 125 304 -59%

# of beneficiaries receiving shelter assistance 6,403 7,902 1,805 3,835 4,742 -19%

4 Implement Affordable Housing Strategies.# of affordable rental housing units produced 83 296 2 50 45 11%

# of affordable for-sale housing units produced 30 56 25 68 56 21%

# of affordable for-sale housing units sold 15 78 21 44 53 -17%

5 Improve Performance and Capacity of Grants Management Personnel.CDBG dollars disbursed to meet grant timeliness requirements (Millions)

$6.64 $9.89 $3.98 $8.30 $6.60 26%

# of days on average to approve invoices 11 15 16 18 15 20%

Dollars leveraged through federal entitlement programs (Millions)

$0 $20 - - - -

Favorable Variance


PROGRAMS AND KEY ACTIVITIES Capital Planning and Policy Complete capital projects within budget. Complete projects within approved schedule Ensure MBE/WBE participation Real Estate Management Division: Adopting a proactive approach to managing the County’s real estate portfolio through establishment of the Space Allocation Committee and implementation of the Real Estate Asset Strategic Realignment Plan.

MANDATE The Office of Capital Planning and Policy (OCPP) is mandated to meet all current building codes and comply with County, City, and State ordinances as well as the mandates of other governing agencies (i.e. IDPH, JCHO, Department of Justice, etc.). The Real Estate Management Division leads property management at all County-owned and leased properties.


CAPITAL PLANNING AND POLICY BUREAU OF ECONOMIC DEVELOPMENT John Cooke | Director | 312.603.0300 | [email protected]

Capital Planning exists to provide safe, secure and accessible facilities through capital construction projects, for all County departments and elected officials, in order that they may serve the public and perform their duties in an environment that fosters efficient, convenient and cost-effective delivery of public services. Real Estate coordinates property management at all County-owned and leased facilities.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target




Personnel (without overtime) 892 1,082 499 413 -17%


Total Costs 917 1,113 515 416 -19% Avg Monthly Sick Hours per Employee 7.3 5.4 Number of Employees (FTE's) 11.6 13.0


Capital Planning and Policy Goals2012

Actual2013

TargetQ1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Complete Capital Projects within Budget.

% of professional services completed within 10% of original approved contract amount

96% 95% 100% 100% 95% 5%

% of construction contracts completed within 10% of original approved construction budget

90% 95% 87% 100% 95% 5%

Average cost change for all completed construction projects (%)

8% 5% 0% 0% 5% -5%

2 Complete Capital Projects within Original Approved Schedule.

Active construction projects: Early/on-time (%) 86% 90% 87% 85% 90% -5%

Completed construction projects: Early/on-time (%) 96% 90% 87% 100% 90% 10%

3 Reduce the Cost of Owned and Leased Space.

Savings through reduction of leased space costs $102,993 $470,000 $63,000 $131,694 $104,000 27%

Savings through reduction of owned space costs TBD TBD - - - -

ACTION: Conducting space utilization audit

4 Other Indicators.

% insurance compliance with annual PWA reporting 92% 90% - - - -

% of on-time collections on monthly payments 98% 95% 80% 100% 85% 15%

Favorable Variance


The Department of Building and Zoning provides rules and regulations governing the erection, construction, alteration, demolition, or relocation of all buildings and structures within designated single family, general residence, commercial, industrial, and public zoned districts of unincorporated Cook County.

The Department must inspect annually, semi-annually, or otherwise such buildings, structures, equipment, sites or parts there of relating to all: theaters, churches, schools, daycares restaurants, other assembly buildings, all multiple dwellings of four or more units.


BUILDING & ZONING BUREAU OF ECONOMIC DEVELOPMENT Tim Bleuher | Commissioner | 312.603.0500 | [email protected]

Promotes the health, safety, and welfare of unincorporated Cook County residents by performing responsible and timely inspections of buildings and properties and enforcing all codes and ordinances.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target




Personnel (without overtime) 3,125 3,193 1,474 1,495 1%




mailto:[email protected]

Building and Zoning Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Ensure Safe Buildings in Unincorporated Cook County.# of inspections per month 4,199 4,000 3,834 4,022 4,000 1%

# of permits issued per month 206 200 163 181 200 -10%

# of violations issued per month 608 550 505 609 550 11%

2 Improve Department Efficiency and Effectiveness.# of application submittals that are incomplete 27 15 0 0 8 -100%

# of days to issue an easy permit (Fence, Roof, Boiler) - 10 14 13 10 30%

# of days to issue other permits 57 45 53 48 45 7%

3 Improve Constituent Access and Customer Experience.% of permits purchased online 22% 30% 21% 20% 30% -10%

% of survey respondents satisfied 28% 35% 33% 34% 35% -1%

% of customers completing survey 25% 35% 27% 28% 35% -7%

4 Register Vacant Buildings.# of vacant properties registered 291 - 82 201 - -

# of violations written for Vacant Building Ordinance 172 - 90 110 - -

# of suburban municipalities adopting Vacant Building Ordinance

1 4 1 2 2 0%

Favorable Variance


ZBA Staff & Applicant: Review case file, developing a proper neighbor notification list, communicating to applicant list parameters. Revise and distribute to applicants the Official Rules of Practice and Procedure. Bureau of Administration, ZBA Staff, and ZBA Board: Distribute customer questionnaires. Receive and analyze data collected post public hearings.

Hearings shall take place within 45 days from when the ZBA receives the case. The Cook County Board shall receive the Findings of Fact with the Zoning Board of Appeals' recommendations no more than 90 days after the hearing. The ZBA can grant itself a 30 day extension if the applicant has not submitted the draft Findings of Fact. The County Board has to vote on the ZBA's recommendations.


ZONING BOARD OF APPEALS BUREAU OF ECONOMIC DEVELOPMENT Andrew Przybylo | Secretary | 312.603.0540 | [email protected]

Hold hearings and dispatch zoning cases on a timely basis, as required by the Zoning Ordinance; Ensure zoning cases are sent to the Cook County Board for final decision with utmost transparency; Ensure Cook County residents satisfaction of the hearing process

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target




Personnel (without overtime) 388 469 217 233 8%

Overtime 0 0 0 0 - Non-Personnel 18 26 13 4 -71% Appropriation Adjustment 0 (65) (33) 0



Zoning Board of Appeals Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Follow Proper Procedures for Notification.# of cases with notices that follow correct procedures 88 - 24 41 - -

# of canceled hearings due to improper notification 0 0 0 0 0 -

% of cases with notices following correct procedures 100% 100% 100% 100% 100% 0%

2 Submit Findings within 90 Days of Hearing.# of public hearings 88 - 24 41 - -

# of cases sent to the Board of Commissioners 88 - 18 38 - -

# of cases sent to the Board of Commissioners within 90 days of hearing

86 - 18 38 - -

% of cases sent to the Board of Commissioners within 90 days of hearing

98% 100% 100% 100% 100% 0%

# of days between Zoning Board hearing to Board of Commissioners' decision date

19 90 18 16 90 -82%

3 Schedule Hearings within 45 Days of Referral.# of cases referred 87 - 22 35 - -

# of cases sent to the Board of Commissioners within 45 days of referral

72 - 22 35 - -

% of cases sent to the Board of Commissioners within 45 days of referral

83% 100% 100% 100% 100% 0%

# of days between referral and Zoning Board hearing 37 45 31 32 45 -29%

4 Achieve Excellent Customer Satisfaction.# of survey cards returned 219 - 40 49 - -

# of hearings evaluated as good, or very good 203 - 37 46 - -

% of satisfied participants 93% 90% 93% 94% 90% 4%

Favorable Variance


COUNTYWIDE - Healthcare

HEALTH AND HOSPITALS SYSTEM Dr. Ramanathan Raju, Chief Executive Officer

Countywide – Healthcare 62

Health & Hospitals System 63

System Financial Overview 67

Shared Services 71

Inpatient Services 73

(Stroger, Provident, Cermak)

Outpatient Services 77

(Ambulatory & CORE)

Department of Public Health 79


Cook County is responsible for providing crucial health care services to over five million residents, regardless of residents’ economic status or ability to pay. The Cook County Health & Hospitals System (CCHHS) oversees a comprehensive, integrated system of health care throughout Chicago and suburban Cook County through its seven affiliates: two hospitals, Stroger and Provident; a growing ambulatory and community health network that includes Provident and Oak Forest; the Cermak correctional healthcare facility; the CORE center for HIV/AIDS and infections diseases treatment; and the Department of Public Health. CCHHS offers a broad range of services from specialty to primary care to emergency, acute, outpatient, rehabilitative, long-term and preventative care. The health system employs approximately 6,500 workers, making it one of the largest public health systems in the country. Operations and policy are governed by an independent board. Goals and measures in this report reflect the goals in the system’s strategic plan.

HEALTH CARE

Cook County’s Healthcare goals are: 1. Improve operational efficiency

2. Ensure patient satisfaction

3. Provide quality healthcare

4. Maintain financial stability


HEALTH CAREReporting

Office

2012

Actual

2013

Target

Q2 YTD

Actual

Q2 YTD

Target

1. Improve Operational Efficiency

Productivity, cycle time and efficiency measures track health of core system activities.

Emergency dept. volume Stroger Hospital 140,781 - 68,425 -

ED Wait to be seen (minutes) Stroger Hospital 135 120 110 120 -8%

% Left w/o being seen (LWBS) Stroger Hospital 10.1% 8.0% 7.5% 8.0% -0.5%

Emergency dept. volume Provident Hosp. 36,833 - 17566 -

ED Wait to be seen (minutes) Provident Hosp. 145 120 129 120 8%

% Left w/o being seen (LWBS) Provident Hosp. 10.0% 8.0% 7.3% 8.0% -0.7%

Health Nurse face to face assessment completed (hours) Cermak 68 24 88 24 267%

# of days to 3rd next available appointment for new patients (GMC) ACHN 101 30 - 30

# of patients referred and waiting > 21 days for gynecology clinic ACHN 1,686 1,200 - 1,200

% of new patient visits scheduled within 10 business days CORE Center 99% 100% 100% 100% 0%

2. Ensure Patient Satisfaction

Survey measures track patient perceptions of experiences with system.

% Patients ‘definitely’ recommend this hospital Stroger Hospital 61% 70% 64% 70% -6%

% Patients ‘definitely’ recommend this hospital Provident Hosp. 70% 70% 56% 70% -14%

% of grievances responded to within 10 days Cermak 96% 95% 85% 95% -10%

Overall patient satisfaction CORE Center 79% 75% 82% 81% 1%

Q2

Variance


HEALTH CARE (page 2)Reporting

Office

2012

Actual

2013

Target

Q2 YTD

Actual

Q2 YTD

Target

3. Provide Quality Healthcare

Health measures track patient and system outcomes.

% of surgery patients with VTE prophylaxis ordered Stroger Hospital 95% 97% 95% 97% -2%

% of surgery patients who received appropriate Abx Stroger Hospital 96% 98% 96% 98% -2%

% of surgery patients with VTE prophylaxis ordered Provident Hosp. 100% 97% 100% 97% 3%

% of surgery patients who received appropriate Abx Provident Hosp. 100% 98% 95% 98% -3%

% patients incarcerated > 120 days with diabetes in control as demonstrated by HgA1C < 7% Cermak 44% 43% 48% 43% 5%

% of up-to-date vaccinations in children at 24 months ACHN 82% 72% - 72%

% of diabetics age 18-65 with at least one HgA1C in the last year ACHN 89% 90% 88% 90% -2%

% of diabetics age 18-65 with HgA1C < 9 ACHN 21% 29% 26% 29% -3%

# of eligible patients having routine opt-out HIV test CORE Center 66,309 - 36,110 - -

% of patients on ART with most recent viral load of < 1000 CORE Center 90% 90% 84% 90% -6%

4. Maintain Financial Stability

Financial measures track overall financial health of system and individual cost centers.

Inpatient gross days in revenue outstanding Inpatient (All) 142 88 - 88 -

# of inpatient accounts not final billed (DNFB) after 5 days Inpatient (All) 491 - - - -

Outpatient gross days in revenue outstanding Outpatient (All) 126 108 86 - -

$ of accounts on outpatient exception report (Millions) Outpatient (All) 17.3 - $15.2 - -

% of patients receiving HIV meds from CORE pharmacy CORE 6.99% < 10% 4.1% < 10% -6%

Q2

Variance


CCHHS STAR reports are organized by type of service provided: • Shared Services (e.g. Office of the Chief Health Administrator) • Inpatient – John H. Stroger, Jr. Hospital • Inpatient – Provident Hospital • Outpatient – Ambulatory includes Ambulatory and Community Health Network (ACHN), specialty

clinics and Regional Outpatient Centers • Outpatient – Ruth M. Rothstein CORE Center for HIV/AIDS and infectious diseases • Outpatient – Cermak Health Services, a correctional health facility • Cook County Department of Public Health

Of note, budgetary responsibility for the hospital outpatient services, specialty clinics and the Regional Outpatient Centers are aligned with each hospital. For example, expenses for specialty clinic personnel at John H. Stroger Jr. Hospital are included in the hospital's budget, but their performance is measured in the Ambulatory and Community Health Network STAR report. Financial performance for each affiliate within Cook County Health and Hospitals System is included in this summary, but it is not shown on each affiliate’s report. Footnotes for each CCHHS report are located at the end of the section.

STRUCTURE OF THE COOK COUNTY HEALTH AND HOSPITALS (CCHHS)STAR REPORT

COOK COUNTY HEALTH AND HOSPITALS SYSTEM SYSTEM FINANCIAL OVERVIEW Ramanathan Raju, M.D. | Chief Executive Officer | 312.864.6820 | [email protected] To deliver health services with dignity regardless of a patient's ability to pay, partner with communities and providers to enhance public health, and advocate for policies that promote the physical and mental well-being of Cook County's citizens.

