For YourStar Only: PAD 505 Assignment 2
jacsti
chicago_2014_operating_budget_overview.pdf
C i t y o f C h i c a g o
2014 Budget O v e rv i e w
Mayor Rahm Emanuel
The Government Finance Officers Association of the United States and Canada (GFOA) presented
a Distinguished Budget Presentation Award to City of Chicago, Illinois for their Annual Budget
beginning January 1, 2013. In order to receive this award, a governmental unit must publish a
budget document that meets program criteria as a policy document, as an operations guide, as a
financial plan, and as a communications device.
2 0 1 4 B u d g e t O v e r v i e w
Letter from the Mayor
Dear Fellows Chicagoans,
When I became Mayor, this City faced a projected deficit of $790 million in 2014. In the last two budgets, we’ve managed
to cut that structural deficit in half. We’ve accomplished this by making our government smaller, smarter, and simpler. We’ve
coupled necessary reforms with improved services so City government works better.
The 2014 proposed budget builds on the solid progress we have made in changing the way Chicago works.
We must put our finances in order without adding to the burden that Chicago families face today. That’s why, for the third
year in a row, we have balanced the City’s finances without raising property, sales, or gasoline taxes. At the same time, this
proposed budget includes continued investments in our children and our neighborhoods, and encourages economic growth.
I believe that we all share a vision for Chicago: a city with thriving neighborhoods, a prosperous economy for all, and where
people enjoy the same level of safety – no matter where they live.
The journey to this shared vision is not an easy one. It requires tough choices and shared sacrifices. However, through
continued reforms, this budget proposal keeps Chicago on a path of financial stability, and provides Chicago’s taxpayers
with the quality services they deserve.
Rahm Emanuel
Mayor
2 0 1 4 B u d g e t O v e r v i e w
Table of Contents
This Budget Overview is a companion to the other documents that together
comprise the City’s annual proposed operating budget, all of which are avail-
able on the City’s website - the 2014 Budget Recommendations, which contain
the City’s proposed line-item budget, the 2014 Anticipated Grants Budget, and
the 2014 Draft Action Plan, which relates to federal Community Development
Block Grant funding.
Letter from the Mayor
Summary of Proposed Budget 1
Discussion of Proposed Budget
Overview 7
Revenue Discussion 9
Expenditure and Workforce Discussion 20
Program and Budget Summaries by Department
Finance and Administration 25
Legislative and Elections 57
City Development
Community Services
2 0 1 4 B u d g e t O v e r v i e w
Public Safety
Regulatory 97
Infrastructure Services 110
Public Service Enterprise 122
General Financing Requirements
Capital Improvement Program
How Chicago Budgets
Budget Detail
Appendices
Table of Contents (continued)
S u m m a ry o f P r o p o s e d Bu d g e t
2014 Budget O v e rv i e w
2 0 1 4 B u d g e t O v e r v i e w
Summary of Proposed Budget
2014 PROPOSED BUDGET SUMMARY
$ Millions Table 1
Corporate Fund 4%
Pension Funds 479.4 0%
797.4
Enterprise Funds 9%
Grant Funds 4%
Total Resources
Less Proceeds of Debt (95.0) -
Less Internal Transfers -
Net Appropriations $8,173.7 $8,672.1 6%
2013 Budget
2014 Proposed Budget
% Change
Introduction
In 2011, Chicago was on track to have a $790 million deficit
in 2014. Through reforms that reduced the cost of City
services and made government work more efficiently, that
This year, because of the choices made over the past two years
and because of the structural reforms put into place, the City
The proposed 2014 budget builds on that progress.
This budget balances the City finances without raising
a significant investment in the education, health, and safety
of the children of Chicago. It also enhances public safety and
invests in the neighborhood businesses across Chicago that
are so vital to providing local jobs and keeping communities
strong.
In addition, because of the reforms made over the past year,
the City is able to continue to build its reserves in order to
enhance its long-term financial stability. The 2014 proposed
budget makes an additional $5 million investment in the
City’s reserves, following up on a $15 million investment
made this year and a $20 million investment made in 2012.
Revenues
Continued growth in the economy in 2014 is expected to
increase City revenues without placing the financial burden
on taxpayers. The City projects increases in revenues in
many of its most critical and economically sensitive revenue
sources in the coming year.
A steady revival in the housing and commercial real estate
markets is expected to lead to a 10 percent increase in real
property transfer tax revenues; thriving local tourism is
revenues; and overall growth in the economy and improving
consumer confidence positively impact sales and income tax
revenue projections for 2014.
In 2014, revenue generated through the addition of
automated speed enforcement devices to protect children
and pedestrians near schools and parks will be dedicated
to maintaining and expanding programs that improve the
safety of our streets and provide safe learning opportunities
Proceeds of debt issuances transferred between funds and reimbursements or internal transfers between funds are deducted from the total resources to more accurately
reflect the City appropriation. Total resources include revenues generated during the year and prior year savings and available resources.
1
2 0 1 4 B u d g e t O v e r v i e w
Summary of Proposed Budget (continued)
for Chicago’s children. These revenues will be used to fund
programs such as summer and after school opportunities,
early childhood education, homeless services for youth, and
violence reduction and prevention. In addition, a proposed
increase in the cigarette tax would fund an initiative to enroll
Even as revenues continue to grow, the City is continuously
looking to make lasting structural changes to keep
expenditures in check and its finances sustainable so that
taxpayers can continue to receive the quality services they
deserve.
Through forward-thinking changes and reforms, $40 million
of the 2014 budget gap was closed through instituting
efficiencies and reducing departmental non-personnel
spending. The City has put into place a 90-day rolling
save $2 million in 2014. The 2014 proposed budget also
continues the process of evaluating vacant positions to
determine if they can be eliminated. Over the past two years,
this reassessment process has resulted in the elimination of
more than 2,000 vacancies, which would otherwise divert
resources from critical needs. The proposed 2014 budget
also reflects savings from the first year of a three-year phase-
out of City funding for healthcare benefits for some retirees.
These changes to healthcare costs will save upwards of $24
million in 2014, with additional savings achieved in 2015
leased spaces to City Hall and other downtown buildings;
switching cellular phone carriers and eliminating unused
landlines; re-negotiating contracts; and collaborating with
Cook County to eliminate redundancies, coordinate service
delivery, and leverage economies of scale through joint
procurement and enforcement efforts.
The City’s transition to the grid system for garbage collection
savings. These savings helped to fund the implementation
of citywide recycling, which further reduced expenditures
for waste disposal as more people are recycling.
Key Investments and Reforms
Programs for Children
The Mayor’s budget continues to invest in after school
increase in funding since the Mayor took office, the City will
This budget also increases summer job opportunities for
youth. Federal government funding for summer jobs has
been cut by 90 percent in the last three years, but Mayor
Emanuel has increased funding by more than 150 percent.
The 2014 budget also provides additional funds to enable
the Chicago Department of Public Health to partner with
exams and eyewear for more than 45,000 children. Further,
the 2014 proposed budget increases the number of students
that receive digital training at City libraries by 25 percent.
These combined investments provide children with the
opportunity and the tools they need to learn, grow, and
develop.
2
2 0 1 4 B u d g e t O v e r v i e w
Summary of Proposed Budget (continued)
Public Safety
The proposed 2014 budget continues investments in
programs that have proven successful in reducing overall
crime and, most importantly, violent crimes. This year,
Operation Impact, which increases the Chicago Police
Department’s presence in areas with a history of high crime
rates, led to a significant decline in violent crime throughout
down 44 percent during the first eight months of the
program. The 2014 budget proposal continues to support
this violence reduction initiative.
However, police response is just the first step in eradicating
community policing to enable residents to become better
communication strategy with a citywide tool kit to help
Small Business and Neighborhood Growth
The City has seen great success with its microlending
initiative, which has provided more than 100 small
businesses with microloans. The proposed 2014 budget
expands the microlending initiative in partnership with the
To help families, a pilot program will be launched that will
pay out the Earned Income Tax Credit in advanced quarterly
payments. This will provide an option for struggling families
who need money before tax season to make ends meet, rather
than going to a predatory lender. The City program will serve
500 working families that participate in City and Chicago
Housing Authority financial empowerment programs.