BUDGET

$(000’s)

PERSONNEL

CCHHS System

2012 Actual

2013 Target



Variance

Personnel (without overtime) 453,794 516,221 238,256 218,161 -8% Overtime 36,417 22,201 10,246 20,695 102% Non-Personnel 256,062 334,686 169,634 197,982 17% Appropriation Adjustment 1,512 (12,402) (6,286) 0 Total Costs 747,785 860,705 411,852 436,839 6% Avg Monthly Sick Hours per Employee 6.7 6.7 Number of Employees (FTE's) 6,686.1


COOK COUNTY HEALTH AND HOSPITALS SYSTEM FINANCIAL OVERVIEW

BUDGET

$(000’s)

PERSONNEL

John H. Stroger Hospital

2012 Actual

2013 Target



Variance

Personnel (without overtime) 273,760 312,376 144,173 134,780 -7% Overtime 25,061 14,735 6,801 13,604 100% Non-Personnel 108,605 95,151 48,227 59,114 23% Appropriation Adjustment 0 0 0 0 Total Costs 407,427 422,262 199,201 207,497 4% Avg Monthly Sick Hours per Employee 6.4 6.7 Number of Employees (FTE's) 4,184.0 3,903.0

BUDGET

$(000’s)

PERSONNEL

Provident Hospital

2012 Actual

2013 Target



Variance

Personnel (without overtime) 31,652 32,793 15,135 14,172 -6% Overtime 1,949 1,585 732 1,143 56% Non-Personnel 13,232 14,602 7,401 5,243 -29% Appropriation Adjustment 0 0 0 0 Total Costs 46,833 48,981 23,268 20,558 -12% Avg Monthly Sick Hours per Employee 6.7 6.6 Number of Employees (FTE's) 468.0 383.0

BUDGET $(000’s)

PERSONNEL

Shared Services (Office of the Chief Health Administrator)

2012 Actual

2013 Target



Variance

Personnel (without overtime) 36,534 49,146 22,683 19,118 -16% Overtime 5,036 3,658 1,688 3,096 83% Non-Personnel 111,128 113,478 57,516 88,255 53% Appropriation Adjustment 0 (14,000) (7,096) 0 Total Costs 152,698 152,282 74,791 110,469 48% Avg Monthly Sick Hours per Employee 6.3 6.1 Number of Employees (FTE's) 581.0 608.0



BUDGET

$(000’s)

PERSONNEL

Oak Forest Hospital

2012 Actual

2013 Target



Variance

Personnel (without overtime) 19,338 6,400 2,954 3,065 4% Overtime 819 243 112 450 302% Non-Personnel 5,818 5,623 2,850 1,146 -60% Appropriation Adjustment 0 0 0 0 Total Costs 25,976 12,265 5,915 4,660 -21% Avg Monthly Sick Hours per Employee 6.3 5.0 Number of Employees (FTE's) 337.5 116.0

BUDGET

$(000’s)

PERSONNEL

ACHN

2012 Actual

2013 Target



Variance

Personnel (without overtime) 37,393 44,218 20,408 20,393 0% Overtime 472 557 257 261 2% Non-Personnel 5,271 6,962 3,529 2,315 -34% Appropriation Adjustment (112) (113) (57) 0 Total Costs 43,023 51,624 24,137 22,939 -5% Avg Monthly Sick Hours per Employee 7.9 7.8 Number of Employees (FTE's) 677.3 652.0

BUDGET $(000’s)

PERSONNEL

CORE Center

2012 Actual

2013 Target



Variance


Overtime 53 39 18 16 -9% Non-Personnel 6,001 6,060 3,071 201 -93% Appropriation Adjustment 0 0 0 0




BUDGET

$(000’s)

PERSONNEL

JTDC

2012 Actual

2013 Target



Variance

Personnel (without overtime) 2,656 3,056 1,411 1,236 -12% Overtime 252 186 86 158 84% Non-Personnel 97 610 309 59 -81% Appropriation Adjustment 0 0 0 0 Total Costs 3,005 3,852 1,806 1,453 -20% Avg Monthly Sick Hours per Employee 7.1 7.2 Number of Employees (FTE's) 37.0 36.0

BUDGET1 $(000’s)

PERSONNEL

Department of Public Health

2012 Actual

2013 Target



Variance

Personnel (without overtime) 15,373 16,544 7,636 6696 -12% Overtime 5 21 10 0 -97% Non-Personnel 3,364 5,331 2,702 1,860 -31% Appropriation Adjustment 1,625 1,711 867 0 Total Costs 20,366 23,607 11,215 8,556 -24% Avg Monthly Sick Hours per Employee 8.2 7.8 Number of Employees (FTE's) 224.0 196.0

BUDGET $(000’s)

PERSONNEL

Cermak

2012 Actual

2013 Target



Variance


Overtime 2,770 1,177 543 1,960 261% Non-Personnel 2,547 3,725 1,888 1,164 -38% Appropriation Adjustment 0 0 0 0



PROGRAMS AND KEY ACTIVITIES Shared Services: Academic Teaching and Research, Compliance, Finance, Human Resources, Information Systems, Internal Audit, Laboratory, Legal, Materials Management, Multi-cultural Affairs Performance Improvement, Pharmacy, Public Relations, Risk Management. Medical Education: 34 academic medical affiliations with Rush University Medical Center the primary affiliate. Grants & Research: 240 grants and sponsored program projects, providing approximately $50 Million in funding to CCCHS.

MANDATES Maintain compliance with Centers for Medicare and Medicaid across the system Maintain Compliance with the Illinois Department of Public Health and the Illinois Health Facilities and Services Review Board across the system. Comply with the Shakman Decrees across the system. Comply with Cook County purchasing ordinance across the system. Comply with Cook County Human Rights Ordinance across the system. Maintain Laboratory accreditation by College of American Pathologists (CAP) and Joint Commission. Comply with the privacy management provisions of the Health Insurance Portability and Accountability Act (HIPAA), the Health Information Technology for Economic and Clinical Health Act (HITECH) provisions of the American Recovery and Reinvestment Act (ARRA) and other state and federal laws protecting the confidentiality of health information across the system.


SHARED SERVICES COOK COUNTY HEALTH AND HOSPITALS SYSTEM (CCHHS) Ramanathan Raju, M.D. | Chief Executive Officer | 312.864.6820 | [email protected]

To deliver health services with dignity regardless of a patient's ability to pay, partner with communities and providers to enhance public health, and advocate for policies that promote the physical and mental well-being of Cook County's citizens.

Cook County Health and Hospital System’s (CCHHS’s) leadership recognizes the critical importance of recruiting and maintaining trained staff while acting as good stewards over the System's resources. Staff development indicators such as number of medical students and vacancy rates will help CCHHS determine if efforts to recruit and hire staff are effective. Whereas, stewardship indicators such as monitoring overtime, cash received, and expenses will be used to monitor fiscal responsibility.

PERFORMANCE TRENDS


SHARED SERVICES GOALS2012

Actual

2013

Target

Q1 YTD

Actual

Q2 YTD

Actual

Q2 YTD

Target


Number of job postings 1 230 - - - - -

Number of Re-Postings 97 - - - - -

Number of 1115 Waiver Vacancies Filled 321 - 61 45 - -

House Staff Processed (Residency Programs) 123 - - 92* - -

Total Number of Vacancies Filled 444 - 154 196 - -

* Currently processing residents scheduled to begin July 1st, 2013ACTION: Recruit and retain the best qualified employeesACTION: Restructure and redesign the hiring process for the healthcare affiliates

2. Improve Patient Satisfaction

% of patients at Stroger Hospital who reported their doctors "Always" communicated well 81% 80% 80% 80% 80% 0%

3. Maximize Financial Viability

Total cash received from all sources (millions) 2 $578 $712 $101 $208 $213 -2%

Medicare 2 $62 $50 $13 $29 $26 12%

Medicaid 2 $132 $126 $27 $59 $68 -13%

Private Payors 2 $21 $18 $7.7 $13 $11 18%

BIPA 2 $131 $131 - $0.2 -

DSH 2 $151 $151 $38 $79 $75 5%

Meaningful Use - $9 $7.0 $8.2 $4.0

Physician Billing - $2.4 $4.9 $6.0 -18%

DSH Retroactive $20 - - - - -

Medicaid RetroActive Payment $47 - - - - -

ACTION: Address billing and accounts revenue cycle performance improvement

2013 YTD

Variance


Emergency & Trauma Care: Adult and Pediatric Emergency Services, including a Level 1 Trauma Center and a Burn Center (Stroger) Surgical Services: Anesthesia, Breast Surgery, Cardiothoracic, Colorectal, General Surgery, Neurosurgery, Surgical Oncology, Ophthalmology, Oral-Maxillofacial, Orthopedics, Otolaryngology, Pediatric Surgery, Podiatry, Surgical Endocrinology, Urology, Vascular Surgery. Medical Services: Family Medicine, Internal Medicine (General, Allergy/Immunology, Cardiology, Dermatology, Endocrinology, Gastroenterology, Geriatrics, Hematology, Infectious Disease, Nephrology, Neurology, Occupational Medicine, Oncology, Palliative Care, Pulmonary, Rheumatology), Obstetrics/ Gynecology, Pediatrics (General, Oncology, Hematology, Endocrinology, Nephrology, Neurology, Cardiology, Genetics, Adolescent/Young Adult Medicine, Child Protective Services), Psychiatry. Diagnostic/Therapeutic Services: Audiology, Diagnostic Imaging/Radiology, Endoscopy, Invasive & Non-Invasive Cardiology, Dialysis, Interventional Radiology, Neurologic Testing, Pain Management, Pharmacy, Physical and Occupational Therapy, Speech Pathology.

Maintain hospital accreditation status from the nationally recognized Joint Commission. Maintain Laboratory accreditation by the College of American Pathologists (CAP). Maintain accreditation for the Blood Bank by the American Association of Blood Banks (AABB). Maintain accreditation from Illinois Department of Health (IDPH) as a Perinatal Center and Level III Neonatal Intensive Care Unit (NICU). Report quality and satisfaction indicators as required on by the Illinois Department of Public Health and Centers for Medicare and Medicaid Services. Comply with Illinois Department of Public Health and the Illinois Health Facilities and Services Review Board regulations. Comply with the Department of Justice, Civil Rights Division and address the healthcare needs of approximately 100,000 adult and juvenile inmates at the Cook County Jail. Complete Medicare Cost Report annually. Inpatient Care: 464 licensed acute beds with a 52 bed level 3 NICU, a 26 bed Nursery, Medical/Surgical, Critical Care, and Maternal/Child services (Stroger) and 113 licensed acute beds with 25 staffed acute care beds (Provident). Cermak Infirmary 129 beds (medical and mental health), as well as emergency, urgent care, general care and receiving.


INPATIENT SERVICES JOHN H. STROGER JR. HOSPITAL PROVIDENT HOSPITAL CERMAK HEALTH SERVICES (including OUTPATIENT) COOK COUNTY HEALTH AND HOSPITALS SYSTEM Ramanathan Raju, M.D. | Chief Executive Officer | 312.864.6820 | [email protected]



INPATIENT SERVICES – Continued JOHN H. STROGER JR. HOSPITAL PROVIDENT HOSPITAL CERMAK HEALTH SERVICES (including OUTPATIENT) COOK COUNTY HEALTH AND HOSPITALS SYSTEM Ramanathan Raju, M.D. | Chief Executive Officer | 312.864.6820 | [email protected]

To deliver health services with dignity regardless of a patient's ability to pay, partner with communities and providers to enhance public health, and advocate for policies that promote the physical and mental well-being of Cook County's citizens. Scope of Care: John H. Stroger Jr. Hospital is a tertiary care, academic medical center which

provides emergency, trauma, acute inpatient and intensive care and diagnostic services to people of all ages. Provident hospital provides emergency services and low acuity inpatient care as well as subspecialty and diagnostic services. Cermak Health Services provides medical and mental health care to the inmates of Cook County Jail and also residents of the Juvenile Temporary Detention Center of Cook County.


John H. Stroger Jr. Hospital will focus on measures associated with the Vision 2015 Strategic Plan. This includes: improving access and reducing barriers to care; improving quality of care and patient satisfaction; strengthening service lines with focus on maternal/child services, surgery and emergency department; and providing stewardship by monitoring use of resources. Provident is undergoing a transition from an inpatient focused facility to a robust regional health center supported by a comprehensive outpatient center of specialty and primary care providers, a community acute care hospital, and a state-of-the-art diagnostic imaging services. As provider of healthcare services to the Department of Corrections, Cermak Health Services will improve access to care, comply with regulations, and assure availability of adequately trained staff.

PERFORMANCE TRENDS


INPATIENT GOALS

(Stroger Hospital, Provident Hospital,

Cermak Health Center)2012

Actual

2013

Target

Q1 YTD

Actual

Q2 YTD

Actual

Q2 YTD

Target


Emergency Department Visits (Stroger) 140,781 - 34,352 34,073 - -

ED Wait to be seen (minutes) (Stroger) 135 120 117 110 120 -8%

% of patients who left Hospital Emergency Department without being seen (Stroger) 10.0% 8.0% 9.5% 7.5% 8.0% -0.5%

Emergency Department Visits (Provident) 36,833 - 8,685 8,881 - -

ED Wait to be seen (minutes) (Provident) 145 120 156 129 120 8%

% of patients who left Hospital Emergency Department without being seen (Provident) 10.0% 8.0% 11.2% 7.3% 8.0% -0.7%

% of patients with length of hospital stay > 7 days (Stroger) 15% 12% 18% - 12% -

Health Nurse face-to-face assessment completed (in hours) (Cermak) 68 24 92 88 24 267%

ACTION: Process improvement team for Health Service Requests (HSR)ACTION: A Multidisciplinary team meets on weekly basis to address and improve ED throughput to reduce left without being seenACTION: A multidisciplinary team meets on a weekly basis to address patients with a stay greater than 7 days

2. Improve Quality

2012 CY

Q3 Actual

2013

Target2012 CY

Q4 Actual

2013 CY

Q1 Actual

2013 CY

Q1 Target

% of surgery patients with recommended venous thromboembolism prophylaxis ordered 1,2 (Stroger)

95% 97% 96% 95% 97% -2%

% of surgery patients who received appropriate antibiotic selections for the surgical procedure 1,2(Stroger)

96% 98% 94% 96% 98% -2%

% of surgery patients with recommended venous thromboembolism prophylaxis ordered 1,2 (Provident)

100% 97% 100% 100% 97% 3%

% of surgery patients who received appropriate antibiotic selections for the surgical procedure 1,2(Provident)

100% 98% 96% 95% 98% -3%

Demonstrate glycemic control HbA1c < 7% for diabetic patients incarcerated > 120 days (Cermak) 44% 43% 51% 48% 43% 8%

ACTION: Implement a system-wide, evidence-based continuous improvement program to monitor key patient and safety indicators


% of patients who 'definitely' recommend this hospital (Stroger) 61% 70% 59% 64% 70% -6%

% of patients who 'definitely' recommend this hospital (Provident) 70% 70% 65% 56% 70% -14%

% of patient grievances responded to in 10 days (Cermak) 96% 95% 95% 85% 95% -10%

ACTION: Develop customer service employee standards and implement customer service training

4. Maximize Financial Viability2012

Actual

2013

Target

Q1 YTD

Actual

Q2 YTD

Actual

Q2 YTD

Target

Inpatient gross days in revenue outstanding 142 88 105 - 88 -

# of inpatient accounts not final billed (DNFB) after

discharge 3 491 - 429 - - -

$ of accounts not final billed (DNFB) $1.12 M - $11.0 - - -

2013 YTD

Variance

2013 YTD

Variance

2013 CY Q1

Variance


Primary Care Clinics: 13 primary care clinics located throughout Cook County. Specialty Care Clinics: Oak Forest Specialty Health Center, John Sengstacke Health Center, John H. Stroger Jr. Hospital of Cook County and Ruth M. Rothstein Core Center. Regional Outpatient Centers (ROC): Restructure Oak Forest Hospital as a Regional Outpatient Center (ROC); restructure Provident Hospital as a Regional Outpatient Center (ROC) with a focused acute care hospital and Emergency Department; rebuild Fantus Clinic as a Regional Outpatient Center (ROC). Scope of Services: Full spectrum of ambulatory services from preventive and primary care services to all specialty care, except for transplant services. This includes outpatient services for patients with HIV/ AIDS, sexually transmitted infections, hepatitis and other infectious diseases, mental health services including psychological and social support teams, screenings and assistance obtaining medication benefits, legal counseling. Research: Clinical and behavioral science research, with emphasis on improving quality of care, and access to medications.

Maintain Ambulatory accreditation for ACHN Clinics from the nationally recognized Joint Commission. Report quality and satisfaction indicators as required by Illinois Department of Public Health Report Card and Medicare. Comply with Illinois Department of Public Health and the Illinois Health Facilities Services and Review Board regulations. Meet federal mandate on HIV standards of care for residents of Cook County. Contribute to Improvements in, and cost effectiveness of, care by securing federal, state, and city, as well as foundation, industry, and philanthropic grants Providers: Cardiology, Dermatology, Dental, Endocrinology, Family Practice, Gastroenterology, General Surgery, Genetics, Hematology, HIV, Internal Medicine, Nephrology, Neurology, Neurosurgery, Ophthalmology, Orthopedics, Obstetrics/Gynecology, Oncology, Oral Surgery, Otolaryngology, Pediatrics, Plastic Surgery, Podiatry, Psychiatry, Pulmonary, Urology, Vascular Surgery.


OUTPATIENT SERVICES AMBULATORY & COMMUNITY HEALTH NETWORK (ACHN) RUTH M. ROTHSTEIN CORE CENTER COOK COUNTY HEALTH AND HOSPITALS SYSTEM Ramanathan Raju, M.D. | Chief Executive Officer | 312.864.6820 | [email protected]


ACHN will continue to focus on access to care which including specific to services such as Primary Care and Gynecology. ACHN will track appointment availability for specialty services as a measure of access to care. Consistent with CORE’s mission to provide health services to patients with infectious diseases regardless of ability to pay, measures will commence/continue that monitor access to care, quality of services, availability of trained staff and leadership’s engagement/stewardship.

PERFORMANCE TRENDS


OUTPATIENT GOALS

(Includes ACHN and CORE Centers)2012

Actual

2013

Target

Q1 YTD

Actual

Q2 YTD

Actual

Q2 YTD

Target


Total ambulatory provider visits (thousands) 1 TBD - TBD - - -

# of days to 3rd next available appointment for new primary care patients – GMC site

2 101 30 104 130 30 333%

# of days to 3rd next available appointment for new primary care patients – neighborhood clinic, Oak Forest

2 26 30 47 46 30 53%

# of days to 3rd next available appointment for new medical Oncology patients – Stroger Hospital

2 1 14 1 1 14 -93%

# of patients referred and waiting greater than 21 days for Gynecology Clinic 2 1,686 1,200 1,829 1,210 1,200 1%

% of new HIV patient visits scheduled within 10 business days (CORE) 99% 100% 100% 100% 100% 0%

ACTION: Maximize provider productivity at all clinics

2. Improve Quality and Cultural Competence

% of phone calls within acceptable service level for ACHN central appointment call center TBD - TBD - - -

2012 CY

Q3 Actual

2013

Target

2012 CY

Q4 Actual

2013 CY

Q2 Actual

2013 CY

Q2 Target

% of up-to-date Pediatric immunizations in children at 24 months 3 82% 72% 78% - 72% -

% of diabetic patients (age 18-65 years) who have had one HBA1c in the last 12 months 3 89% 90% 87% 88% 90% -2%

% of diabetic patients with most recent HbA1C level greater than 9% 4 21% 29% 24% 26% 29% -3%

# of eligible patients having routine opt-out HIV test (CORE) 66,309 66,000 17,943 18,167 28,000 -35%

% of patients on ART with most recent viral load test result <1000 (CORE)

90% 90% 87% 84% 90% -6%

ACTION: Increase monitoring of immunizationsACTION: Improve phone courtesy and responsiveness through analysis of data collectionACTION: Ensure access to HIV care at CORE and across CCHHS through partner programs


Overall Patient Satisfaction (CORE) 79% 75% 82% 81% 1%

4. Maximize Financial Viability2012

Actual

2013

Target

Q1 YTD

Actual

Q2 YTD

Actual

Q2 YTD

Target

Outpatient gross days in revenue outstanding 126 108 90 86 108 -20%

# of accounts on outpatient exception report (cumulative) 189,136 - 93,892 81,728 - -

$ of accounts on outpatient exception report $17.3 M - $17.9 M $15.2 M - -

% of patients getting HIV meds from CORE Pharmacy that is subsidized through the Cook County budget

6.99% < 10% 4.13% 4.07% < 10% -6%

ACTION: Operate cost effectively by enrolling patients in Medicaid, Medicare, and ADAP

2013 YTD

Variance

2013 YTD

Variance

2013 CY Q1

Variance

ACTION: Increase HIV testing across CCHHS to preserve health, prevent AIDS, and forestall HIV transmission as called for in the National AIDS Plan


PROGRAMS AND KEY ACTIVITIES Programs: Communicable Disease Control and Prevention, Environmental Health Services, Health Prevention Services Unit, Office of Medical Director, Preparedness and Response, Public Health Emergency Planning Services, Public Health Legal and Rules, Public Health Policy Development and Communication. Scope of Services: Certified local health department for 125 communities, 30 townships and unincorporated areas of suburban Cook County. Responsible for community preparedness, environmental inspections. integrated clinical services, public health nursing case management, community epidemiology and health improvement planning and surveillance and control of over 60 reportable communicable diseases.

MANDATES Monitor health status to identify community health problems. Diagnose and investigate health problems and hazards in the community. Inform, educate, and empower people about health issues. Develop policies and plans that support individual and community health efforts. Enforce laws and regulations that protect health and ensure safety. Evaluate effectiveness, accessibility, and quality of personal and population-based health services.


DEPARTMENT OF PUBLIC HEALTH COOK COUNTY HEALTH AND HOSPITALS SYSTEM Ramanathan Raju, M.D. | Chief Executive Officer | 312.864.6820 | [email protected]


With the distribution of 38 model community grants; finalization of public health work plans and budgets; and approval of Strategic Health Plan (SHP), CCDPH is focused on improving health status in Suburban Cook County Communities. CCDPH has established indicators to monitor health status. CCDPH will also monitor its other important function, performing environmental inspections of public places.

PERFORMANCE TRENDS


DEPT. OF PUBLIC HEALTH GOALS2012

Actual

2013

Target

Q1 YTD

Actual

Q2 YTD

Actual

Q2 YTD

Target

1. Improve Quality and Cultural Competence

# of SCC hospital maternity care centers meeting at least 5 of the criteria for “Baby-Friendly” designation

9 6

% of food establishments with isolated illness complaints inspected within 2 business days of receipt of complaint 1

98% 100%

% of food establishments with non-illness food related complaints (e.g. rodent infestation, odors, cleanliness) inspected within 5 business days of receipt of complaint 1

100% 90%

% of food establishments with non-illness food related complaints within a non-contract communities that are referred to the appropriate licensing authority within 2 business days1

93% 100%

% of primary and secondary (P & S) syphilis cases in suburban Cook County referred to field investigation or assigned a final disposition within 3 business days of receipt of case

91% 95

% of completed interviews of all P & S syphilis cases referred to field investigation 64% 75

Achieve National Public Health Accreditation through the PHAB (Public Health Accreditation Board) by February 2013

On Target on target

ACTION: Develop evidence based action plans for 4 (SHP) strategic health priorities.ACTION: Develop a branded agency health communications campaign for the SHP priorities.ACTION: Disseminate a bi-annual report of status and accomplishments on the 4SHP priorities.

2013 YTD

Variance

No data submitted


CCHHS Footnotes

Shared Services

1. A posting represents a job classification approved for hire and listed in the Taleo application system.

2. FY 2011 Actual is based on unaudited financial statements and trial balance as of 11/30/2011 from Cook County Comptroller. The 2012

target is based on the cumulative cash report through August 2012.

Inpatient

1. 2013 Actual for Quality Indicators are reported based on CY 1Q 2013.

2. Data is reported quarterly based upon a CY; current performance will always be one quarter in arrears.

3. Total count of all open accounts for discharged inpatients ; captured on the last day of the reporting period

Outpatient

1. Metric measures a total manual count of patients that have had a face to face encounter with a physician or mid - level provider.

2. Metric is reported at a point in time.

3. Indicator is reported quarterly on a CY basis for 2013.

4. Indicator reporting started 4Q FY 11.

Outpatient - Public Health

1. Locations of investigations include a contracted community or unincorporated suburban cook county.


CCHHS Glossary

# Term Star Area Definition

1 Acceptable Target Service Level Ambulatory

Acceptable target service level is defined as a composite score comprised of customer satisfaction, answering and call completion

speed and abandoned calls.

2 ACGME Shared Services

The Accredidation Counsel for Graduate Medical Education defines their accreditation as a voluntary process of evaluation and review

based on published standards following a prescribed process and performed by non-govenermental agency of peers.

ADAP CORE ADAP is the acronym for the AIDS Drug Assistance Program.

3 Adjusted Patient Days JSH & Provident Adjusted Patient Days = Patient Days / Inpatient %.

4 Adjusted Occupied Bed JSH & Provident Adjusted Occupied Bed = Adjusted Patient Days / Days in Period.

5 Acute Inpatient JSH

Acute inpatient is a healthcare facility where a patient receives active but short-term treatment for a severe injury or episode of illness,

an urgent medical condition, or during recovery from surgery.

6 Age adjusted mortality Public Health Necessary statistical weighting method to control for variations in the distribution of age within a population to allow for rate

comparisons between populations.

7 Antiretroviral (ARV) CORE Antiretroviral is the main type of treatment for HIV or AIDS. It is not a cure, but it can stop people from becoming ill for many years.

8 ART CORE

ART uses at least 3 antiretroviral drugs to maximally suppress the HIV virus. This removes the virus -- or at least makes it

undetectable -- from the patient's bloodstream and stops the progression of HIV disease.

9

Average Acute Inpatient Discharge

Time JSH

Average amount of time in minutes between when the physician writes the discharge order and the time the nurse inputs that the

patient has been discharged.

10 Baby Friendly Designation Public Health

A "Baby Friendly Designation" is an optimal environment for appropriate infant feeding and mother-baby bonding based on meeting

criteria set by the World Health Organization (WHO) and the United Nations Children’s Fund (UNICEF) in conjunction with national

BFHI authorities.

11 BIPA Shared Services BIPA is an acronym for Benefits Improvement and Protection Act of 2000.

12 BRFSS Public Health

Behavioral Risk Factor Surveillance System - a probability survey conducted by telephone interview on a random sample of persons

within a regions. Survey are conducted for each county in Illinois and for Illinois and the other states.

13 CareLink Shared Services

CareLink is a healthcare financial assistance program offered to Cook County residents at Cook County Health and Hospitals System.

This program helps uninsured and underinsured patients with limited or no income to cover the costs of their medical care.

14 CD4 CORE

CD4 cells orchestrate patients' immune system, are reduced by HIV infection, and often recover with successful HIV treatment.

Tracking the CD4 count helps to monitor progression and treatment of HIV infection.

15 Chlamydia Public Health Infection with Chlamydia trachomatis, a bacterium

16

Communicable or foodborne

outbreak Public Health Occurrence of at least 2 unrelated cases of illness associated by place or time.

17 Complete Streets Public Health

Complete streets are roadways designed and operated to enable safe, attractive, and comfortable access and travel for all users,

including pedestrians, bicyclists, motorists and public transport users of all ages and abilities.

18 Comprehensive Plan Public Health

A Comprehensive Plan incorporates non-motorized vehicle chapter to help increase mobility choices, relieve traffic congestion, reduce

air pollution and fuel consumption, promote physical activity and health, and improve quality of life.

19 CMS JSH & Provident CMS is an acronym for Centers for Medicare and Medicaid Services.

20 Contact Index Public Health A measure of effectiveness of identification of contacts to a sexually transmitted infection.

21 Contact investigation Public Health

Sexual partners of P & S syphilis identified in a field investigation with sufficient locating information are sought for interview referral into

screening and presumptive treatment.

22 Contracted community Public Health Community that has a contract with CCDPH to provide its environmental licensing inspections of food establishments.

23 Core Registration Items CORE

CORE registration items include; 1)Demographic info-current and complete; 2)Insurance infor--accurate, current &complete,3)

Verification of insurance accurate, completed; 4) financial counseling offer documented;5) Documentation complete. These registration

items are the quality assessment indicators for all registrars.

24

Criminal sexual assault ( or

rape/sexual assault) Public Health

A sexual act without consent or an assault of a sexual nature recorded by law enforcement and reported to the Illinois State Police

database.

25 Coronary heart disease Public Health

Coronary heart disease (CHD) is a narrowing of the small blood vessels that supply blood and oxygen to the heart. CHD is also called

coronary artery disease.

26 Cross Disciplinary Teams Public Health

CDT's include internal and external professionals, community based organizations, stakeholders, academic partners with the goal of the

development and implementation of strategies to address the 4 WePlan Strategic Health Plan priorities.

27 Cultural Competence Shared Services

The ability of health care providers and health care organizations to understand and respond effectively to the cultural and language

needs brought by the patient to the health care encounrter. Cultural cmpetence rquires organizations and their personnel to do the

following(1) value diversity; (2) asess themselves; (3) manage the dynamics of difference; (4) acquire and institutionalize cultural

knowledge; and (5) adapt to diversity and the cultural contexts of individuals and communities served.

Joint Commission 2010 "Advancing Effective Communication, Cultural Competence, and Patient- and Family-Centered Care

28 Diagnostic Mammography ACHN

Diagnostic mammography is a radiographic examination performed to evaluate patients who have signs and/or symptoms of breast

disease, imaging findings of concern, or prior imaging findings requiring specific follow-up. Diagnostic mammography requires direct

supervision.

29 DOJ Compliance Cermak

DOJ Compliance is a process of achieving as much or all components of the relevant provisions of the Agreed Order. The following

terms are used when discussing compliance; substantial compliance, partial compliance, and non-compliance. "Substantial

Compliance" indicates that the relevant Defendant(s) has achieved compliance with most or all components of the relevant provisions

of the Agreed Order. "Partial Copmliance" indicates that acompliance has been achieved on some of the components of the relevant

provisions of the Agreed Order, but significant work remains. " Non-compliance" indicates that most or all of the components of the

Agreed Order have not yet been met.

30 DSH Shared Services

Medicaid disproportionate share hospital (DSH) payments provide financial assistance to hospitals that serve a large number of low-

income patients, such as people with Medicaid and the uninsured. Medicaid DSH payments are the largest source of federal funding for

uncompensated hospital care.

31

Emergency Department of

Immediate Care Center Wait Time

JSH, Provident or

Ambulatory Average number of minutes from Emergency/Trauma or Immediate Care patient time of arrival to treatment area.

32

Environmental Health Service Unit

Inspections Public Health

An Environmental Health Service Unit Inspection is an on site review for public health and safety conditions, mandated by State or

County health code regulations for tanning parlors, tattoo parlors, food establishments, mobile home parks, septic systems, and

swimming pools, in surburban Cook County.

33 Full-time equivalent (FTE) JSH & Provident

A full-time equivalent is a measure of workload equal to 2,080 worked hours annually. To calculate a FTE, divide the number of total

hours worked by the maximum number of compensable hours in a full-time schedule as defined by law.

35 Gonorrhea Public Health Infection with Neisseria gonorrhea, a bacterium

36 HBA1C ACHN

HBA1C is a test that measures the amount of hemoglobin bound to glucose. It is a measure of how much glucose has been in the

blood during the past two to four months.