This budget also increases the City’s investment in Family
five neighborhoods with training in technology skills such
as using email, online banking, common business and
productivity applications, online research, and accessing
government services. In 2014, the City will work with
community partners to more than double the number of
– each capable of serving roughly 1000 residents each year.
Improving City Services and Modernizing
Infrastructure
The City’s licensing and permitting processes will be entirely
will provide businesses with a roadmap for both processes,
help them determine their eligibility for existing incentives
and tax credits, and connect them to additional resources.
Under the 2014 budget proposal, the City will continue its
trees annually, keeping Chicago’s parkways and boulevards
green. The City’s graffiti removal program is on track to
this will increase again in 2014, with resources dedicated
specifically to communities that need it most. This budget
also invests additional resources to increase these and other
neighborhood services, including tree trimming, removal,
and planting; lot cleaning; and rodent baiting.
In addition to continuing the full-scale rehabilitation of the
City’s aging water and sewer infrastructure, the City will
invest $50 million over five years to incorporate sustainable
practices into future capital projects and street work in order
to improve stormwater management and reduce the risk of
flooding for Chicago homeowners.
The City will also continue the development of the Chicago
Riverwalk, incorporating recreational, educational, and
commercial components; and the Divvy bikeshare program
will expand to 475 stations in 2014. Public transit will be
further enhanced by the construction of the new Green
Line station at Cermak and the Brywn Mawr, Harrison, and
Clark and Division stations on the Red Line.
Conclusion
The 2014 proposed budget builds on the progress made over
the past three years. It further reforms the way that the City
operates. And at a time when many families are struggling,
it holds the line on property, sales, and gas taxes, while
at the same time continuing to make critical investments
that support children, benefit families, and promote safe
neighborhoods.
3
2 0 1 4 B u d g e t O v e r v i e w
Summary of Proposed Budget (continued)
CUTTING SPENDING AND REFORMING GOVERNMENT
Non-personnel Savings and Reforms $40.0 Million
Telecom, IT, equipment, hardware, contract savings,
and other non-personnel reductions
Lease savings
Waste disposal savings due to recycling
Personnel Savings and Reforms $26.0 Million
Healthcare savings
IMPROVED FISCAL MANAGEMENT
Sweeping Aging Revenue Accounts and Grant Funds $35.0 Million
Proper Allocation of Costs to Non-Corporate Funds $18.7 Million
Enterprise funds
Grant funds
Utilizing Surplus Generated by Fiscal Discipline in 2012 and 2013 $53.4 Million
TIF Reform – Surplus and Value Capture $30.3 Million
ECONOMIC GROWTH & REVENUE ENHANCEMENTS TO INVEST IN CHILDREN AND IMPROVE CITY SERVICES
Economically sensitive and other revenue growth $101.1 Million
Growth in economically sensitive revenues
Other Revenue Enhancements $34.2 Million
Reduced amusement tax exemption to fund additional cultural events
Increased cigarette tax to provide vision screening and eyewear to over 45,000 children
Updated towed vehicle storage fees and select street violation fines
TOTAL $338.7 MILLION
CLOSING THE $338.7 MILLION CORPORATE FUND GAP
4
D i s c u s s i o n o f P r o p o s e d Bu d g e t
2014 Budget O v e rv i e w
2 0 1 4 B u d g e t O v e r v i e w
Discussion of Proposed Budget
Other Local Taxes 24%
Non-Tax Revenue 23%
Sales Taxes 18%
Utility Taxes 14%
Reimbursements 10%
Income Taxes 9%
Proceeds & Transfers
2%
Grants 19%
Aviation 15%
Sewer & Water 12%
Property Tax 10%
Other Local Taxes
9%
Other Non-Tax Revenue
8%
Sales Taxes 7% Other Resources
7%
Utility Taxes 5%
Fines, Forfeitures and Penalties
5%
Income Taxes 3%
2014 PROPOSED REVENUE ALL FUNDS
Chart 1
2014 PROPOSED REVENUE CORPORATE FUND
Chart 2
Overview
7
2 0 1 4 B u d g e t O v e r v i e w
Finance General 39%
Public Safety 24%
Public Service Enterprises
12%
Infrastructure Services
10% Community Services
6% Finance and Administration
6%
City Development 2%
Regulatory 1%
Legislative and Elections
0.4%
Discussion of Proposed Budget (continued)
Police 39%
Finance General 18%
Fire 16%
All Other Departments
11%
Streets and Sanitation
6% Fleet and Facility
Management 6%
Emergency Management and Communication
2%
Transportation 2%
2014 PROPOSED EXPENDITURES CORPORATE FUND
Chart 4
2014 PROPOSED EXPENDITURES ALL FUNDS
Chart 3
It should be noted that the City’s capital resources are accounted for outside of the City’s operating budget and thus not
presented in Charts 1 - 4. The City’s capital resources and planned projects are discussed in the Capital Improvement
Program section of this document. Information on demographics and other facts about business, tourism, and the economy
in Chicago can be found in Appendix A.
8
2 0 1 4 B u d g e t O v e r v i e w
Revenue Discussion
Introduction to Revenues
The 2014 revenue projections for each of the City’s funds
are discussed in the pages that follow. Additional detail
regarding the City’s revenue sources by fund is provided
in the Budget Detail pages at the end of this document,
and historical information and a more detailed discussion
of revenue can be found in this year’s Annual Financial
Analysis. For definitions of the taxes, other revenue sources,
and fund types discussed in this document, please refer to
the Glossary.
Corporate Fund
The corporate fund is the City’s general operating fund, and
supports basic City operations and services such as public
safety, public health, waste collection, and recycling. Over
the past two years, the City has made significant progress
towards aligning expenditures with real revenues and
implementing systemic reforms that have cut the annual
deficit through an emphasis on increased efficiency, targeted
cuts, and select revenue enhancements while maintaining
and improving quality of services. As a result of these
changes, the 2014 preliminary budget gap announced in
July of this year was approximately $127 million less than
was estimated in July of last year and over half of the 2014
is the result of initiatives such as the implementation of
managed competitions to guarantee the best price for City
services, the transition to grid-based garbage collection, and
the review and renegotiation of major contractual costs.
the economy in the second quarter expanded at 2.5 percent
and consumer confidence rose 4 percent year-to-date as
compared with 2012. Locally, home sales in the spring and
summer seasons were strong and are expected to improve
tourism continues to prosper with a hotel occupancy rate of
2 percent over the same period of time in 2012, and hotel
revenues exceeding $1 billion during the first seven months
budget anticipates a modest increase in local revenues taking
a cautious approach given recent historical trends in key
areas of corporate revenue.
The 2014 proposed budget projects that corporate fund
discussion of the noteworthy elements that impact the 2014
revenue projections for the corporate fund.
Tax Revenue
Corporate fund tax revenue consists of local tax revenue and
intergovernmental tax revenue. Local tax revenue includes
utility, transaction, transportation, recreation, and business
taxes. Intergovernmental tax revenue includes the City’s
share of the Illinois sales and use tax, income tax, personal
property replacement tax, and municipal auto rental tax. The
2014 proposed budget anticipates that local tax revenues
end estimates, and that intergovernmental tax revenues will
Utility Taxes and Fees
Utility taxes and fees include taxes on electricity, natural
gas, and telecommunications, as well as fees received from
cable companies for the right to operate within the City
of Chicago. Utility taxes and fees are expected to generate
percent of total projected corporate fund revenue.
Utility tax revenues are driven by weather patterns, natural gas
prices, electricity rates, consumer choices, and technological
changes that contribute to energy conservation measures.
Chicago’s mild summer weather led to reduced use of
tax revenues are less than 2012. The 2014 projections for
electricity tax revenue assume that electricity tax revenue will
after a drop in natural gas tax revenue in 2012 due to lower
usage and reduced natural gas prices, natural gas revenues
with the same time period last year, due to an increase in the
price of natural gas. As in past years, cable revenue grew in
as the industry continues to expand. However, increased
growth in cable tax revenues are offset by a decline in telecom
revenues as consumers continue to reduce usage of telephone
land-lines and choose wireless communication services. Due
to a federal law that prohibits the taxing of internet services
by municipalities, the City cannot capture revenue from the
9
2 0 1 4 B u d g e t O v e r v i e w
Revenue Discussion – Corporate Fund
CORPORATE FUND RESOURCES
$ Millions
Table 2
Tax Revenue
Utility Taxes and Fees $444.2
Transaction Taxes 241.1 225.0 271.0
Transportation Taxes 177.9
Recreation Taxes
Business Taxes 107.9 102.5
572.2
Income Tax & PPRT
Other Intergovernmental 5.0 5.1
Total Tax Revenue $1,944.5 $2070.9
Non-Tax Revenue
Licenses and Permits $110.1
Fines, Forfeitures and Penalties
124.4 124.0 124.4
Municipal Parking 9.1
14.7 24.7 22.1
Reimbursement, Interest & Other
907.7 1,074.4
Proceeds and Transfers In 20.9
Total Revenue to the Corporate Fund
177.0 177.0
Total Corporate Fund Resources $3,079.6 $3,161.8 $3,262.7 $3,289.2
2012 Actual
2013 Budget
2013 Year-End Estimate
2014 Proposed
Budget
continued growth of wireless and internet services. In 2014,
telecom taxes are expected to continue their downward trend
and as the City completes the payment of certain credits to
telecom service providers for taxes charged on services that
were later determined to be non-taxable.
Transaction Taxes
Transaction taxes include taxes on the transfer of real estate,
the lease or rental of personal property, and the short-term
lease of motor vehicles in the city. Transaction taxes are
9 percent of projected corporate fund revenue, up 5 percent
over budgeted levels is due in large part to continued growth
in the housing market. Commercial real estate sales and the
housing industry continued their recent growth trend and
this growth is projected to continue in 2014. Real property
in 2012 and are expected to continue to increase thru the
anticipate additional growth in home sales and prices and
continued growth in RPTT revenues. Personal property
revenue continued to grow at a modest pace as the City
improved its collection efforts and is expected to rise in
10
2 0 1 4 B u d g e t O v e r v i e w
Revenue Discussion – Corporate Fund (continued)
2014 with improved consumer confidence. Motor vehicle
expected to grow slightly in 2014.
Transportation Taxes
Transportation taxes include taxes on garages, vehicle fuel
purchases, and the provision of ground transportation for
total projected corporate fund revenue. The growth in this
category is connected largely to garage tax revenue; through
the same period in 2012. In 2014, garage tax revenue is
again expected to grow in line with growth in the economy,
increase in the number of people parking, and increased
enforcement efforts. In contrast, vehicle fuel and ground
transportation tax revenues remain at or just below budgeted
the increase in gasoline prices, likely leading consumers to
drive less, and the increased popularity of fuel-efficient or
alternative energy vehicles.
Recreation Taxes
Recreation taxes include taxes on amusements, auto-
amusement devices, the mooring of boats, liquor purchases,
cigarette purchases, non-alcoholic beverage purchases, and
off-track betting. Recreation taxes are expected to generate
corporate fund revenue.
Amusement tax revenues are expected to come in above
increase in season ticket prices by some local sports teams,
due largely to a reduction in the partial exemption from this
tax that cable companies currently receive. Liquor and non-
at budgeted levels. Revenue from liquor and non-alcoholic
beverages is anticipated to improve in 2014 with growth in
attendance at summer festivals and increases in consumer
to increase in 2014 with the proposed City cigarette tax
Business Taxes
Business taxes include the hotel accommodations tax,
the employers’ expense tax, which will sunset at the start
of 2014, and the tax on the sale of fire insurance within
the City of Chicago. Due to the elimination of employers’
expense tax, business taxes are expected to decrease to $102.5
corporate fund revenue.
As anticipated, with the strong growth in tourism, hotel tax
are expected to rise above budgeted levels, with occupancy
rates up 2 percent and average daily room rates up 5 percent
period in 2012. The 2014 projections anticipate a continued
increase in the hotel occupancy rate and therefore, continued
growth in hotel tax revenues in 2014. However, total business
tax revenues are expected to decrease in 2014. This decrease
in business tax revenue is due largely to the elimination of
the employer’s expense tax, which is expected to generate
repealed, fulfilling the Mayor’s pledge to phase out this tax as
a key component of encouraging business development and
job creation in Chicago.
Sales and Use Taxes
to the combined sales tax rate of 9.25 percent. Of this
rate, 1.25 percent is the Chicago Home Rule Occupation
Tax (HROT), 1 percent is the City’s share of the Illinois
Municipal Retailers’ Occupation and Use Tax (MROT),
and Regional Transportation Authority. The City imposes
the HROT on the retail sale of tangible personal property,
excluding most sales of food, medicine, and medical
appliances. The MROT tax base differs from the HROT in
and eating establishments and these businesses have seen
continued growth in recent months. In addition, national
11
2 0 1 4 B u d g e t O v e r v i e w
Revenue Discussion – Corporate Fund (continued)
revenue is anticipated to increase in 2014 with the continued
growth of the economy. However, the Illinois Department
of Revenue reports that online retail sales now account for
these taxes go uncollected. If online sales continue to grow
as a proportion of total sales, the City is unlikely to see a
growth in revenue from this increase in consumer spending.
Income Taxes
of Illinois income tax and personal property replacement
tax (PPRT), both of which are distributed to the City by
million in 2014, accounting for 9 percent of total projected
boost in revenue generated from businesses and individuals
selling assets or receiving early dividends, bonuses, or other
for 2014 anticipate modest growth in the area of corporate
and individual income taxes. PPRT revenues flowing into
the corporate fund are projected to grow modestly, however
the continued diversion of PPRT revenue by the state away
from municipalities to pay state obligations will decrease the
City’s share of PPRT revenues.
permits; fines, forfeitures and penalties; various charges for
services; municipal parking; leases, rentals and sales of City-
owned property; internal service earnings; and interest and
other revenue. The 2014 proposed budget projects non-tax
billion.
Licenses and Permits
Licenses and permits include business licenses, alcohol dealer
licenses, building and demolition permits, and various other
permits. Fees for licenses and permits are expected to generate
projected corporate fund revenue.
Year-end revenue from licenses and permits is expected to be
in the number of taxi licenses, liquor licenses, and building
2014, revenue from most licenses and permits is expected to
of building permit revenue, which is anticipated to increase
as the housing and construction market continue to improve.
Fines, Forfeitures, and Penalties
Fines, forfeitures, and penalties include parking tickets, red-
light camera and automated speed enforcement tickets, and
other fines assessed in administrative hearings or the courts.
Fines, forfeitures, and penalties are expected to generate
are in line with budgeted levels. The anticipated increase in
2014 is due in large part to the addition of automated speed
enforcement devices to protect children and pedestrians near
schools and parks, as well as collection efforts by the City
and a proposed increase in fines for certain street violations
end estimates are in line with budgeted levels. In 2014, red-
light enforcement revenues are expected to decrease with the
reduction in the number of cameras.
Charges for Services
Estimated year-end revenue from charges for services, such
as inspections, public information requests, police, and oth-
budgeted levels. However, in 2014, this revenue is expected
to grow to $124.4 million, based on historical patterns and
improved collection efforts, accounting for 4 percent of total
projected corporate fund revenue.
Leases, Rentals, and Sales
Revenues generated by the lease or sale of City-owned land,
impounded vehicles, and other personal property account
for a small percentage of overall corporate fund revenue.
Revenue from the lease and rental of City-owned property
is projected to be $22.1 million in 2014, accounting for 1
percent of total projected corporate fund revenue.
12
2 0 1 4 B u d g e t O v e r v i e w
Revenue Discussion – Corporate Fund (continued)
Reimbursements and Other Revenues
Reimbursements consist of internal service earnings
transferred to the corporate fund for central services, such
as police, fire, streets and sanitation, and similar services,
provided to other City funds, such as the aviation or
water funds, and sister agencies. The 2014 projection for
million, accounting for 12 percent of total projected
corporate fund revenue. A list of the anticipated interfund
reimbursements to the corporate fund is set forth in
Appendix A of the 2014 Budget Recommendations.
Transfers-In
Transfers-in denote the movement of resources into the
corporate fund from other non-recurring revenue sources.
Transfers-in under the 2014 proposed budget come from
interest generated on the long- and mid-term reserves
lease transactions, the revenue captured from expiring and
terminated TIF districts, and new property EAV. These
transfers include $12 million in interest income from the
income from the parking meter long-term reserve fund,
$10 million from the parking meter Human Infrastructure
districts and new tax revenue from new property EAV.