34

Full-time equivalent per Adjusted

Occupied Bed (FTE per AOB) JSH & Provident

Full-time equivalent per adjusted occupied bed (FTE per AOB) measures the number of full-time employees per each acute hospital

occupied bed. This measure excludes any employed physicians.


http://en.wikipedia.org/wiki/Patient

http://en.wikipedia.org/wiki/Patient

CCHHS Glossary (Page 2)

37 HCAHPS JSH & Provident

HCAHPS is an acronym for Hospital Consumer Assessment of Healthcare Providers and Systems. In the summer of 2002, the Centers

for Medicare and Medicaid Services (CMS) requested the Agency for Healthcare Research and Quality (AHRQ) to develop an

instrument to measure patient perceptions of care. This measurement would be used to publicly report hospital performance (quality of

care as perceived by patients). The goal of this public reporting instrument, as stated by CMS, is to provide consumers with information

that might be helpful in choosing a hospital.

38 HCAHPS Survey JSH & Provident

The HCAHPS written survey asks discharged patients 27 questions about their recent hospital stay. The instrument asks patients to

rate the frequency of events during their care (never, sometimes, usually, always).

39 Healthy Hotspot Public Health

A Healthy HotSpot is a place in small, local corner stores where changes are being made that make it easier for people to make

healthy choices. Changes includes offering a variety of new healthy food products, infrastructure changes to provide for refrigeration

units to sell fruits and vegetables; improvement in nutritional profiles of foods currently offered and implementation of social marketing

tactics in the store and its surroundings to promote healthy choices available in the store

40 HIV CORE

HIV (human immunodeficiency virus) is a sexually transmitted disease. It can also be spread by contact with infected blood, or from

mother to child during pregnancy, childbirth or breast-feeding. It can take years before HIV weakens your immune system to the point

that you have AIDS.

41 Homicide The deliberate and unlawful killing of one person by another; murder.

42 ICD-10 Public Health

International Classification of Diseases, Tenth Revision, an internationally accepted, standard coding system for classifying causes of

death registered on death certificates.

43

ICD-10 Code (Letter-Number) (e.g.

I25) Public Health

The disease or cause specific ICD-10 code that corresponds to the cause of death listed on death certificate.

44 Immediate Care Center Ambulatory

Immediate Care Center is an ambulatory care facility dedicated to the delivery of medical care outside of a hospital emergency

department, usually on an unscheduled, walk-in basis. An Immediate Care Center is primarily used to treat patients who have an injury

or illness that requires prompt care but is not serious enough to warrant a visit to an emergency department.

45 Inpatient % Shared Services IP % = Inpatient Revenue / Total Revenue

46 Inventory Turn Cermak Inventory Turn is a ratio showing how many times a company's inventory is sold and replaced over a period.

47 Isolated foodborne complaints Public Health

Isolated foodborne complaints include nuisance, odors, cleanliness, rodent, and complaints of gastrointestinal illness not associated

with a communicable or foodborne disease outbreak.

48 Licensing authority Public Health

Entity, agency or organization responsible for inspecting and licensing food establishments (i.e. usually the municipality in which the

establishment is located.)

49 LDL ACHN Low Density Lipoprotein is the ( bad cholesterol ) that contributes to coronary artery disease.

50

Learning Management System

(LMS) Shared Services A web-based system that serves as a platform for housing all educational courses.


COUNTYWIDE - Property & Taxation

Countywide – Property & Taxation 86

Assessor 91

Board of Review 95

County Clerk 99

Recorder of Deeds 101

Treasurer 103


Cook County administers the second largest property taxation system in the United States, with 1.8 million parcels of real estate. Taxes collected support 498 local governments. Key functions of the system are assessment, appeals, billing, and tax collection. The County assess one third of the region each year, rotating among the northern suburbs, the southern suburbs, and the City of Chicago. The value of each property is determined by a mass appraisal system rather than on an individual basis. Taxpayers can appeal their assessments before the tax rate is calculated. Bills are sent to property owners twice per year.

PROPERTY & TAXATION

Cook County’s Property & Taxation goals are: 1. Ensure a fair & accurate property valuation & appeals process

2. Ensure efficient, timely, & effective assessment & billing

3. Minimize duplicative property tax payments & process refunds

quickly

4. Increase taxpayer self-service transactions & access to

information


PROPERTY & TAXATIONReporting

Office

Tax Year

2009

Tax Year

2011

TY2012

YTD

TY2012

Target

1. Ensure A Fair & Accurate Property Valuation & Appeals Process

# of parcels reassessed Assessor 869,663 527,490 - - -

# of property tax exemptions received Assessor 1,101,937 1,093,220 - - -

# of PIN’s appealed Assessor 373,174 216,396 - - -

# of hearings requested Board of Review 438,762 341,685 - - -

# of complaints heard Board of Review 158,740 145,630 - - -

2. Ensure Efficient, Timely, & Effective Assessment & Billing

Date second installment tax bills are mailed Countywide 11/10/10 6/26/12 - - -

Days to hear and close all appeals Assessor 445 247 - - -

Days to hear and close all appeals Board of Review 315 225 - - -

Days to certify final assessments and exemptions Assessor 11 10 - - -

Days to set extensions, tax rates & abatements County Clerk 15 16 - - -

Days for printing, folding, and inserting tax bills Treasurer 21 9 - - -

3. Collect Property Taxes In A Timely Manner

% tax dollars collected by due date Countywide 91% 90% TBD 90% -

% property tax parcels paid electronically Treasurer N/A 83% 81% 85% -5%

Reporting

Office

2012

Actual

2013

Target

Q2 YTD

Actual

Q2 YTD

Target

4. Minimize Duplicative Property Tax Payments And Process Refunds Quickly

Error free collection minimizes inconvenience to taxpayers and reduces administrative costs.

Refund payments Treasurer 179,943 - 62,818 - -

# weeks to process refunds Treasurer 6 5 4 5 -20%

* The County uses a mass appraisal system to establish property assessments for each parcel of residential real estate. The County assesses one third of the region each year. During the current tax year (Tax Year 2012) real estate in the City of Chicago will be reassessed. The 2009 Tax Year is the most recent comparison for the City of Chicago triennial assessment.

TY2012

Variance

Q2

Variance

Assessments determine the value of property for purposes of taxation. Accuracy in assessments and fairness in

appeals ensures this valuation is equitable.

Efficient and timely processing results in lower costs to the County and a predictable billing cycle to property

owners.

Timely collection provides income stability to local governments and helps them avoid interest costs of tax

anticipation bonds.


PROPERTY & TAXATION (page 2)Reporting

Office

Tax Year

2009

Tax Year

2011

TY2012

YTD

TY2012

Target

5. Increase Taxpayer Self-Service Transactions & Access To Information

% appeals filed online Board of Review 72% 35% TBD TBD -

Average minutes for phone wait time (peak) Assessor 4:17 5:00 5:00 1:58 -61%

% of mailed exemptions processed by annual deadline Assessor 71% TBD TBD TBD -

% of property tax payments made online Treasurer 61% 62% 80% 62% 18%

Average minutes to respond to taxpayer emails Treasurer 8 TBD TBD TBD -

Online self-service transactions increase options for taxpayers and efficiency of the system. Taxpayers need

information to be aware of exemptions and appeals available.

TY2012

Variance


MANDATES, PROGRAMS, AND KEY ACTIVITIES Valuation and Appeal Processes: Taxpayer Assistance – Review, Processing, and Administration of Exemptions:* *This role includes significant outreach, communications, and religious exemption programs as well as responding to thousands of taxpayer inquiries and certificates or error.

ASSESSOR

Joseph Berrios | County Assessor | 312.603.7550 | www.cookcountyassessor.com

To serve the public both professionally and responsibly by establishing uniform and accurate property assessments. Assessed values are the values set on real estate by a government as a basis for levying taxes and to determine the distribution of property tax levies among taxpayers which, in turn becomes an extremely important and critical source of revenue for local taxing bodies.

Classification of Property 35 ILCS 200/9-150

Classification Ordinance Cook County Code of Ordinances,

Chap. 74, Art. II, Div. 1, Sec. 74-31 et seq.

and Div. 2, Sec. 74-60 et seq.

Assessment by Districts 35 ILCS 200/9-220

Omitted Property 35 ILCS 200/9-260, 9-270

Publication of Assessments 35 ILCS 200/12-20

Assessment Notices of Increases 35 ILCS 200/12-55

Certificates of Correction 35 ILCS 200/14-10

Certificates of Error 35 ILCS 200/14-15

Revision of Assessments 35 ILCS 200/14-35

Valuation of Particular Types of Property 35 ILCS 200/10-5 thru 10-620

Disabled Veterans 35 ILCS 200/15-165

Returning Veterans Homestead 35 ILCS 200/15-167

Disabled Persons Homestead 35 ILCS 200/15-168

Disabled Veterans Standard Homestead 35 ILCS 200/15-169

Senior Citizens Homestead 35 ILCS 200/15-170

Senior Citizens Assessment Freeze 35 ILCS 200/15-172

General Homestead 35 ILCS 200/15-175

Alternate General Homestead 35 ILCS 200/15-176

Long-time Occupant Homestead 35 ILCS 200/15-177


Retention of Affordable Housing: The CCAO understands that in these difficult economic times the citizens of Cook County’s need for affordable housing options are increasing. Thus the CCAO is proactively working to create new tools and policies that will aid in the development of more affordable housing; county wide. The CCAO is also actively involved in legislative efforts designed to stabilize the value of the Class 9 program (a current CCAO affordable housing incentive) and increase the number of affordable housing units in Cook County.

Professional Development: A skilled and knowledgeable staff is one of the CCAO’s greatest assets. Understanding this, the Assessor has made work place education opportunities available to his staff in the areas of valuation and assessment among others.

Technological Upgrades: The CCAO’s commitment to uniformity demands that it stay at the forefront of technological advances that can aid valuation, assessment, and internal operations. The CCAO is making significant strides in the areas of programming, system development, and modeling which are showing true value during its assessment process. Partnership Development: Currently, the CCAO is partnering with a wide variety of governmental, civic, educational, and charitable organizations in order to craft new policy and programs that increase the quality of the work product of the CCAO.


ASSESSOR

Reassessment of property in Cook County is done within a triennial cycle, meaning it occurs every three years. The Office alternates reassessments between the north and west suburbs (north tri), the south and west suburbs (south tri) and the City of Chicago. The original projected date to conclude the 2011 assessment was December 30, 2011. The assessment was actually concluded on November 22, 2011. Consequently the assessment cycle was reduced by 44 days which was 209 days shorter than it was in 2008. In the chart that follows the variance is a reflection of both the projected and actual number of days for that triennial as well as the actual number of days in the preceding triennial.

PERFORMANCE TRENDS

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 14 5 2 6 177% Non-Personnel 2,702 3,223 1,633 1,499 -8% Appropriation Adjustment (347) (391) (198) 0



Assessor Goals Tax Year Target

Tax Year Actual

Variance vs. Target

Variance vs. Prior

Year Actual

DaysTriennial Assessment - South 2008 - 456 - -

2011 291 247 -15% -46%

Triennial Assessment - City 2009 - 445 - -2012 356 335 -6% -25%

Triennial Assessment - North 2010 459 398 -13% -6%2013 300 TBD TBD TBD

Analyst Productivity1

Triennial Assessment - South 2008 - 1,592 - -2011 - 1,579 - -

Triennial Assessment - City 2009 - 2,008 - -2012 2,200 2,084 -5% 4%

Triennial Assessment - North 2007 - 1,395 - -2010 - 1,581 - -2013 1,665 TBD TBD TBD

Assessor Goals 2011Actual

2012Actual

2013Target

2013 YTDTarget

2013 YTDActual

1:38 4:17 5:00 5:00 1:58 -61%

0:58 1:00 3:00 3:00 2:21 -53%

32% - TBD TBD TBD -

- - 5% 5% 22% 17%

4,500 2,983 - - 3,786 -

1. Analyst Productivity is the number of non-residential appeals worked per analyst for the triennial assessment.

2. Peak, the busiest time for the taxpayer service department, occurs annually when taxpayer exemption booklets are mailed and tax bills are mailed. (Nov, Dec, Feb, Mar)

3. Currently the Cook County Assessor's website only allows Homeowners to apply for the Homeowner Exemption online.

1. Reduce Valuation Time

ACTION: Automate field inspection process, so that the most relevant data is in the field and can be accessed in the field via mobile device.

2. Improve Positive Taxpayer Experience

YTDVariance

ACTION: Actively pursue reform legislation to recapture unpaid tax dollars due to wrongfully obtained homeowner type exemptions.

Average number of minutes for taxpayer phone wait times - Peak2

Average number of minutes for taxpayer phone wait times - Non-Peak

% of appeals filed online versus mail/in-person

Number of taxpayers that apply for Taxpayer Exemption online3

ACTION: Create a FOIA (Freedom of Information Act) website to provide requested data and accept payments for FOIA data online.

ACTION: Identify taxpayers that are entitled to exemptions but have failed to apply.

% of taxpayers that apply for Taxpayer Exemption online


Assessor Goals 2011Actual

2012Actual

2013Target

2013 YTDTarget

2013 YTDActual

12% 21% 13% 13% 15% 2%

175 185 140 - 84 -

ACTION: Increase outreach and understanding of appeal process in minority, underprivileged, underserved, and economically depressed communities.

YTDVariance

% of parcels whose valuation was appealed

# of Assessor Community Outreach Programs

3. Ensure Fair and Accurate Assessment

ACTION: Collaborate with County Treasurer and Recorder to provide taxpayers with comprehensive assessment notices.


The Board of Review presents outreach workshops throughout the County to increase awareness of the functions and remedies available and encourage taxpayer participation in the property tax appeal process. The Board of Review collects evidence submitted for appeals and examines the uniformity of a property’s assessment in order to determine a fair and just assessed value. The Board of Review transmits appeals process results to the Assessor so that the records reflect the decision. No decision is binding upon the Board of Review until at least two of the three Commissioners’ staff agree upon a result. If a taxpayer or taxing body files an appeal with the Illinois Property Tax Appeal Board, the Board of Review is required to defend its decision.

MANDATES 35 ILCS 200/Art. 16Sec.95 - The Board of Review shall upon compliant of any taxpayer or interested taxing district, review the assessment and confirm, revise, correct, alter or modify as it appears to be just. 35 ILCS 200/Art. 16Sec.125 - The Board of Review shall give every party that files a complaint the opportunity to be heard, shall notify the Cook County Assessor of any change in the assessment made by the Board of Review, and shall maintain all records for five years. PROGRAMS AND KEY ACTIVITIES The Board of Review provides a forum for taxpayers to challenge the assessment of their property. The Board of Review accepts applications for exemptions and provides a recommendation to the Illinois Department of Revenue.


BOARD OF REVIEW

Commissioners Michael Cabonargi, Dan Patlak, & Larry Rogers, Jr. 312.603.5542 | www.cookcountyboardofreview.com

The Board of Review seeks to ensure property within Cook County is fairly and accurately assessed. Taxpayers have the right to a hearing in order to challenge the assessment of their property. All assessments appealed before the Board of Review are decided upon the evidence presented.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target






Total Costs 7,576 8,214 3,808 3,843 1% Avg Monthly Sick Hours per Employee 7.7 7.0 Number of Employees (FTE's) 127.0 126.0


Board of Review Goals 2011 Actual1

2012Target2

YTDTarget

YTDActual

27% 35% TBD TBD -

20% 25% TBD TBD -

167 160 TBD TBD -

0 100 TBD TBD -

6 5 TBD TBD -

ACTION: Shared and maintain BOR data on Cook County President's Open Data website. (Completed)

No Yes TBD TBD -

N/A N/A TBD TBD -

27% 35% TBD TBD -

1. Improve Access, Communication, and Trust in the Property Tax Appeal Process

% of parcels filed online by individuals3

Number of residential outreach programs conducted throughout Cook County

Number of hours of training and education programs for hearing officers and analysts4

% of parcels filed online

ACTION: Publish a BOR Ethics Manual. (Completed)ACTION: Establish a FOIA page for the BOR website. (Completed)ACTION: Establish an online Property Portal in coordination with all other Cook County property related agencies.