Additional Savings
corporate fund balances that will be used to provide valuable
City services to residents in the coming year.
specific taxes and other sources that by law are designated to
finance particular functions.
Vehicle Tax Fund
The vehicle tax fund supports City road-related repair
and maintenance. Vehicle tax fund revenue is primarily
generated through the sale of vehicle stickers, which is
year-end estimates, reflecting both increased sales and the
inflation increase in accordance with city ordinance. The
vehicle tax fund also receives revenue from impoundment
fees, abandoned auto towing fees, pavement cut fees, grants,
and other state and federal funds for the maintenance of the
public way. Impoundment related revenues are expected to
increase due to the proposed increase in storage fees from
impounded vehicles.
Total resources available to the vehicle tax fund are projected
above budget due in part to increase in number of vehicle
from pavement cut fees related to increased construction
and utility project activity, and in part to a larger than
anticipated carryover of available resources from 2012.
Motor Fuel Tax Fund
Like the vehicle tax fund, the motor fuel tax (MFT) fund
supports City street repair and maintenance. A portion of
the MFT fund budget is allocated specifically to winter
weather costs. Revenue for the MFT fund comes from a
gallon on diesel), of which the City receives a distributive
share based on its population. In addition to this regular
Total resources available to the MFT fund are projected to
increases in the cost of fuel that is expected to negatively
affect fuel sales. MFT revenue projections also reflect the
recent trend towards more fuel efficient vehicles, which is
expected to continue into 2014.
13
Vehicle Tax Fund
Motor Fuel Tax Fund 71.7
Library Funds 90.0
Emergency Communication Fund
40.5 44.7 44.9
CTA Real Estate Transfer Tax Fund 41.0 52.5
TIF Administration Fund 4.4 9.2
Total Resources $484.2 $484.4 $519.0 $523.0
SPECIAL REVENUE FUND RESOURCES
$ Millions
Table 3
2 0 1 4 B u d g e t O v e r v i e w
2012 Actual
2013 Budget
2013 Year-End Estimate
2014 Proposed
Budget
Library Fund
In 2014, the City will maintain a single fund for the
maintenance and operations of the Chicago Public Library
system. Revenue to this fund includes proceeds from the
Chicago Public Library’s portion of the City’s property
tax levy, interest income, facility rental revenue, and fines.
Total resources available to the library fund are projected to
year-end estimates. In addition to its portion of the levy,
the library system will receive a $5.4 million subsidy from
the corporate fund in 2014. Additional information on the
Chicago Public Library’s budget and programming for 2014
can be found in its departmental summary in the following
section of this document.
Emergency Communications Funds
The City maintains segregated funds to support the
911-related operations of the Office of Emergency
Management and Communications and to pay debt service
on bonds issued to fund the construction of the City’s 911 call
center. Revenue to these funds comes through the collection
of the emergency telephone system (911) surcharge on billed
subscribers of telecommunications services within the City
of Chicago.
1 The
number of landlines continues to decline, which affects all
telecommunications-based revenues. This effect is amplified
by the way the 911 surcharge is assessed on prepaid wireless
services.2 The revenues from 911 surcharge also pay for
annual debt service related to the 911 bonds.
Special Events and Hotel Tax Fund
The special events and hotel tax fund supports the promotion
of tourism and cultural and recreational activities in Chicago.
Revenue to this fund comes primarily from the municipal
hotel occupation tax and special event-related revenues.
Total resources available to the special events and hotel tax
fund are projected to be $44.9 million in 2014, up slightly
municipal hotel occupation tax revenues.
Year-end estimates for municipal hotel occupation tax
expectations, and are projected to further increase to $22
million in 2014, as both occupancy and room rates continue
to grow with increasing business and leisure travel to
Chicago.
1
2 Pursuant to state law, providers of pre-paid wireless services are not required to collect the 911 surcharge; instead, a fee of 7 percent of the amount charged for pre-paid wireless
14
2 0 1 4 B u d g e t O v e r v i e w
(continued)
Proceeds from food, beverage, and ticket sales, vendor
fees, and external sponsorship at City-sponsored events
revenues, such as revenues from the street furniture program
CTA Real Estate Transfer Tax Fund
The CTA real estate transfer tax fund supports public
transportation in the city by providing financial assistance
to the Chicago Transit Authority (CTA). Revenues for this
fund come from a supplemental tax on real estate transfers.
Total resources available to the CTA real estate transfer tax
above with respect to real estate transfer tax revenues, real
expected to continue to grow in 2014, similarly affecting
this fund’s revenues.
Tax Increment Financing Administration Fund
The tax increment financing (TIF) administration fund
accounts for administrative expenses incurred by the City
of such expenses will be reimbursed to this fund from the
City’s TIF revenue. TIF revenues and programming are
discussed in the Capital Improvement Program section of
this document.
15
2 0 1 4 B u d g e t O v e r v i e w
Revenue Discussion – Enterprise Funds
Water Fund $701.5
251.7 271.0
Midway Airport Fund 249.1
O’Hare Airport Fund 959.7
Total Resources $1,850.9 $2,108.0 $2,082.0 $2,300.1
2012 Actual
2013 Budget
2013 Year-End Estimate
2014 Proposed
Budget
ENTERPRISE FUND RESOURCES
$ Millions
Table 4
Enterprise Funds
Enterprise funds support the operation, maintenance, and
capital costs of the City’s water and sewer systems and
O’Hare and Midway International Airports. These self-
supporting funds operate like commercial enterprises, in
that each pays expenses with revenue derived from charges
and user fees for the services it supports.
Water Fund
The water fund is projected to have $701.5 million in total
available resources in 2014, of which water fees are projected
$19.0 million will come from transfers from other funds for
work performed by the Department of Water Management.
million and interest income for $1.0 million.
end estimates due in large part to the incremental increase in
water rates that was enacted as part of the 2012 budget and
an accelerated capital program that will bring Chicago’s
aging water and sewer systems up to date. These upgrades
will not only protect health and safety by guaranteeing a
future supply of clean water, but also create jobs, save the
City millions of dollars each year in costs associated with
system failures such as flooding and street cave-ins, and
prevent the need for higher fees later by curbing the further
deterioration of these systems.
Sewer Fund
When a resident pays their water bill, a portion of that
payment goes into the water fund and a portion goes into
the sewer fund.
water fees collected within the City in 2014.
available resources in 2014, of which sewer fees are projected
estimates due largely to the rate increase enacted under the
2012 budget.
O’Hare and Midway Airport Funds
O’Hare and Midway airport operations are funded through
landing fees, terminal rent, and other fees paid by airlines,
as well as non-airline sources, such as charges for parking
and revenues from concessions in the terminals. The amount
that the airlines pay each year is established at each airport
essentially on a residual basis – the airlines are charged the
amount that is needed to pay for operating expenses and
debt service after taking into account non-airline revenues.
In 2014, total revenues from airport operations, including
concessions, rental fees, and airline rates and charges, are
16
2 0 1 4 B u d g e t O v e r v i e w
Pension Funds
The City maintains separate funds to account for its
contributions to four pension funds - the Municipal
Employees’ Annuity and Benefit Fund, the Laborers’ and
Retirement Board Employees’ Annuity and Benefit Fund,
the Policemen’s Annuity and Benefit Fund, and the Firemen’s
Annuity and Benefit Fund - that provide retirement, death,
and disability benefits to covered employees. These pension
funds and the contributions under each are regulated by
Each City employee contributes a statutorily-determined
amount to their pension during each year that they are
employed by the City. The City then contributes a statutorily-
determined multiple of the employee contribution, with the
multiplier varying by pension fund. This statutory framework
and the impact of the increasing unfunded liability on the
City’s finances and the retirement security of City employees
is discussed in greater detail in this year’s Annual Financial
Analysis.
statutorily-required employer contributions for the four
funds in 2014, approximately even with $479.4 million
million in revenue from personal property replacement tax
collections.
Debt service funds account for the payment of principal
and interest and the redemption of general obligation
bond issues. Long-term debt is used to finance projects and
expenses for which it is appropriate to spread the cost over
more than one budget year, such as capital improvements
future taxpayers will benefit from the investment and should
pay a share of its cost.
The 2014 proposed budget provides a total appropriation
million of which will be funded with revenue from the City’s
was funded with revenue from the City’s property tax levy.
Funding for debt service payments for the library capital
paid with revenue from the library’s portion of the property
tax levy.
The City also maintains debt service funds that are
not funded by property tax revenue. The emergency
communication bond fund is funded through the 911
surcharge on telecommunications services in the city, and
projects at the City’s emergency communications and 911
center in 2014. The sales tax bond redemption and interest
fund is funded through sales tax revenues, and $40.1 million
of these funds will be used to pay debt service on sales tax
bonds in 2014. Debt service for capital projects funded
through special revenue and enterprise funds are budgeted
within those respective funds.
CITY PENSION CONTRIBUTIONS
$ Millions
Table 5
Municipal Employees’ Annuity and Benefit Fund
Laborers’ and Retirement Board Employees’ Annuity and Benefit Fund $15.1
Policemen’s Annuity and Benefit Fund
Firemen’s Annuity and Benefit Fund $109.5 $112.2
Total Contributions $479.4 $478.3
2013 Budget
2014 Statutorily Required
17
2 0 1 4 B u d g e t O v e r v i e w
Long Term Debt 45%
Policeman's Annuity and Benefit Fund
17%
Municipal Employees' Annuity and Benefit
Fund 14%
Chicago Public Library 11%
Fireman's Annuity and Benefit Fund
10% Operating Funds 2%
Laborers' and Retirement Board
Employees' Annuity and Benefit Fund
1%
2014 PROPOSED PROPERTY TAX LEVY
$824.0 Million
Chart 5
Property Tax Levy
According to the most recent report released by the Cook
County Clerk, the 2012 total property tax extension across
all taxing districts in the city is $4.17 billion, of which 20
percent is allocated to the City, which is one of several taxing
districts reflected on Chicago residents’ property tax bills.
The 2014 budget proposal maintains the City’s base
recommended by the TIF reform panel and discussed in this
year’s Annual Financial Analysis. The proposed 2014 levy
or terminating TIF districts. When a TIF district expires or
terminates, the City has the ability to recover its portion of
the revenue from the incremental EAV by adding it to their
levy following a TIF district’s dissolution. By doing so, the
City increases the resources available to support citywide
expenses without increasing the tax burden on Chicago
construction and economic development increases the EAV
in the city, which the City can capture to generate additional
revenue without increasing property taxes for existing
taxpayers.
Revenue from the City’s property tax levy is used to pay the
City’s contributions to employee pension funds, debt service
obligations, and library-related expenses. The proposed
total City levy, to fund the Chicago Public Library system.
contributions for City employees. Debt service-related
payments will account for 45 percent of the City’s property
tax levy, not including library-related debt service.
As the City’s pension contributions and debt obligations
have grown, these costs have matched and exceeded the non-
library portion of the City’s property tax levy, which is now
entirely dedicated to pension and debt payments; and other
funding sources, such as personal property replacement
An additional portion of the City’s levy is dedicated to the payment of bonds issued in 1999 and 2007 by the City on behalf of the City Colleges of Chicago. This amount
is sometimes discussed as a part of the overall City property tax levy. However, because the City Colleges function as a separate governmental unit, this portion of the
City’s levy is not discussed in detail here. The proposed 2014 levy takes advantage of $1.2 million of surplus in the City Colleges portion of the levy to increase the library
portion of the levy by $1.2 million without increasing the overall CIty levy, thereby meeting the anticipated needs of both funds.
18
2 0 1 4 B u d g e t O v e r v i e w
Revenue Discussion – Grant Funds
Grant Funds
The City receives grant funds from federal and state agencies,
foundations, and other private entities. These funds are
designated by the grantors for specific purposes and used
to support ongoing City services, programs, and capital
improvements. Grant funds are received on various fiscal
year time periods and many grants awarded to the City are
for multiple years. The annual amount of appropriated grant
funds varies with the availability of grants that meet City
needs and the City’s ability to apply for and obtain such
grants.
American Reinvestment and Recovery Act (ARRA) stimulus
funding. Revised year-end estimates anticipate that the City
will receive approximately $1.54 billion in grant revenue in
reductions in federal and state grants, which were impacted
by sequestration, and the timing of certain larger airport
improvement projects.
billion in grant revenue, up slightly from year-end estimates
increase in non-ARRA federal funding, a 79 percent decrease
in ARRA funding, a 25 percent decrease in state funding, an
increase in revenue from grant program income, and a 49.5
percent decrease in other public and private funding.
Following the recession, ARRA, which began in 2009,
provided funds for job preservation and creation,
infrastructure investment, and assistance to the unemployed.
ARRA funding is now coming to an end. In 2014, the
experienced a decrease in funding. The City continued to
receive cuts to the Housing Investment Partnership Grant
(HOME), which has been decreased by 50 percent since
homeless programs, which received a 20 percent cut.
However, the City expects federal funding for infrastructure
projects, including major improvements at the City’s
airports and for projects managed by the City’s Department
of Transportation, to increase, resulting in the overall
anticipated growth in grant funding for 2014.
Additional budget detail for grant funds is set forth in the
2014 anticipated grants budget, available on the City’s
website, and with respect to the Community Development
anticipated 2014 grant funding, additional details can be
found in the 2014 Draft Action Plan, also available on the
City’s website.
Federal Funding not including ARRA $1,475.1
171.4
Other Public and Private Funding 44.7
Grant Program Income
Total Funding $1,628.6 $1,544.1 $1,695.1
Grantor/Type 2013
Budget
2013 Year End Estimate
2014 Anticipated
GRANT FUNDING
$ Millions
Table 6
19
2 0 1 4 B u d g e t O v e r v i e w
Expenditures and Workforce Discussion
Introduction to Expenditures
when grant funds are included. Proposed expenditures for
This section discusses the 2014 proposed budget both in
terms of the types of expenditures - such as salaries and
wages, employee benefits, commodities and materials,
and contractual services - and in terms of the functional
categories of expenditures - such as public safety, finance and
administration, and community services. It also provides
information on the City’s workforce. Historical information
on the City’s expenditures and workforce can be found in
Proposed Expenditures By Type
Personnel Costs and Workforce
Personnel costs consistently represent the largest portion
of the City’s local fund budget. Under the 2014 proposed
of corporate fund expenses, are for personnel-related costs,
which include salaries and wages, healthcare, overtime pay,
and unemployment compensation.
or 12 percent, of proposed corporate fund expenditures.
Costs for employee benefits across all funds are up slightly
and the structure of the City’s HMO offset in part normal
increases due to national industry trends. In addition, in
past years, contractual benefits management-related costs
were budgeted as part of overall employee benefits costs. The
2014 budget separates these costs from actual healthcare and
benefits expenses; contractual benefits management-related
The numbers in the City Workforce table on the following
way the City budgets its personnel. The 2014 budget
continues the process of moving ‘open line positions’ (full-
time employees budgeted in hourly lines instead of actual
budgeted positions) into regular budgeted positions in order
line positions do not show in budgeted position counts and
make it more difficult to maintain budget controls. The City
completed an audit of such open lines, and determined that
the lines were sometimes overfilled during the course of the
year. Last year, in order to more accurately and effectively
account for the City’s entire personnel budget, a number
of year-round and full-time hourly workers were moved
All Local Funds Corporate Fund
2013 Budget
2014 Proposed
2013-2014 Change
2013 Budget
2014 Proposed
2013-2014 Change
Personnel Costs (without Employee Benefits) $99.5
Employee Benefits 10.2
Commodities and Materials 21.2 15.7
191.0 2.45
Pension Contributions 479.5 (1.2) - - -
Other 729.1 172.4 207.1
Deduct Reimbursements Between Funds - - - -
Deduct Proceeds of Debt (94.9) - - - -
Total $6,545.1 $6,977.0 $431.9 $3,161.8 $3,289.2 $127.4
PROPOSED BUDGET BY EXPENDITURE TYPE
$ Millions
Table 7
20
2 0 1 4 B u d g e t O v e r v i e w
Expenditures and Workforce Discussion (continued)
out of open lines and into regular budgeted positions. The
2014 budget proposal continues that process, moving most
year-round and full-time hourly workers in its infrastructure
part-time work - which requires the flexibility that open line
budgeting allows - will continue to be budgeted in open
lines.