ACTION: Pursue funding for electronic file management system from Cook County IT Collaborative Board to manage and work appeal files. (Completed)

Number of forms translated into multi-lingual assistance forms

Meet BOR closing date of April 30th5

Number of parcels analyzed using electronic file management system6

ACTION: Publish a BOR Annual Report outlining the activities and accomplishments of the year. (Completed)

ACTION: Maintain an online appeals process to increase taxpayer access, participation and reduce the time to process files. (Ongoing)

ACTION: Improve internal workflow by creating an improved docketing system increasing file accountability. (Completed)

ACTION: All BOR attorneys completed IAAO workshop for CLE credit. (Completed)

2. Improve Speed and Effectiveness

YTDVariance

ACTION: Improve Online Filing system to allow users to pre-register appeals prior to the opening of townships. (Completed)ACTION: Improve Online Filing system to accept multiple PIN fillings for larger properties. (Completed)

ACTION: Create a "bridge" page from Property Portal to BOR website. (Completed)

ACTION: Create and manage RFP process for electronic file management system. (In Progress)ACTION: Improve internal workflow by creating an "intranet" file intake process. (Completed)


ACTION: Maintain an online appeals process to increase taxpayer access, participation and reduce the time to process files. (Completed)


Board of Review Goals 2011 Actual1

2012Target2

YTDTarget

YTDActual

27% 35% TBD TBD -

5 4 TBD TBD -

No Yes TBD TBD -

0 N/A TBD TBD -

2008 (South Tri)

2009(City Tri)

2010(North Tri)

2011 (South Tri)

295,000 439,000 386,000 330,000 12%

202,758 295,108 294,622 265,152 31%

137 155 126 170 24%

20,505 30,679 24,717 9,587 -

372 520 152 12,820 3346%

1. 2011 Actual is based on Board of Review tax year starting September 2011 and ending April 2012.

2. 2012 Target is based on Board of Review tax year starting August 2012.

3. The number of online individual files increases when outreach file numbers are not included.

4. Education and training programs are conducted after appeal session is closed and depends solely on funding made available by the Cook County Board.

5. The closing date of April 30th for the BOR is dependent on many factors including when the County tri assessment is completed, the staffing and funding levels

of the Board, and the volume of complaints. All of these factors are out of the Board's control.

6. The electronic file management system is currently being considered for funding by the IT Collaborative Board and the IT Investment Board.

7. Senate Bill 3386 has been signed by Governor Quinn and addresses electronic inter-agency transmitting, the item in reference to the storage of documents

was not approved.

8. Complete State data not available at this time.

ACTION: Introduce legislation to change storage time of appeal. (In Progress)

3. Reduce the Environmental Impact of Services

ACTION: Maintain an online appeals process to increase taxpayer access, participation and reduce the time to process files. (Completed)


YTDVariance

Number of PTAB Appeals8

Number of Certificates of Error

Variance(South Tri to

South Tri)

Board of Review Tax Year Statistics, Year-to-Year Comparison

Number of Parcels appealed

Number of BOR Hearings Requested

Number of Days to Hear and Close all Parcels

ACTION: Seek and receive funding for electronic file management system to better manage and work appeal files. (Completed)ACTION: Create and manage RFP process for electronic file management system. (In Progress)ACTION: Pass legislation to allow electronic transmission of data. (Completed. Governor Quinn signed legislation 8/2012)

Number of years documents are stored by Statute7

Electronic results data transmission to Assessor's Office by Statute7

ACTION: Create an energy efficiency plan. (Completed)ACTION: Create recycling plan for the Board of Review. (Completed)

Number of parcels analyzed using electronic file management system6


Ethics: Receives, processes and makes available to the public Statements of Economic Interests and Lobbyist Registrations. Clerk to the County Board of Commissioners: Prepares agendas and journals of proceedings and maintains all official agenda documents.

Elections: The Cook County Clerk's Office is the election authority for suburban Cook County’s 1.4 million voters. Vital Records: Maintains and provides vital records including birth, death and marriage licenses, business registrations, assumed names and notary commissions. Tax Services: Responsible for issuing tax extension rates, permanent real estate numbers and new tax codes, maintaining real estate maps and processing redemptions of delinquent property taxes.


COUNTY CLERK

David Orr | County Clerk | 312.603.5656 | http://www.cookcountyclerk.com

The Office is the election authority for suburban Cook County. In addition it is responsible for Vital Records, various aspects of the Cook County’s real estate tax process, receiving and making available to the public Statements of Economic Interests and Lobbyist Registrations and is the Clerk to the County Board of Commissioners.

.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 881 421 195 294 51% Non-Personnel 12,321 12,494 6,333 6,745 7% Appropriation Adjustment (650) (3,475) (1,761) 0

Total Costs 31,223 27,820 13,249 15,838 20% Avg Monthly Sick Hours per Employee 5.8 6.3 Number of Employees (FTE's) 286.0 280.0


County Clerk Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Reduce Data Entry Functions and Associated Costs of Elections.Per election costs of election morning deliveries and all associated processing

$134,000 $50,000 N/A N/A - -

Per election costs of manual data entry of all data captured at the precinct including: provisional voter information, affidavit voter information, Statement of Ballot information, Judge Payroll, Election Judge Surveys, etc.

$16,000 $5,000 N/A N/A - -

Per election costs of capturing and updating voting history $50,000 $10,000 N/A N/A - -

2 Improve Efficiency & Transparency to the Property Tax System.# of Cook County Geographical Information System (GIS) maps verified in preparation of county software and database system upgrade scheduled for 2013

N/A 3,000 3,000 3,000 3,000 0%

# of Cook County Taxing District's Bonds reviewed and analyzed in an accelerated effort to retain August 1 as the second installment due date

N/A 1,442 1,442 N/A - -

3 Improve Internal Customer Financial & Reporting Activity In Conjunction With Office GP Upgrade.Decentralize and empower supervisors to create, review and analyze individual employee transaction reports in order to aid in both material and staff resource allocation

N/A 100% N/A N/A - -

Track project production goals N/A 100% N/A N/A - -

Prepare accurate data for employee productivity and performance analysis

N/A 100% N/A N/A - -

Amount of overtime dollars expended $125,367 $81,965 $9,760 $40,778 $20,491 99%

4 Improve Internal Customer Financial & Reporting Activity In Conjunction With Office GP Upgrade.# of new educational and promotional videos N/A 5 1 13 5 160%

# of postings on Facebook and Twitter ( Bi-Monthly ) N/A 24 58 233 24 871%

Favorable Variance


PROGRAMS AND KEY ACTIVITIES Recordation: To accurately record land records and other documents in a timely fashion. Collect proper fees for the county, state, municipalities, and the other ancillary fees. Indexing & Quality Control: To ensure reliable information utilizing mutually accepted quality control procedures. To review and correct documents as needed. Document imaging and digital storage: To provide an accurate database to the general public, so they may easily access real estate data from their personal computer as needed in a timely fashion or by visiting us at one of our locations.

MANDATE 55 ILCS 5/3-5010 ( From Ch. 34, par. 3-5010) Sec. 3- 5010 Every recorder shall, as soon as practicable after the receipt of any instrument in writing in his office, entitled to be recorded, recorded the same at length in the order of time of its reception, in well bound books to be provided for that purpose. In counties of 500,000 or more inhabitants, the recorder may microphotograph or otherwise reproduce on film any such instruments in the manner provided by law.


RECORDER OF DEEDS

Karen Yarbrough | Cook County Recorder | 312.603.5050 | www.ccrd.info

The Recorder of Deeds office is the official land records depository for Cook County. It is our prime responsibility to provide accurate and efficient recordation of land data for the taxpayers of Cook County. We are committed to maintaining and protecting the land records of this county.

The performance trends of the Cook County Recorder of Deeds office are governed by the barometer of the real estate market. Our office activities are driven by the amount of new sales and construction, sales of existing units, refinancing, foreclosures, and liens of interest. These activities constitute 90% of our office activities.

PERFORMANCE TRENDS

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 0 0 0 0 - Non-Personnel 443 1,044 529 327 -38% Appropriation Adjustment (298) (187) (95) 0



Recorder of Deeds Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Ensure All Recordation is Efficient and Accurate.Average # of documents recorded per day 3,241 3,338 3,386 3,355 3,380 -1%

Total # of documents recorded 807,013 831,050 203,178 412,514 415,526 -1%

Average # of documents recorded per month 67,251 69,254 67,726 68,752 69,254 -1%

# of days to index a document 6.0 5.0 11.0 7.0 5.0 40%

Fee Revenue (Millions) $35.8 $33.4 $11.2 $24.9 $16.7 49%

2 Increase the Availability of Recording Data.# of E-Recordings 182,138 200,000 59,264 122,520 100,000 23%

Average # of E-Recordings per Month 15,178 16,667 19,755 20,420 16,667 23%

% of recordings that are E-Recordings 22.6% 35.0% 29.2% 29.7% 35.0% -5%

# of internet purchases - 792,000 175,700 492,071 396,000 24%

Average # of internet purchases per month - 66,000 58,567 164,024 66,000 149%

# of walk-in/mail customers 624,875 550,000 143,914 289,994 275,000 5%

Average # of walk-in/mail customers per month 52,073 45,833 47,971 48,332 45,833 5%

ACTION: Statutory Change is required to increase the amount of E-Recordings.

ACTION: New website has doubled internet purchases.

3 Ensure Good Customer Service.# of phone calls received 62,629 60,000 13,561 28,392 30,000 -5%

Average # of phone calls received per month 5,219 5,000 4,520 4,732 5,000 -5%

Veterans discharge papers (DD-214's) recorded 297 350 52 111 175 -37%

Average # of DD-214's recorded per month 25 29 17 19 29 -34%

ACTION: CCRD will be exploring the implementation of a IVR System in Q3.

Favorable Variance


Programs & Key Activities Print & Mail 1st and 2nd Installment Tax Bills. Collect payments for 1st and 2nd Installment Tax Bills. Print & Mail Tax Delinquency Notices for Delinquent Prior Years’ Taxes. Collect Delinquent Taxes prior to Tax Sale. Conduct Annual and Scavenger Tax Sale for Delinquent Property Tax Payments. Invest Property Tax Payments. Reduce Duplicate and Overpayments of Property Taxes.

Mandates Print and Mail Property Tax Bills (Current and Prior). Collect Property Tax Payments (Current and Prior). Collect and Safeguard Inheritance Tax, Bankruptcy, and Court Ordered Deposits. Conduct Tax Sale for Delinquent Taxes (Annual & Scavenger). Collect Delinquent Special Assessments. Distribute Property Taxes to approximately 2200 Taxing Bodies. Refund Duplicate and Overpayments on Property Taxes. Process Court Ordered Refund Requests. Disclose Taxing District Debts.


COUNTY TREASURER

Maria Pappas | Treasurer | 312.443.5100 | www.cookcountytreasurer.com

The Treasurer's Office collects, safeguards, invests and disburses property tax funds. In addition, the Treasurer's Office collects and disburses inheritance tax for the State of Illinois and court ordered and escrow funds.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 2 10 4 3 -27% Non-Personnel 3,823 3,991 2,023 1,857 -8% Appropriation Adjustment 0 44 22 0



Treasurer Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Increase Taxpayer Convenience by Providing Additional Payment Options and Services.# of online individual tax payer payments 358,705 365,879 118,131 180,739 180,739 0%

# of online commercial tax payer payments 1,626,573 1,659,104 29,845 367,865 367,865 0%

# of bank branch payments 852,468 869,517 376,462 465,358 465,358 0%

ACTION: 2012 Actuals assume two collection dates - March 2012 and August 2012.

2 Decrease Processing Time by Continuing Automation Efforts and Implementing Technologies That Streamline Manual Processes

.

Average # of weeks to process overpayments 5 6 4 4 6 -33%

3 Improve Customer Service by Providing Information Online and Responding to Taxpayer Inquiries via Online System

.

# of web-site hits 4,313,451 4,350,000 1,052,709 2,112,566 2,112,566 0%

# of Property Tax Portal Hits 557,419 1,500,000 459,908 1,067,284 1,067,284 0%

# of e-mails (CRM) 6,754 6,618 1,497 2,741 2,741 0%

ACTION: The portal was operational for 8 months in FY12, therefore the FY12 actuals reflect a partial year.

Favorable Variance


COUNTYWIDE - Public Safety

Countywide – Public Safety 106

Chief Judge 109

Clerk of the Circuit Court 111

Public Defender 113

Sheriff

Fiscal Administration & Support Services 115

Court Services 117

Sheriff’s Police 119

Reentry & Diversion Programs 123

Department of Corrections 125

State’s Attorney 127

Facilities Management 129


Cook County provides a court system, a jail system, a police force, prosecution, and public defense. The County operates the second largest unified court system in the world, which hears civil, criminal, and administrative cases. The Cook County jail is the largest single-site pretrial detention facility in the United States, and the Juvenile Temporary Detention Facility was the first and is the largest juvenile detention facility in the country. The public safety system works together to ensure that all persons have equal access to justice and that a fair system is provided that protects and upholds the fundamental rights, liberties and dignity of all persons.

PUBLIC SAFETY

Cook County’s Public Safety goals are: 1. Reduce the jail population & cost

2. Increase public safety

3. Promote reintegration

4. Ensure fair & equitable access to justice


PUBLIC SAFETY ReportingOffice

2012Actual

2013Target

Q2 YTDActual

Q2 YTDTarget

1. Reduce Jail Population And Cost

High levels of detention cause great financial cost to the County and greater social costs to communities.

Average daily jail population - adult Countywide 9,417 - 9,873 8,500 16%

Average daily jail cost per inmate - adult Countywide $141 - - - -Average daily population - youth (Juvenile Temporary Detention Center) Countywide 292 200 262 250 5%

% of orders at Central Bond Court resulting in EM or I-Bond Countywide 25% 30% 26% 30% -4%

2. Increase Public Safety

Neighborhoods, streets and schools safe from violence are essential to a healthy and productive County.

# of violent crimes in all of Cook County Countywide TBD TBD TBD TBD -

# of violent crimes in unincorporated Cook County Sheriff 115 - 274 - -

Action: Working to collect crime data for all of Cook County

3. Promote Re-integration

Prevention and intervention help end the continuous cycle of arrest and incarceration.

% recidivism Countywide TBD - TBD TBD -# of detainees enrolled in Alternative programs (Boot Camp, Impact, Pre-Release, Day Reporting) Sheriff 3,709 - 1,888 - -

# of eligible detainees who receive identification services Sheriff 122 - 98 100 -2%

# of participants in programs that include preparation for job opportunities upon reentry Sheriff 382 230 TBD 190 -

4. Ensure Fair & Equitable Access to Justice

# criminal felony case filings Clerk of the Court 31,475 28,000 17,760 14,000 27%

# criminal misdemeanor case filings Clerk of the Court 171,185 160,394 78,622 77,000 2%

Average length of stay in Cook County Jail (days) Countywide 57 50 TBD TBD -

Average length of stay for defendants who posted bond Countywide 13 12 TBD TBD -

Average length of stay for defendants who were sentenced to prison Countywide 161 140 TBD TBD -

% Public Defender case clearance rate - felony cases Public Defender 110% 100% 87% 100% -13%

% Public Defender case clearance rate - misdemeanor cases Public Defender 71% 100% 44% 100% -56%

% of suburban felony trial assistants assigned to vertical system Public Defender 100% 100% 57% 100% -43%

* Cost per inmate calculation reflects 2011 expenditures

** Recidivism measures the number individuals released from the Cook County Jail in 2007 that returned to the jail within three years of release

Q2Variance

A rapid trial and a fair process is necessary to protect & uphold the fundamental rights, liberties anddignity of all persons.


National Center for State Courts (NCSC) is the preeminent judicial reform organization in the U.S. and a leading national authority for performance measures in the criminal justice system. NCSC is an independent, nonprofit court improvement organization that acts as a clearinghouse for research information and comparative data to support improvement in judicial administration in state courts.

SOURCE OF RECOMMENDATIONS

1. Access and fairness

2. Clearance rates1

3. Time to disposition

4. Age of active pending caseload

5. Trial date certainty

6. Reliability and integrity of case files1

7. Collection of penalties1

8. Effective use of jurors

9. Employee satisfaction

10. Cost per case

OFFICE OF THE CHIEF JUDGE AND JUVENILE TEMPORARY DETENTION CENTER Timothy C. Evans | Chief Judge

Office-level report not submitted

SAMPLE MEASURES Ratings of court users on court’s accessibility and treatment of customers in terms of fairness, equality, and respect; # and % of cases using a certified language interpreter; # case terminations divided by case filings over a time period; % of cases resolved within time standards; average case time in days; total and pending caseload; % of pending cases; distribution of pending cases by age; # of times cases disposed by trial are scheduled for trial; # and % of cases audited; average # of days between date judge signs judgment and date the judgment is entered into official record; average time between case closure and audit; distribution by major case type; % of all monetary penalties imposed by court that are collected; # of citizens qualified for, summoned, reported for service, and selected for jury duty; how often (rate) prospective jurors are used at least once in a trial; % of jurors who are satisfied with their juror experience; rating scores of court employees on quality of work environment; # of cases divided by criminal justice system budget, often by case type.

RECOMMENDED MEASURES

1. In Cook County’s court system, responsibility for these goals lies with the Clerk of the Circuit Court

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 4,228 4,446 2,052 2,347 14% Non-Personnel 39,713 39,781 20,163 16,674 -17% Appropriation Adjustment (7,453) (8,261) (4,187) (3,194)

Total Costs 191,850 196,100 91,936 90,144 -2% Avg Monthly Sick Hours per Employee 6.3 6.6 Number of Employees (FTE's) 3,131.5 3,000.2


CLERK OF THE CIRCUIT COURT

Dorothy Brown | Clerk of the Circuit Court | 312.603.5030 | [email protected]

Serve the citizens of Cook County and the participants in the judicial system in an efficient, effective, and ethical manner. All services, information, and court records will be provided with courtesy and cost efficiency.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 341 291 134 265 97% Non-Personnel 13,937 8,761 4,449 2,436 -45% Appropriation Adjustment 0 (1,337) (688) 0

Total Costs 100,065 93,320 43,407 43,996 1% Avg Monthly Sick Hours per Employee 7.8 8.2 Number of Employees (FTE's) 1,814.0 1,765.5

KEY ACTIVITIES: Continue to review operations for cost savings initiatives Continue to develop and improve management techniques and financial accountability for improved revenue generation Enhance adoption of E-filing by the court users including attorneys and self-represented litigants Deploy electronic tools such as document imaging, to increase employee effectiveness and efficiency, and improve service to customers. Continue to foster partnerships in automation between Illinois Integrated Justice Information System Information Board and the Cook County Integrated Criminal Justice Information Systems Committee.

MANDATES: The Clerk's Office services more than 400 judges who hear traffic, civil, criminal, juvenile, and all other types of cases originating in Chicago and suburban Cook County. A court clerk attends all sessions of court to call cases, respond to inquiries from attorneys, their clients and witnesses, and keep the official records of the Circuit Court of Cook County in compliance with the Illinois Clerks of Court Act (705 ILCS 105). The Clerk's Office maintains a computerized record of each court case. A new record is created as soon as a case or suit is filed with the Circuit Court and is updated continuously throughout the duration of the case. The Clerk's Office is mandated by 270 fine and fee statutes to collect and disburse all filing fees and fines for the Circuit Court (705 ILCS 105/27.2A).



Clerk of the Circuit Court Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Improve Customer Service.% of new Commercial Litigation cases processed via E-filing

6% 5% 14% 14% 14% 0%

# of registered users on the E-filing system 1,639 1,200 516 1,453 600 142%

ACTION: Implement electronic filing (E-Filing) in at least two Divisions in the Clerk's Office in FY2013.

ACTION: Increase public information customer service announcements regarding Mortgage Foreclosure Surplus Funds.

2 Improve Employee Development and Training.# of training hours 6,735 4,000 2,059 3,680 2,000 84%

% of employees trained whose job is impacted by new initiative

97% 75% 69% 108% 38% 70%

3 Ensure Financial Accountability.Value of traffic fines, fees, and costs collected by 3rd party agencies (Millions)

$4.14 $4.50 $1.15 $2.55 $2.25 13%

Value of court ordered traffic money paid (collected) (Millions)

$44.08 $40.00 $10.82 $23.57 $20.00 18%

Value of Child Support HB fees collection via tax intercept (Millions)

$0.72 $0.70 $0.18 $0.99 $0.35 184%

Total value of Child Support HB fees collected (Millions) $1.70 $1.50 $0.22 $1.39 $0.75 85%

# of people who bonded out of Cook County Jail via credit card

2,213 2,000 580 1,318 1,000 32%

ACTION: Collect unpaid Child Support Fees & Costs via intercept of state tax refund as part of pilot program with IL Dept. of Revenue.

4 Other Indicators.# of bail bonds processed 99,899 90,000 22,579 50,509 45,000 12%

# of bail bond refunds processed 87,589 85,000 19,954 43,038 42,500 1%

Cases filed & processed (Millions) 1.30 1.20 0.30 0.65 0.60 9%

Case activities recorded into the electronic docket (Millions) 18.75 18.00 4.39 9.32 9.00 4%

# of responses to public inquiries (Millions) 128.90 130.00 30.24 61.83 64.50 -4%

# of Criminal misdemeanor case filings 160,394 154,000 36,008 78,622 77,000 2%

# of Criminal felony case filings 31,475 28,000 7,885 17,760 14,000 27%

Favorable Variance


Adult Trial & Appellate Courts: Representing indigent adults clients in all stages of criminal proceeding: pre-trial, trial, post-trial, appellate, and collateral review. Juvenile Trial & Appellate Courts: Representing indigent juveniles clients in all stages of delinquency proceedings: pre-hearing, hearing, post-hearing, and appellate review. Civil Trial & Appellate Courts: Representing indigent parent clients in all stages of civil child protection proceedings: pre-hearing, hearing, post hearing, and appellate review.

State statutes (55 ILCS 5/3-4006 and 725 ILCS 5/113-3) and Court Rule (Supreme Court Rule 607) require the appointment of the Public Defender to represent adults and minors in criminal proceedings without fee. State statute (725 ILCS 5/113-3.1) allows for reimbursement to the county or State for representation by appointed counsel based on financial ability. U.S. Supreme Court law guarantees both adults and juveniles the right to counsel and the right to effective assistance of counsel in all criminal prosecutions. Gideon v. Wainwright; In re Gault; Strickland v. Washington.


PUBLIC DEFENDER OFFICES UNDER THE PRESIDENT Abishi C. Cunningham, Jr. | Public Defender | 312.603.0600 | [email protected]

Protect the rights, liberties, and dignity of each person whose case has been entrusted to the PD's Office. Provide finest legal representation by providing clients with attorneys who have adequate time and resources to address the unique facts of their cases.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 161 140 64 68 5% Non-Personnel 1,955 2,498 1,266 747 -41% Appropriation Adjustment (1,433) (3,130) (1,586) (3,030)



Public Defender Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Ensure Adequate, Effective, and Efficient Representation.% of open cases for which client filed complaint 0% 10% 0% 0% 10% -10%

% of open cases complaints found warranted 0% 5% 14% 12% 5% 7%

% of warranted open case complaints resolved 92% 75% 72% 71% 75% -4%

% change in pending felony cases (appointments / dispositions)

-10% 0% 32% 13% 0% -

% change in pending misdemeanor cases (appointments / dispositions)

29% 0% 65% 56% 0% -

% change in pending juvenile cases (appointments / dispositions)

95% 0% 13% 43% 0% -

2 Reduce Time to Disposition in Non-Complex Cases.% of cases where more than one motion defendant continuances requested

TBD TBD TBD TBD TBD -

% of cases where more than one motion defendant continuances requested were appropriate

TBD TBD TBD TBD TBD -

Number of non-complex cases TBD TBD TBD TBD TBD -

ACTION: Will be able to report data once the case management system receives data from the Clerk of the Court system.

3 Ensure Staff Receive Best Possible Case Prep Support.% of subpoenas delivered on time TBD 100% TBD TBD 100% -

% of witnesses found TBD 90% TBD TBD 90% -

ACTION: Will be able to report data once the case management system receives data from the Clerk of the Court system.

4 Ensure Adequate Professional Training & Staff Development.% of attorneys receiving performance reviews TBD 50% TBD TBD 50% -

Number of MCLE programs offered 144 289 6 22 156 -86%

ACTION: Annual 3 day training in September.

Favorable Variance


• Procurement Coordination: responsible for cost-effective resource allocation for entire Sheriff's Office.

• Contract Oversight: manage and enforce all contracts entered into on behalf of the Sheriff's Office.

• Budget Coordination and Services: develop, coordinate and address all operating and capital budget related issues, including revenue.

• Fiscal Administration: oversight of grant management, auditing and accounting of all Sheriff's Office funds.

• Professional Review and Fraud Investigations: investigate and review reports and/or incidents of fraud and/or unethical behavior of Sheriff's Office employees.

• Employee Drug Testing: responsible for performing random and mandatory drug testing for all Sheriff's Office employees.

Fiscal Administration and Support Services assists with the following key activities for the entire Sheriff's Office: • Fleet Management: maintain entire Sheriff's

Office fleet of nearly 1,200 vehicles.

• Inventory Management: coordinate and distribute supplies and materials for all Sheriff's Departments.

• Information Technology: address technology needs of nearly 7,000 employees including specialized systems such as JMIS.

• Training Institute: perform all necessary

training of recruits and in-service to current employees in order to maintain highest level of safety and security at all facilities.

• Human Resources: address all personnel and payroll and timekeeping needs of Sheriff's employees.


FISCAL ADMINISTRATION & SUPPORT SERVICES COOK COUNTY SHERIFF Thomas J. Dart | Cook County Sheriff | 312.603.6444 | www.cookcountysheriff.org

The Department of Fiscal Administration and Support Services serves to centralize the following functions for the entire Sheriff's Office; Financial Management, Information Technology, Vehicle Services, Training Institute, Office of Professional Review, Central Warehouse, Drug Testing Unit, and Human Resources.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 90 97 45 62 38% Non-Personnel 1,196 1,290 654 461 -29% Appropriation Adjustment (421) (48) (24) 0

Total Costs 12,946 14,284 6,649 6,746 1% Avg Monthly Sick Hours per Employee 1 5.7 4.3 Avg Monthly Sick Hours per Employee 2 5.2 4.3 Number of Employees (FTE's) 196.0 198.0

1. County Payroll System 2. Sheriff Internal System; As a result of recent initiatives, our internal records indicate 4.3 as our average monthly sick hours per employee.


Administration and Support Goals2012

Actual2013

TargetQ1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Achieve (Internal) Customer Satisfaction in Procurement.

% of customers satisfied with procurement processes 93% 85% 97% 100% 85% 15%

# of days to process invoices - 10 13 15 10 50%

Number of written complaints 0 5 0 0 0 -

ACTION: Developed training sessions to assist employees with purchasing functions and guidelines.

ACTION: Developed and distribute feedback forms for customers.

2 Maintain a Safe, Reliable, and Cost Effective Fleet.

% of vehicles purchased that are hybrid and alternative fuel vehicles (when available)

0% 25% 0% 0% 25% -25%

% of vehicles with over 100,000 miles 31% 40% 27% 28% 40% -12%

% of fleet in service/available when needed 97% 97% 97% 97% 97% 0%

3 Achieve and Maintain Fiscal Responsibility and Accountability for Sheriff's Office.

Operating fund expenditures as percentage of budgeted amount

TBD 97% 12% 46% 50% -4%

Revenue collected as percentage of budgeted amount TBD 100% 20% 55% 50% 5%

Year end operating budget balance (Millions) TBD $0.0 $357.0 $204.0 $0.0 -

ACTION: Numbers are approximations and are unaudited.

Favorable Variance


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(55 ILCS 5/3-6023) (from Ch. 34, par. 3-6023) • Sec. 3-6023 - Attendance at courts. Each

sheriff shall, in person or by deputy, county corrections officer, or court security officer, attend upon all courts held in his or her county when in session, and obey the lawful orders and directions of the court, and shall maintain the security of the courthouse. Court services customarily performed by sheriffs shall be provided by the sheriff or his or her deputies, county corrections officers, or court security officers, rather than by employees of the court, unless there are no deputies, county corrections officers, or court security officers available to perform such services.

• Sec. 3-6019 - Duties of sheriff; office quarters and hours. Sheriffs shall serve and execute, within their respective counties, and return all warrants, process, orders and judgments of every description that may be legally directed or delivered to them.


COURT SERVICES COOK COUNTY SHERIFF Thomas J. Dart | Cook County Sheriff | 312.603.6444 | www.cookcountysheriff.org

Provide a safe and protected environment for employees and visitors of Cook County Courthouses; Ensure the timely and effective service of process issued by the Circuit Court; Ensure the timely and effective execution of court orders issued by the Circuit Court; The Court Services Department is committed to identifying and resolving issues relating to court processes.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 716 628 290 348 20% Non-Personnel 515 605 307 454 48% Appropriation Adjustment (321) (500) (253) 0

Total Costs 84,561 89,831 41,465 42,181 2% Avg Monthly Sick Hours per Employee 1 7.0 7.7 Avg Monthly Sick Hours per Employee 2 4.6 6.1 Number of employees (FTE's) 1,388.0 1,430.3

A sheriff of a county with a population of less than 1,000,000 may employ civilian personnel to serve process in civil matters. Statutorily mandated responsibilities in the courts: • Staff the court rooms • Transport prisoners • Protect all residents visiting the courts • Process serving

SWAP (Sheriff's Work Alternative Program): • Accept non-violent offenders into jail

alternative.

• Provide free, supervised manual labor to municipalities, government agencies and non-for-profits.

Social Services Cards Program

1. County Payroll System 2. Sheriff Internal System; As a result of recent initiatives, our internal records indicate 6.05 as our average monthly sick hours per

employee.


Court Services Goals2012

Actual2013

TargetQ1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Enhance Court Security.

# of personnel trained in TSA Training Program 393 - 393 834 - -

# of incidents inside court facilities involving prohibited items

475 - 501 1,022 - -

ACTION: Ongoing training programs for court deputy sheriffs following TSA guidelines.