Approximately 90 percent of the City’s total positions are
union members covered by collective bargaining agreements.
These collective bargaining agreements set forth benefits
plans and scheduled salary increases for covered employees,
and the City is contractually obligated to adhere to these
benefits and salary schedules. Detailed information on
union salary schedules can be found in the 2014 Budget
Recommendations.
Non-Personnel Costs
After personnel-related costs, debt service payments and
pension contributions make up the next largest portion of
the 2014 proposed local fund budget. These expenses are
discussed separately, in the Pension Fund and Debt Fund
sections of this document.
Contractual services make up approximately 10 percent,
and approximately 10
proposed corporate fund expenses. Contractual services
expenditures include the cost of information technology
systems, maintenance, and licensing; tipping fees for waste
disposal; property rental; custodial services for City facilities;
and landscaping, engineering, and other professional service
contracts.
million, of proposed corporate fund expenses are allocated
to commodities and materials. These expenses include items
such as office supplies, small tools and equipment, and
repair parts for City vehicles, as well as the cost of utilities
and motor fuel.
The 2014 proposed local fund budget allocates $97.1 million
for utility expenses, including electricity and natural gas, and
$41.4 million for vehicle fuel costs, including diesel. The
information on the City’s efforts to reduce its utility, fuel, and
vehicle-related costs through conservation and sustainable
practices can be found in the departmental summary for
the Department of Fleet and Facility Management in the
following section of this document.
CITY WORKFORCE UNDER PROPOSED BUDGET
Full-Time Equivalent Positions
Table 8
Finance and Administration 2,144
Legislative and Elections
City Development (2) 122 119
2,259 2,241 201 202 1
20,519 19,774 1
Regulatory (2) 479
229
150 0 0 -
Total 33,558 34,013 455 25,422 25,421 (1)
All Local & Grant Funds Corporate Fund
2013 Budget
2014
Proposed 2013-2014
Change
2013
Budget 2014
Proposed 2013-2014
Change
Information on the number of local-funded positions and FTEs under the 2014 proposed budget can be found in the Budget Details section of this document.
21
2 0 1 4 B u d g e t O v e r v i e w
Expenditures and Workforce Discussion (continued)
Proposed Expenditures By Function
groups - Finance and Administration, Legislative and
Enterprises. Each of these categories is further described in
the following section.
percent, 7 percent, and 5 percent of proposed 2014 local
fund costs, respectively. City Development and Community
local fund budget, with programs and services in these
categories funded primarily by grants and receiving only
a small portion of funding from corporate and other local
sources.
Citywide expenditures such as pension contributions, debt
service, and employee healthcare are budgeted separately
from City departments and accounted for under the Finance
General category. These expenses represent 51 percent, or
The following section sets forth the proposed 2014 budget,
including both local and grant funding, for each City
PROPOSED BUDGET BY FUNCTION
$ Millions
Table 9
Finance and Administration $514.1 $21.4 ($10.9)
Legislative and Elections - -
City Development 1.9 159.9 124.0
99.5 411.2 9.9
54.9
Regulatory $55.2 $1.4 (1.0)
($7.0) 441.0
General Financing Requirements - - -
Deduct Reimbursements Between Funds - - - -
Deduct Proceeds of Debt (95.0) - - - -
Total $6,545.1 $6,977.0 $432.0 $1,544.1 $1,695.1 $151.0
of this document.
All Local Funds Grant Funds
2013 Budget
2014
Proposed 2013-2014
Change
2013
Year-end 2014
Proposed 2013-2014
Change
22
P r o g r a m s a n d Bu d g e t
S u m m a r i e s b y D e pa rt m e n t
2014 Budget O v e rv i e w
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
Finance and Administration Introduction
The Finance and Administration departments coordinate
the City’s overall government operations, managing its
finances, human resources, technology, and legal functions.
The managerial and day-to-day support provided by Finance
and Administration allows front-line departments to focus
on their core missions and ensures that the City serves its
residents in a timely and cost-effective manner today and
into the future. These departments include:
Office of the Mayor
Office of Budget and Management
Department of Innovation and Technology
Office of the City Clerk
Department of Finance
Office of the City Treasurer
Department of Administrative Hearings
Department of Law
Department of Human Resources
Department of Procurement Services
Department of Fleet and Facility Management
Grant Funding and Programing
The City anticipates receiving $21.4 million in grant funding
for the Finance and Administration departments in 2014, a
decrease of $16.2 million, or 43 percent, from anticipated
2013 grant funding. The decrease is due largely to the
phasing out of certain ARRA grants received in recent years
by the Department of Innovation and Technology as well as
the termination of the Commonwealth Edison Settlement
Fund and the Peoples Gas Settlement fund, both used to
support environmental projects.
Grant funding anticipated in 2014 includes:
$2.5 million for the Streeterville Thorium
Moratorium Area Environmental Settlement
Funds, will provide services related to addressing
thorium contamination in the Streeterville Thorium
Investigation Area
$2.0 million from Bloomberg Philanthropies
through its Mayors Project, which provides grants
to develop innovation capacity and disseminate
effective programs and policies across cities; this
funding supports Chicago’s Innovation Delivery
Team, tasked with creating and implementing
new solutions to improve the efficiency of City
government
The following pages contain additional details on each
department and its proposed 2014 budget.
25
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
Finance and Administration
Office of the Mayor
Office of Budget and Management
Department of Innovation and Technology
City Clerk
Department of Finance
City Treasurer
Department of Administrative Hearings
Department of Law
Department of Human Resources
Department of Procurement Services
Department of Fleet and Facility Management
77,879,157
315,939,072
78,854,473
332,282,548
City Comptroller Accounting and Financial Reporting Financial Strategy and Operations Revenue Services and Operations
Commissioner's Office Bureau of Finance and Administration Bureau of Facility Management Bureau of Asset Management Fleet Operations
3,504,224 9,075,847
11,334,647 53,964,439
217,586 5,535,964
64,657,066 157,519,427 88,009,029
2013
3,307,658 9,209,697 7,517,861
58,819,257
0 3,556,145
66,069,395 166,664,189 95,992,819
2014
Dept Total
Dept Total $523,103,773 $535,424,722
8,743,465
16,988,828
34,449,892
8,978,015
2,414,890
7,335,668
36,552,006
6,060,229
7,762,551
9,211,276
9,063,442
35,532,574
10,000,843
2,497,474
7,835,668
36,438,155
5,847,162
7,861,107
Total - Finance and Administration
FUNDING COMPARISON BY DEPARTMENT
Department
9,003,463
17,271,560
26
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
Office of the Mayor
The Office of the Mayor directs policy, sets administration
priorities, coordinates activities among City departments
and sister agencies, liaises with Cook County, ensures
that departments and City employees deliver effective and
efficient services, and promotes the City’s policy agenda at
federal, state, and local levels of government. The Office of
the Mayor is comprised of the Chief of Staff, the Scheduling
Office, the Office of Legislative Counsel and Government
Affairs, the Press Office, and the Innovation Delivery Team.
The Chief of Staff is responsible for leading
and coordinating the day-to-day management
responsibilities through a team of deputies and
assistants who serve as liaisons to departmental
leaders, constituents, community service
organizations, and private sector entities.
The Scheduling Office responds to thousands
of constituent letters and speaking requests and
coordinates official visits and meetings.
The Office of Legislative Counsel and Government
Affairs promotes the City’s policy agenda at the
federal, state, and local levels of government and
works closely with a wide variety of public and
private organizations and individuals to identify,
prioritize, and implement City initiatives through
legislation.
The Press Office manages and disseminates
information to the media and the public regarding
the City’s programs and services, including
responding to media inquiries, interacting with
local, national, and international print and
broadcast media outlets, and overseeing production
of Chicago Works, a news program on the City’s
cable channel.
The Innovation Delivery Team, which began
operation in 2012 with a grant from Bloomberg
Philanthropies, is tasked with creating and
implementing new solutions to improve the
efficiency of City government.
2013 Highlights and 2014 Initiatives
In March 2011, Mayor Emanuel and President
Preckwinkle appointed the Joint Committee on City-
County Collaboration, comprised of eight civic leaders, to
recommend ways the City and County could streamline
services, improve residents’ interactions with government,
and reduce costs. In June 2011, the Joint Committee issued
a report describing 19 areas for collaboration and set the
goal of achieving $66 to $140 million in a combination
of savings and revenue by the end of 2014. Through June
2012, the Collaboration achieved $33.4 million in savings
and revenue—halfway to the initial goal.
In January 2013, a new City-County Collaboration model
was introduced. Program management was transferred from
the Civic Consulting Alliance (CCA) to internal City and
County leadership, and the City-County Collaboration
was integrated into regular management processes. At
the end of the second year of the Collaboration, the City
and County identified an additional $37.5 million in
savings and revenue for a total of $70.9 million since the
inception of the Collaboration, exceeding the initial goal
of $66 million by 2014. The City and County reached this
milestone by eliminating duplicative services, identifying
new efficiencies through coordinated enforcement and
service delivery, and leveraging economies of scale through
joint procurement and grant applications. In addition, the
City and County generated added revenue through various
initiatives, including joint tobacco enforcement efforts and
the exchange of updated tax registration files on amusement
taxes, vehicle fuel taxes, parking taxes, liquor taxes, and
nontitled use taxes.
27
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
OFFICE OF THE MAYOR
$8,743,465 $9,211,276
Corporate Fund Motor Fuel Tax Fund Special Events and Municipal Hotel Operators' Occupation Tax Fund Other Grant Funds
5,723,005 0
450,945
2,569,515
5,804,147 259,998 527,016
2,620,115
Total Full-time Equivalent Positions and Amounts
7,529,596 1,213,869
7,815,370 1,395,906
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
EXECUTIVE
ADMINISTRATION
PRESS OFFICE
LEGISLATIVE COUNSEL & GOVERNMENT AFFAIRS
INTERNATIONAL RELATIONS
INNOVATION DELIVERY TEAM
TURNOVER
Provides general support to the Executive.
Coordinates the exchange of information between the administration, the media, and the public.
Represents the City at local, state, and federal levels to secure funding, legislation, and public support. Maintains legislative liaison with City Council and liaises with other units of local government.
Connects Chicago with cities around the world to promote mutually beneficial activities that will enhance Chicago's global position.
Creates and implements new solutions to improve the efficiency of City government.
4
39
14
16
4
10
FTEs
481,035
4,132,097
1,206,221
1,546,622
240,268
1,893,122
(288,089)
FundingProgram Summary and Description 2014
66
7
13
66 2 6
13
86 87
FTEs FTEs
2013 2014
259,998
$9,003,463
2
88
28
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
Office of Budget and Management
The Office of Budget and Management (OBM) prepares and
supervises the implementation of the City’s annual operating
budget, oversees the City’s Capital Improvement Program
(CIP), supervises the City’s state and federal grants programs,
and manages organizational change that improves the City’s
fiscal condition and increases taxpayer value. Throughout the
year, OBM monitors revenues and expenditures, analyzes
economic factors that affect City government, and makes
adjustments to the City’s operations or finances accordingly.
Because a large portion of the City’s budget goes toward the
salaries, wages, and benefits of the employees that deliver
city services, monitoring and managing personnel-related
costs is an important part of OBM’s core function.
: Each July, OBM issues the City’s
Annual Financial Analysis, pursuant to Executive
Order 2011-7, providing a clear fiscal foundation
for the following year’s budget proposal. The Annual
Financial Analysis examines the City’s revenues and
expenditures over the past ten years, forecasts the
City’s financial position for the coming three years,
and provides analyses of a number of important
elements of City finance such as pensions, debt
obligations, and TIF programming.
OBM updates
the funding projections and status of all projects
that are part of the City’s CIP.
: OBM oversees applications
for federal and state grants, monitors expenditures
and performance, compliance by all departments
receiving grants, including the Community
Development Block grant, the HOME grant, the
Housing Opportunities for People with AIDS
grant, and coordinates the federal Urban Area
Security Initiative grant.
: OBM functions as an
internal consultant to City departments, assessing
the quantity, efficiency, and quality of city
services, and helping departments analyze what
improvements can be made. OBM works with the
Mayor’s Office and departmental staff to review
programs and performance and make resource
adjustments, process changes, or policy decisions
that are necessary to provide the highest quality
services in the most efficient and effective manner
possible.
2013 Highlights and 2014 Initiatives
In 2013, the Office of Budget and Management continued
to provide transparency to the City’s 151 TIF districts. By
pulling together information from other City agencies,
OBM posted new TIF data that puts vital facts about the
districts in a single place.
The reports include projected spending through 2017
and are valuable because they start with the balances and
spending from 2012, and go on to estimate revenue and
obligations for various redevelopment plans. An estimated
year-end balance for each year through 2017 is provided.
The result is a snapshot for how well each TIF is working
and whether the money that’s due is largely committed to
public or private projects. It helps address the question of
whether substantial TIF money is a surplus that could be
redirected to the schools and other taxing agencies.
29
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
OFFICE OF BUDGET AND MANAGEMENT
$16,988,828 $9,063,442
Corporate Fund Water Fund Motor Fuel Tax Fund Tax Increment Financing Administration Fund Community Development Block Grant Other Grant Funds
1,662,090 107,554
0 156,895
3,320,537 11,741,752
1,694,135 115,740 282,732 163,275
3,630,231 3,177,329
Total Full-time Equivalent Positions and Amounts
4,043,058 12,945,770
4,442,239 4,621,203
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
REVENUE AND EXPENDITURE ANALYSIS
MANAGEMENT INITIATIVES
COMPENSATION AND TECHNICAL PROCESSING
CAPITAL AND INFRASTRUCTURE MANAGEMENT
TIF PROGRAM MANAGEMENT
CENTRAL GRANTS MANAGEMENT
TURNOVER
Prepares annual budget recommendations for all operating funds, including grant funds. Monitors revenue and spending throughout the year. Projects revenue for annual appropriation ordinances. Analyzes revenue impact of new revenue initiatives. Monitors grant expenditures and performance; works with departments to comply with audit requirements.
Evaluates current City programs and helps departments implement new initiatives to increase the efficiency and effectiveness of City government.
Monitors Citywide personnel and compensation approvals as they relate to the approved annual appropriation. Develops, deploys, and maintains all technical systems used to support the operating and capital budgets; implements new system designs and enhancements.
Monitors Capital and Infrastructure funds and project spending throughout the year.
Monitors Tax Increment Financing (TIF) funds and project spending throughout the year.
Prepares annual grant budget recommendations. Monitors grant expenditures and performance; works with departments to comply with audit requirements.
3
12
4
7
3
2
13
FTEs
446,795
1,084,310
305,588
589,610
282,732
166,548
6,264,674
(76,815)
FundingProgram Summary and Description 2014
18 1
2 6
13
18 1 3 2 6
14
40 44
FTEs FTEs
2013 2014
282,732
$17,271,560
3
43
30
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
Department of Innovation and Technology
The Department of Innovation and Technology (DoIT)
enhances delivery of City services through easy, reliable, cost-
effective, and secure access to information, and promotes
Chicago’s advancement through technology. DoIT is the
central information technology organization for the City
and provides technology services to City departments, City
Council, sister agencies, residents, businesses, and tourists,
including:
The City’s website has
information about City departments and agencies
and allows residents and businesses to perform
transactions online.
When
a resident calls the 311 City Services center or enters
an online request for a City service, CSR tracks these
requests from assignment to resolution, helping
managers evaluate service needs and trends.
GIS
technology allows the City to manage and map
hundreds of spatial data elements, including public
transportation systems, 311 service requests, street
closures and more. GIS allows the City to more
efficiently route work crews to assigned tasks, and
better coordinate construction projects.
These
computer systems track building permits,
construction inspections, complaint inspections, and
annual inspections.
These systems track cashiering,
business licensing, business inspections and taxes,
debt referral, and real-estate transfer taxes, allowing
residents to make and track payments online and
enabling the City to efficiently administer and
account for these payments.
The Financial
Management and Purchasing System and Chicago
Integrated Personnel and Payroll Systems provide a
central data repository for coordination and effective
tracking of the City’s financial, human resources, and
payroll information.
The City’s open data portal
allows the public to access data on information about
the City and its employees and activities. Almost 500
datasets are currently posted on the portal.