2 Ensure That Public Access to the Status of All Civil Process is Fast and Efficient.

# of online status requests collected via website TBD - TBD TBD - -

# of phone calls to clerical staff 5,127 - 4,227 8,421 - -

ACTION: Provide electronic, online access to the public for the status of all civil processes (still in progress).

3 Increase Productivity of Court Services Deputy Sheriffs.

# of processes served 152,319 - 44,951 92,500 - -

ACTION: Rolled out automation to police cars to increase # of process served per week.

4 Provide Social Services to Those Facing Evictions.

# of Social Service Cards collected 3,652 - 4,815 10,963 - -

# of referrals made to social services providers 3,008 - 3,725 8,591 - -

ACTION: We have communicated with the Office of the Chief Judge as well as conducted Court Services automated judicial sales presentations to the judiciary and numerous mortgage foreclosure law firms in an effort to obtain judicial sales.

Favorable Variance


Special Investigations - The Special Investigations Division of the Sheriff’s Police is comprised of specialized units that investigate specific types of crimes, including but not limited to gang, drug and vice related criminal activities. Criminalistics - These specially trained technicians aid investigators by identifying, collecting and preserving evidence at crime scenes. There are requests not from just the Sheriff’s Police, but local suburban agencies and task forces as well.

(55 ILCS 5/3-6021) (from Ch. 34, par. 3-6021) Sec. 3-6021. Conservator of the peace. Each sheriff shall be conservator of the peace in his or her county, and shall prevent crime and maintain the safety and order of the citizens of that county; and may arrest offenders on view, and cause them to be brought before the proper court for trial or examination. Patrol - Provide basic police services to the citizens in unincorporated Cook County. Additionally, Sheriff’s Police patrol units respond to requests from suburban law enforcement agencies for assistance. General Investigations - The main function of the Investigations Section is to provide criminal investigative expertise and support to the various units of the Sheriff’s Police, as well as numerous outside requesting agencies.


SHERIFF’S POLICE COOK COUNTY SHERIFF Thomas J. Dart | Cook County Sheriff | 312.603.6444 | www.cookcountysheriff.org

To provide the highest quality of professional service to the residents and businesses within Cook County. This includes the prevention of crime, investigating criminal incidents, identifying and apprehending criminal suspects, preparing criminal cases, and aiding in the recovery of stolen and lost property.

Data comparisons lead to simplistic and/or incomplete analyses that often create misleading perceptions adversely affecting communities and their residents. Valid assessments are possible only with careful study and analysis of the range of unique conditions affecting each local law enforcement jurisdiction (Source: FBI UC Report).

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 2,638 1,164 537 1,921 258% Non-Personnel 585 1,008 511 595 17% Appropriation Adjustment (141) (600) (304) 108

Total Costs 44,647 42,756 19,752 22,260 13% Avg Monthly Sick Hours per Employee 1 6.5 6.0 Avg Monthly Sick Hours per Employee 2 5.5 Number of Employees (FTE's) 543.0 531.8



Sheriff's Police Goals2012

Actual2013

TargetQ1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Ensure the Safety of the Public Through a Multi-Faceted Approach to Crime Reduction.

Violent Crime - Homicide/Murder 0 - - - - -

Violent Crime - Criminal Sexual Assault 26 - 16 40 - -

Violent Crime - Robbery 22 - 16 30 - -

Violent Crime - Aggravated Assault/Battery 67 - 100 204 - -

Property Crime - Burglary 285 - 100 181 - -

Property Crime - Auto Theft 85 - 28 54 - -

Property Crime - Arson 8 - 1 4 - -

Property Crime - Personal/Other Theft 413 - 122 357 - -

Guns Seized 289 - 63 181 - -

Domestic Related Incidents/Offenses 822 - 547 1,110 - -

Missing/Found Person/Runaway 296 - 83 229 - -

Narcotic Drug Laws 606 - 256 504 - -

Assist Other Agency Calls (AOA's) 10,352 - 2,392 4,859 - -

Graffiti Unit - Removals 7,870 - 1,949 4,455 - -

Number of Gang Contact Cards 1,038 - 166 259 - -

Number of Cases Assigned 3,238 - 709 1,586 - -

2 Enhance Traffic Safety for Residents.

Moving Violations - Speeding 13,947 - 2,385 6,314 - -

Moving Violations - Accident Citations 1,558 - 404 824 - -

Moving Violations - Seat Belt Citations 1,546 - 86 264 - -

Moving Violations - No Insurance Citations 10,211 - 1,585 4,011 - -

Moving Violations - No Registration 5,363 - 2,385 3,340 - -

Other Moving Violations 10,253 - 1,154 3,278 - -

Other Equipment Violations 4,448 - 631 1,674 - -

Arrests - DUI 509 - 57 306 - -

Arrests - Revoked/Suspended License 3,668 - 716 1,814 - -

Arrests - Reckless Driving 105 - 4 27 - -

Arrest - Other Traffic Arrests 2,752 - 327 1,252 - -

Number of Vehicles Towed/Admin Hold 3,934 - 639 1,671 - -

Traffic Accidents - Animal 182 - 52 78 - -

Favorable Variance


Sheriff's Police Goals2012

Actual2013

TargetQ1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

Traffic Accidents – Bicycle 12 - - 1 - -

Traffic Accidents – Fatal 8 - 2 5 - -

Traffic Accidents - Hit and Run 447 - 109 246 - -

Traffic Accidents – Motorcycle 2 - 1 - - -

Traffic Accidents - Personal Injury 531 - 144 294 - -

Traffic Accidents - Property Damage 2,779 - 762 1,471 - -

Traffic Accidents – Others 1 - - 1 - -

Traffic Accidents – Pedestrians 23 - 9 13 - -

Traffic Accidents - Police Vehicles 100 - 27 63 - -

Traffic Accidents - Private Property 68 - 18 36 - -

Traffic Accidents - Trains TBD - - - - -

DUI Related Fatalities TBD - - - - -

Traffic Fatalities (motorists/passengers) 3 - 1 4 - -

Traffic Fatalities (bicyclists/pedestrians) TBD - 1 - - -

Favorable Variance


PROGRAMS Reentry Programs are designed to reduce recidivism and to support those who transition back to the community. All DRDP Programs are either Custody/Reentry or Diversion/Prevention: Custody/ Reentry Programs: Boot Camp, Pre-Release, CCDOC Program Services & Day Reporting. Diversion/Prevention Programs: Developed by Jail Diversion, which includes Youth Services programs, such as: SAVE (Students Against Violent Encounters), Stop the Bullying, Conflict Resolution, Internet Safety, and Think Twice.

MANDATES Provide substance abuse programs, vocational and educational programs to those detainees who are referred either from CCDOC or through adjudication; CC Boot Camp sentencing requirements 730 ILCS 5/5-8-1.2; Treatment Alternatives Sentencing Requirements 20 ILCS 301/40-5; County Jail Act 730 ILCS 125/0.01 (from Ch. 75, par.100); Consent Decree as a result of Duran v. Brown et al. 74 C 2949 (federal litigation).


REENTRY & DIVERSION PROGRAMS COOK COUNTY SHERIFF Thomas J. Dart | Cook County Sheriff | 312.603.6444 | www.cookcountysheriff.org

Deliver prevention programs to all Cook County communities; reduce entry into the justice system; provide effective, comprehensive, programs to detainees, inmates and participants promoting individual change and reducing recidivism; establish and provide opportunities for successful reentry into the community.

BUDGET $(000’s)

PERSONNEL

2011 Actual

2012 Target





Overtime 114 437 201 221 10% Non-Personnel 3,093 5,022 2,545 4,535 78% Appropriation Adjustment 0 (2,300) (1,166) 0

Total Costs 15,349 21,908 10,235 13,492 32% Avg Monthly Sick Hours per Employee 1 7.3 7.3 Avg Monthly Sick Hours per Employee 2 6.2 7.4 Number of employees (FTE's) 201.0 304.1

All programs are now operating at capacity. Grant-funded programs are also meeting their marks. Most targets are N/A due to court orders.

PERFORMANCE TRENDS



Re-Entry & Diversion Goals2012

Actual2013

TargetQ1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Reduce Recidivism by Providing Comprehensive, Effective Reentry Services.

% of recidivism within program participants TBD - - - - -

Number of court-ordered detainees enrolled in Day Reporting (New Admissions; cap = 250/day)

695 - 210 450 - -

Number of detainees enrolled in Pre-Release (New Admissions; cap = 449/day)

1,851 - 472 935 - -

Number of court-ordered detainees enrolled in Boot Camp (New Admissions; cap = 672/day)

694 - 145 283 - -

Number of detainees enrolled in Impact (New Admissions; cap = 180/day)

469 - 114 220 - -

Average net daily cost per detainee enrolled in Day Reporting

TBD - TBD TBD - -

Average net daily cost per detainee enrolled in Pre Release TBD - TBD TBD - -

Average net daily cost per detainee enrolled in Boot Camp (seeking analysis to determine cost)

TBD - TBD TBD - -

2 Generate & Provide Opportunities for Success After Discharge.

Number of participants in programs that include preparation for job opportunities upon reentry

382 230 TBD TBD 190 -

Number of eligible detainees who received identification services

122 130 34 98 65 51%

# credits earned by court-ordered detainees in the Sheriff's Virtual High School Diploma Program

674 - 186 322 - -

Number of court-ordered detainees who graduated from the Sheriff's Virtual High School Diploma Program

15 15 3 11 7 57%

3 Educate Cook County Youth About Violence Prevention and Safety via School Programs.

Number of participants in school programs 40,615 35,000 8,760 29,057 20,000 45%

% of school requests fulfilled 99% 97% 99% 95% 99% -4%

Number of geographic areas reached in Cook County 111 100 54 119 50 138%

Favorable Variance


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1. Do not have current year costs. In order to accurately reflect costs, an annual industrial engineering study should be completed.

730 ILCS 123, County Jail Act: Creates statutory mandates that Illinois Counties must follow.

• Provide housing and other basic needs for approximately 9,000 inmates on a daily basis.

• Manage approximately 400 individuals on Electronic Monitoring.

• Provide transportation for inmates to court, hospital, and outlying counties.

• Facilitate training for approximately 3,500 sworn correctional staff.

55 ILCS 5/3-6017: The Sheriff is the custodian of the Courthouse and Jail. He or She shall have the custody and care of the Courthouse and Jail of His or Her County, except as otherwise provided. Illinois Administrative Code, Title 20, Chapter 1, Subchapter f, part 701, County Jail Standards: Establishes the standards by which Jails should be operated. The “Agreed Order” USA v. Cook County, 09-CV-2496: Establishes Provisions and Sub-Provisions that the CCDOC must be in substantial compliance with by May of 2014. The provisions are essentially broken down into four areas: Corrections, Health Care, Mental Health Care, and Sanitation / Fire Safety.


DEPARTMENT OF CORRECTIONS COOK COUNTY SHERIFF Thomas J. Dart | Cook County Sheriff | 312.603.6444 | www.cookcountysheriff.org

The Cook County Department of Corrections provides a productive, sanitary, and secure environment for inmates, staff, and visitors in the CCDOC. The CCDOC also provides safe transportation for inmates, as well as secure alternatives to incarceration, such as Electronic Monitoring.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 9,939 7,764 3,583 6,756 89% Non-Personnel 16,696 20,583 10,433 17,316 66% Appropriation Adjustment 0 0 0 0

Total Costs 192,075 266,065 123,732 134,802 9% Avg Monthly Sick Hours per Employee 1 6.5 6.6 Avg Monthly Sick Hours per Employee 2 5.6 6.2 Number of Employees (FTE's) 3,834.1 3,936.9



Department of Corrections Goals2012

Actual2013

TargetQ1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Provide for the Safety and Security of Staff and Inmates.

Average daily jail population 9,417 - 9,327 9,873 - -

Average daily open beds for male general population 349 - 124 TBD - -

Average daily jail cost per inmate $141 - TBD TBD - -

Number of correctional staff 3,524 - 3,510 3,475 - -

% of correctional officers who received new use of force policy training

100% 100% 100% 100% 100% 0%

Number of inmate on inmate fights 1,331 - 123 260 - -

Number of inmate on staff assaults 62 - 4 21 - -

Average number of individuals on court-ordered Electronic Monitoring

1,140 1,124 951 867 1,140 -24%

Average net daily cost per detainee enrolled in Electronic Monitoring

TBD - TBD TBD - -

ACTION: Implemented training program for correctional officers on new Use of Force Policy.

2 Transport Inmates Safely, Securely, and Efficiently.

Number of inmates transported to court daily (outlying) 95,298 - 20,405 41,268 - -

Number of inmate-on-inmate incidents during inmate transportation

3 6 2 2 2 0%

Number of inmate-on-staff incidents during inmate transportation

1 4 0 2 1 100%

ACTION: Begin dialogue with Chief Judge, State's Attorney, Public Defender, and Circuit Court Clerk's office for video-conferencing.

3 Provide Inmates with Living Conditions Consistent with Mandated Health Requirements.

% of meals served that contain sufficient nutritional and caloric content

100% 100% 100% 100% 100% 0%

Number of sanitation provisions (out of 20) in Agreed Order that have been found partially or substantially compliant

20 20 20 20 20 0%

% of qualifying inmate population with weekly access to recreation time

100% 100% 100% 100% 100% 0%

Number of inmate grievances related to living conditions 52 TBD 11 57 TBD -

Average daily number of DHS remanded inmates at the jail 11 0 15 17 0 -

ACTION: Assigned sanitation officers to every division in the jail.

Favorable Variance


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1. According to the corrections monitor overseeing the Agreed Order, anytime the jail population is higher than 85%, operations can be seriously and negatively impacted. 2. These numbers do not indicate the actual number of beds available for each inmate classification (i.e. minimum, medium, maximum security). 3. Do not have current year costs; In order to accurately reflect current costs, an annual industrial engineering study must be completed. 4. This number is the average of the last month of 2011 Q4 (November). 5. Qualified inmates are those whom are not in Disciplinary Segregation, Administrative Segregation, Increased Maximum Security (Level System), FLR-close observation, Acute Medical Care, & Acute Psychiatric Care (hospitalized) etc. 6. These numbers do not reflect the resumption of court ordered EM on June 3, 2013. 7. This number is skewed due to varying reporting methods. 8. This number more accurately reflects the number of inmate grievances.

Narcotics Bureau handles tens of thousands of cases each year and focuses most of its efforts on long-term investigations that target major dealers operating often with violent street gangs. The bureau seeks treatment programs, such as our successful Drug School, for low-level users. Special Prosecutions Bureau is responsible for investigating and prosecuting complex criminal and public corruption cases. It includes units for Auto Theft, Gang Crimes, Government and Financial Crimes, Organized Crime/Cold Case, and Professional Standards. Administrative Bureau provides investigative, technical and administrative assistance to the office and supports all other bureaus with administrative personnel . Bureau also includes the national award-winning Victim Witness Assistance Program that provides services to crime victims.

Criminal Prosecutions Bureau is divided into several divisions including Felony Trial, Sexual Crimes, Traffic, and Municipal. The Bureau is also charged with prosecuting thousands of domestic violence cases and cases of child sexual abuse through the Child Advocacy Division. Juvenile Justice Bureau contains two divisions: Delinquency and Child Protection. Delinquency handles cases involving juveniles under the age of 17 who have been arrested for committing a crime. Child Protection files civil actions against parents and guardians who abuse or neglect their children. Civil Actions Bureau defends the county and its officeholders and employees in civil suits and has sections dedicated to Child Support Enforcement, Complex Litigation, Labor and Employment, Torts and Civil Rights, Industrial Claims, Revenue Recovery, Municipal Litigation, Transactions/Health Law, and Real Estate Taxation.


STATE’S ATTORNEY’S OFFICE

Anita Alvarez | Cook County State’s Attorney | 312.603.1880 | www.statesattorney.org | [email protected]

The Office works to uphold public safety through the fair and efficient administration of justice. Assistant State’s Attorneys and support staff vigorously prosecute crimes committed in the County and provide extensive services to victims and witnesses. The office also represents the County and its officers in all civil proceedings.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target





Overtime 529 495 228 235 3% Non-Personnel 4,905 5,940 3,011 2,264 -25% Appropriation Adjustment (2,710) (2,787) (1,413) 342

Total Costs 92,113 95,654 44,383 45,785 3% Avg Monthly Sick Hours per Employee 5.8 5.6 Number of Employees (FTE's) 1,179.7 1,176.8


State's Attorney Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Promote Effective Caseload Management.Average number of cases per attorney 68 50-100 53 47 50-100 -

Average time to disposition at trial level (days) 262 - 279 296 - -

2 Provide Adequate Professional Training to All Staff.% of attorneys completing required quarterly training 100% 100% 100% 100% 100% 0%

ACTION: Produce training to be accessed remotely.

3 Monitor Staff Performance to Ensure Professional Results.% of staff that receives annual performance review 100% 100% 100% 100% 100% 0%

% of staff implementing Performance Improvement Plans 4% 10% 8% 8% 10% -2%

ACTION: Complete performance improvement plans.

4 Increase Use of Technology to Create Efficiencies.% of staff trained on CiberElite 93% 90% 98% 87% 90% -3%

% of staff using CiberElite Case Management System 95% 90% 95% 87% 90% -3%

ACTION: Create CiberElite certification tool to assess skills.

Favorable Variance


DOC: Maintenance of the Department of Corrections for approximately 10,000 inmates and 7,000 employees, in addition to a 14 story commercial high rise and a courthouse with the second most court calls in the nation (total square footage 4,799,710). Custodial: Cleaning and sanitation of all facilities outside of the Department of Corrections (total square footage 3,983,000). Engineering: Building operations, including engineers, building equipment and preventative maintenance programs at all County properties (total square footage 10,759,483).

• Federal Department of Justice Agreed Order

• Federal Department of Juvenile Justice Memorandum of Agreement

• Life Safety Requirements of Authorities Having Jurisdiction

Compliance: DOJ Agreement and IDJJ Compliance, Ensuring Life Safety Code Compliance in all facilities. Outlying: Maintenance of all facilities outside of the Department of Corrections (total square footage 5,959,773).


FACILITIES MANAGEMENT OFFICES UNDER THE PRESIDENT Jim D’Amico | Director | 312.603.0340 | Jim.D’[email protected]

Maintain and operate Cook County facilities in a cost effective manner for both the general public and various Cook County departments in order to have a safe, functional, and clean environment so that departments may provide the services outlined in their mission.

BUDGET $(000’s)

PERSONNEL

2012 Actual

2013 Target




Personnel (without overtime)1 36,377 31,550 14,562 17,238 18%

Overtime2 586 631 291 330 13%

Non-Personnel1 6,735 14,685 7,443 4,517 -39% Appropriation Adjustment (7,027) (11,588) (5,873) 0

Total Costs 36,672 35,278 16,423 22,085 34%

Avg Monthly Sick Hours per Empl. (200) 5.3 5.1 Number of Employees (FTE’s) (200) 378.0 407.1 Avg Monthly Sick Hours per Empl. (215) Number of Employees (FTE's) (215) 197.0 174.0

1. Additional monies were set aside in personnel and non-personnel accounts to offset managed competition. 2. Awaiting chargebacks from construction projects worth about 10% of total overtime appropriation. Response to flood at CCB increased overtime encumbrances.


Facilities Management Goals 2012Actual

2013Target

Q1 YTDActual

Q2 YTDActual

Q2 YTDTarget

Q2Variance

1 Comply with Federal Mandates.% substantial compliance determined by DOJ Monitor's semi-annual inspection report

90% 100% 100% 100% 100% 0%

% of JTDC cells that are closed due to facilities maintenance

1% 2% 1% 1% 2% -1%

2 Improve Efficiency and Reduce Operating Costs.Total custodial operating costs per square foot (3,983,000 ft^2)

$2.17 $1.64 $0.44 $0.99 $0.82 21%

Overall Facilities Management operating costs per square foot (10,759,483 ft^2)

$3.33 $4.16 $0.81 $1.70 $2.08 -18%

Average number of hours to complete regular work orders in commercial buildings

5.5 6.0 6.0 8.0 6.0 33%

Average number of hours to complete high priority work orders in commercial buildings

17.7 10.0 3.0 3.1 10.0 -69%

Average number of hours to complete regular work orders in detention centers

18.8 20.0 14.0 13.0 20.0 -35%

Average number of hours to complete high priority work orders in detention centers

23.0 20.0 5.0 11.0 20.0 -45%

Average number of hours (dispatch to completion) to complete trades' individual work orders

2.5 2.0 2.4 2.5 2.0 25%

Average number of hours (dispatch to completion) to complete operations individual work orders

3.3 1.8 2.0 1.0 1.8 -44%

% of employees returned to work on Alternative Work Program

- 75% 50% 37% 75% -38%

# of productive work days gained through AWP - - 547 1,153 - -

Cost diverted from pension fund due to AWP - - $36,658 $76,176 - -

Cost diverted from Workers Compensation Account - - $58,173 $115,137 - -

3 Ensure Life Safety Code Compliance in All Buildings.% of life safety equipment testing, inspection, & maintenance performed as required

99% 95% 100% 100% 95% 5%

% of fire incidents in which fire protection equipment functioned properly

100% 100% 100% 100% 100% 0%

% of equipment that required over $1,000 of corrective action identified during testing, inspection, & maintenance

13% 5% 16% 15% 5% 10%

4 Improve Customer Satisfaction.Average satisfaction score on annual Custodial Services tenant survey (5 point scale)

4.1 4.1 - 3.8 4.1 -9%

Average score for overall tenant satisfaction with facilities (5 point scale)

4.0 4.0 - - - -

Favorable Variance


COUNTYWIDE - Forest Preserve

Countywide – Forest Preserve 132


PROGRAMS AND KEY ACTIVITIES The District provides Cook County residents: Nature: Nearly 69,000-acres of natural areas and Open Space; Biologically diverse, rare native forests, woodlands, savannas, prairies and wetlands; and 22 dedicated nature preserves Environmental Education: Six (6) nature centers (offering education programs for all ages, interpretive trails and exhibits), one (1) wildlife research facility Outdoor Recreation: 311 picnic groves, 40 managed lakes and ponds, two (2) youth camps, seven (7) major waterways, three (3) aquatic centers, 10 golf facilities, 300 miles of marked trails

MANDATES Cook County Forest Preserve District Act (Illinois Statute, 1913), 70 ILCS 810/7: Acquire land to preserve and protect public open-space Restore and manage native habitats to maintain plant and animal diversity and ecological health Provide environmental education programs for families, individuals, students, and youth groups Offer compatible outdoor recreation opportunities for public enjoyment Manage operations using best practices to ensure the most efficient, effective and transparent use of public funds


FOREST PRESERVE DISTRICT

Arnold Randall General Superintendent | 708-771-1511 | [email protected]

To acquire, restore, restock and manage lands for the purpose of protecting and preserving natural communities including, prairies, forests, wetlands, rivers, streams, and all their associated flora and fauna for the purpose of providing educational, leisure and outdoor recreation opportunities for Cook County residents now and in the future


FOREST PRESERVE GOALS2012

Actual

2013

Target

Q1 YTD

Actual

Q2 YTD

Actual

Q2 YTD

Target

STRATEGIC AREA 1 - ECOLOGICAL SUSTAINABILITY

1. Improve ability to respond to land acquisition opportunities

# of land acquisition opportunities reviewed and ranked by

Land Acquisition Committee 64 8 3 7 2 250%

# of land acquisition opportunities closed on 2 4 1 4 1 300%

2. Increace biodiversity through restoring and managing natural resources

# of completed Site Management Plans 36 45 4 22 - -

3. Formalize Partnerships to expand mission driven projects and programs

# of partners 92 100 92 100 - -

# of people participating in activities through partners 58,258 116,000 - - - -

STRATEGIC AREA 2 - EDUCATION, OUTREACH AND STEWARDSHIP

1. Increase public and school contact in environmental education

# of nature center programs at schools 264 277 50 178 188 -5%

# of school programs at nature centers 663 698 34 240 366 -34%

# of attendees at school programs 35,610 37,390 1,853 13,390 20,190 -34%

# of Youth Education Outreach Program attendees 11,270 11,833 2,182 7,209 7,218 0%

# of attendees at non-school nature center programs 19,678 20,622 1,695 8,787 8,455 4%

# of Mobile Rec and Science Lab programs at picnic groves - 100 0 - - -

# of new underserved groups introduced to the forest

preserves - 25 8 28 10 180%

# of new opportunities to introduce new underserved

groups to the forest preserves - 25 2 10 10 0%

2. Increase volunteerism at the district

# of active Adopt-a-Sites (8 site visits per year commitment) 37 30 39 43 30 43%

# of volunteers registered on website - Baseline 160 302 - -

# of hours logged into volunteer website - Baseline - 311 - -

# of Earth Day sites for stewardship or other projects 45 75 N/A 98 75 31%

YTD

Variance



Actual

2013

Target

Q1 YTD

Actual

Q2 YTD

Actual

Q2 YTD

Target

STRATEGIC AREA 2 - EDUCATION, OUTREACH AND STEWARDSHIP (cont..)

3. Increase volunteer training/learning opportunities

# of enrollments in classes 208 250 38 78 104 -25%

# of classes offered 8 20 2 5 8 -38%

4. Increase internship opportunites

# of staff mentored interns 24 32 3 7 - -

# of partner supported interns 76 80 - - - -

# of partner supported job training participants 47 50 - - - -

# of summer employment opportunities marketed with One

Summer Chicago30 197 - - - -

STRATEGIC AREA 3 - OUTDOOR RECREATION

1. Maintain a safe trail system

% response to emergencies within 24 hours 100% 100% 100% 100% 100% 0%

% response to non-emergencies within 72 hours 100% 100% 100% 100% 100% 0%

2. Provide a variety of recreational opportunities

# of picnic permits used 8,468 8,550 43 1,106 979 13%

# of rounds of golf played 375,264 350,000 2,458 65,702 102,729 -36%

# of pool visitors 101,075 105,000 - 7 5,188 -100%

# of kayak/canoe rentals - Baseline - - - -

# of campers 3,769 3,000 569 1,103 1,166 -5%

# of horse licenses - Baseline 7 948 - -

# of cross-country skiers 3,600 N/A 760 2,322 - -

# non-nature center events 21 51 3 13 11 18%

# audience members at non-nature center events 11,368 13,193 105 1,337 1,351 -1%

3. Provide new/expanded concessions for activities (Bike, Ski, Kayak)

# of outdoor leisure recreation concession locations 7 10 7 7 - -

YTD

Variance



Actual

2013

Target

Q1 YTD

Actual

Q2 YTD

Actual

Q2 YTD

Target

STRATEGIC AREA 4 - FISCAL RESPONSIBILITY

1. Improve budget to actual accuracy

Cumulative % Corporate fund variance of YTD budget to

actual28% 10% 82% 49% 10% 39%

2. Increase non-tax revenue

$ from non-tax revenue 5% over 2013 budget ($4.76M) $6.6M $5 $0.30 $1.64 $1.67 -2%

3. Audit/CAFR completion

Complete audit 30 days early to meet county timeline 36 30 - 35 - -

4. Budget

Complete Preliminary Budget by August 31st (Days) 15 0 - - - -

5. Personnel

Average monthly sick hours per employee 6.6 7.0 5.6 5.5 7.0 -21%

Number of full-time employees (Target is 90% of budget) 428 458 431 438 458 -4%

5. Increase Forest Preserve Foundation Fundraising

$ raised by foundation $78,000 $200,000 $70,000 $85,000 $83,333 2%

STRATEGIC AREA 5 - OPERATIONAL EFFICIENCIES

1. Implement funded projects in 2011 capital improvement plan on schedule and budget

% of funded projects that are out for pricing, under contract

or complete78% 75% 8% 34% 31% 3%

% of projects completed at or below contract amount 98% 90% N/A N/A 90% -

% of projects completed by original contract completion

date 84% 80% N/A N/A 80% -

2. Reduce equipment and vehicle downtime and repairs

# of non-preventative maintenance vehicle repair orders 1,048 1,000 128 363 417 -13%

# of preventative maintenance vehicle repair orders 890 940 135 314 392 -20%

# of large drivable equipment repair orders 689 700 42 103 292 -65%

YTD

Variance



Actual

2013

Target

Q1 YTD

Actual

Q2 YTD

Actual

Q2 YTD

Target

STRATEGIC AREA 5 - OPERATIONAL EFFICIENCIES (cont..)

3. Respond to desk audit recommendations

# of recommendations addressed (118 total) 97 21 4 10 9 11%

4. Increase training opportunities for all employees

% of new hires given orientation training 83% 100% 100% 100% 100% 0%

# of employees with customer service training 76 400 0 262 - -

5. Ensure proper compliance with Shakman

# of unlawful political discrimination complaints sustained

by Shakman Compliance Officer and/or Post Supplemental

Relief Order (SRO) Administrator

3 0 0 0 0 -

6. Reduce expenses of outside counsel

$ expenditures for outside counsel $344,047 $475,000 $37,638 $75,944 $198,125 -62%

7. Update District's fleet to be more energy efficient

% decrease in vehicle fuel consumption (10% reduction per

year)- TBD TBD TBD TBD -

STRATEGIC AREA 6 - CUSTOMER SERVICE

1. Maintain a safe environment for visitors

# of instances of serious crime (excluding theft) 3 8 1 3 3 0%

# of instances of theft 100 130 11 30 54 -44%

# of alternative patrols (e.g. bike, walk, light motorized

vehicle)2,934 2,800 402 1,078 1,167 -8%

# of Officer activities 65,161 70,000 9,950 25,133 29,167 -14%

2. Provide a clean and inviting environment

% of complaints responded to within 2 business days - 100% 72% 89% 100% -11%

Average number of days between grounds maintenance 22 15 N/A 16 15 7%

YTD

Variance



Actual

2013

Target

Q1 YTD

Actual

Q2 YTD

Actual

Q2 YTD

Target

STRATEGIC AREA 6 - CUSTOMER SERVICE (cont..)

3. Expand public communications

# of website hits 366,612 375,000 40,114 167,961 156,250 7%

# of followers on Facebook 3,770 5,000 4,055 4,746 4,491 6%

# of followers on Twitter 986 1,300 1,130 1,318 1,200 10%

# of news releases and advisories issued 36 24 4 16 10 60%

# of online site profiles - 40 0 17 - -

YTD

Variance


2013 q2 star report final

Business

Transcript of 2013 q2 star report final