DoIT also helps City departments leverage data to improve
service delivery; implement processes and policies to protect
data and information; and works with City departments to
create innovative services and processes.
2013 Highlights and 2014 Initiatives
Integration of the City’s Geographic Information System with
Permitting and Infrastructure Projects – The City’s public way
permitting system will be integrated with the City’s GIS to
provide timely, accurate, and map-based information about
construction moratoriums and other potential conflicts
when permit applicants apply online. This change will help
applicants identify potential conflicts and adjust the location
or time period before filing an application. The project is
expected to be completed in 2014.
Manage and Maintain Lighting Infrastructure Data in the GIS – An inventory of street light fixtures, lamps and locations
will be populated in the City’s Geographic Information
System. City infrastructure departments will have up-to-date
information about the location, make and model of City
street lights, making it possible to better analyze and manage
changes to the City’s light infrastructure going forward. The
project is expected to be completed in 2014.
Launch of Chicago Cloud and new Data Warehouse – DoIT will consolidate the city’s database infrastructure to the “Chicago
Cloud” initiative. The Chicago Cloud consists of high-
performance servers which will deliver better performance
to city applications and reporting. By consolidating, the
City reduces general operating costs and the cost of license
management while providing greater security.
SmartData Platform – The City will build the SmartData Platform with a grant from the Bloomberg Foundation and
City funds. The SmartData platform will provide forecasts
and predictions on upcoming work to improve the city’s
response to a range of issues, such as downed-limb requests.
The system will integrate with the Chicago Cloud, 911, and
311 to provide forecasts on incidents and activities around the
city. The project is expected to be completed in 2016.
Chicago Data Dictionary Project – The Chicago Data Dictionary Project (Data Dictionary) is a user-friendly
platform, which permits non-technical users to find data
from multiple systems. The Data Dictionary documents every
database maintained by the City and the type of data which is
kept in each system. The Data Dictionary will be used to track
data assets, provide transparency to the public and city users,
and plan the deployment of new technology systems.
31
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
DEPARTMENT OF INNOVATION AND TECHNOLOGY
$34,449,892 $35,532,574
Corporate Fund Water Fund Library Fund Other Grant Funds
23,342,705 6,380,664 1,188,676 3,537,847
25,079,721 6,380,664 1,180,695 2,891,494
Total Full-time Equivalent Positions and Amounts
10,082,528 24,367,364
10,091,197 25,441,377
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
ENTERPRISE ARCHITECTURE AND MANAGEMENT
ENTERPRISE RESOURCE PLANNING SYSTEMS
PROPERTY SYSTEMS
PUBLIC SERVICES SYSTEMS
GEOGRAPHIC INFORMATION SYSTEMS
SHARED SERVICES
TECHNICAL OPERATIONS
Sets policies and standards for the City's enterprise network. Designs and manages complex components of the City's enterprise network, including application, database, network, reporting, server, and storage needs. Mitigates information security risks.
Maintains Citywide financial management systems, including purchasing and human resource systems.
Designs, develops, and manages Citywide regulatory systems that ensure compliance standards throughout the city.
Designs, develops, and manages service systems, such as the Customer Service Request System.
Assists all departments in the utilization of geographic information systems (GIS).
Streamlines City technology and unifies innovation goals by coordinating with citywide IT staff from other departments. Develops business plans and information system plans for city departments; identifies and prioritizes common city-wide IT initiatives.
Maintains the computing infrastructure of the City, including support for all hardware and software initiatives.
9
35
3
6
15
4
19
10
FTEs
951,780
5,869,471
7,130,272
4,555,986
5,439,266
675,192
6,488,475
3,056,398
FundingProgram Summary and Description 2014
79
15 14
83
15 12
108 110
FTEs FTEs
2013 2014
32
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
DEPARTMENT OF INNOVATION AND TECHNOLOGY
SOFTWARE DEVELOPMENT
CONTENT MANAGEMENT/PROCESS MODERNIZATION
TURNOVER
Designs, develops, and maintains custom software when packaged software is not available to address City needs. Builds and maintains enterprise shared services including online payment processing and 311 service request routing. Maintains the City of Chicago website, Explore Chicago, and the City's Intranet.
Establishes and maintains citywide enterprise content management systems. Develops enterprise content management strategies and solutions and helps streamline duplicate business processes for city departments.
7
2
FTEs
1,746,894
176,844
(558,004)
FundingProgram Summary and Description 2014
33
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
Office of the City Clerk
The Office of the City Clerk maintains the official
documents and records of the City, including all City
Council legislation. In addition, the City Clerk provides
information to city residents regarding the legislative process
and oversees the sale and issuance of city-issued permits
and licenses, including residential parking permits, vehicle
stickers, and the City’s dog registration program.
: The City Clerk oversees and
tracks the entire legislative process, from the
introduction of proposed legislation to Committee
referral to final approval and publication in the
official City Council Journals of Proceedings.
: To inform and
encourage public participation in the legislative
process, the City Clerk provides an online,
searchable Legislative Information Center
(http://chicago.legistar.com/) with all legislation,
Committee details, and City Council meeting
videos archived since December 2010. In
addition, on the day of City Council meetings
the Office of the City Clerk provides live Twitter
updates of the proceedings and live meeting
videos on its Council News Central web page.
: The City Clerk issues
and collects revenue from City Vehicle Stickers,
residential zone parking permits, daily residential
guest parking passes, and dog registrations. Nearly
1.3 million City vehicle stickers are sold each year,
revenues from sticker sales are used to maintain
and repair the City’s 4,000 miles of streets.
2013 Highlights and 2014 Initiatives
The 2013-2014 Chicago City Vehicle Stickers sales season
marked an expanded relationship with the Office of the
Illinois Secretary of State. Under an agreement with the
Secretary of State’s Office, data sharing will take place on
a more frequent basis, providing both offices with fully
functional, comprehensive databases. For the first time
ever, the Clerk’s Office mandated that motorists provide
vehicle identification number (VIN) data. With this VIN
data, motorists are now linked for the first time ever to their
vehicles in a comprehensive database. Furthermore, VIN
data and the data sharing agreement with the Secretary
of State are critical pieces to establishing year-round sales
renewal dates for motorists.
In the past year, the City Clerk undertook new initiatives to
improve the sale of vehicle stickers, including increasing the
sale period of vehicle stickers by two additional weeks and
joining with local businesses and sports teams to provide
prizes to incentivize online purchases of vehicle stickers.
In addition, the Clerk’s Office redesigned the City Vehicle
Sticker renewal form to alert motorists of the new purchase
requirements, including VIN, and impending changes (e.g.,
year-round sales).
In 2014-2015, motorists will move from a seasonal sales
calendar to a year-round sales calendar. Sticker sales for 2013-
2014 provided an opportunity to lay the groundwork for
year-round sales, most notably in the areas of data collection
and public outreach. The sale of vehicle stickers year-round
was approved by the City Council in May 2013. The rollout
phase of the new program is ongoing and 2014-2015 sticker
sales are scheduled to begin in the spring of 2014.
34
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
CITY CLERK
$8,978,015 $10,000,843
Corporate Fund Vehicle Tax Fund
2,933,042 6,044,973
2,997,168 7,003,675
Total Full-time Equivalent Positions and Amounts
6,430,682 2,547,333
6,406,126 3,594,717
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
CITY COUNCIL SUPPORT
VEHICLE LICENSES
DISTRIBUTION OF GENERAL LICENSES
TURNOVER
Conducts and records all official meetings of the City Council.
Administers the City's vehicle sticker program.
Distributes all general City licenses.
8
27
62
1
FTEs
954,899
2,167,354
6,879,914
81,680
(83,004)
FundingProgram Summary and Description 2014
35 63
35 63
98 98
FTEs FTEs
2013 2014
35
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
Department of Finance
The Department of Finance (Finance) collects revenue
and provides effective and efficient management of the
City’s financial resources. The Department safeguards the
City’s fiscal position by maximizing revenues, monitoring
expenditures, managing employee benefits and risk exposure,
overseeing the City’s debt portfolio, supervising the
collection of City-administered taxes and debts owed to the
City, including enforcement of parking and red-light fines,
and issuing and reporting audited financial information. In
addition to collecting and monitoring revenues, Finance
pays vendors, issues bonds, accounts for City payroll, and
administers the benefits program for City employees and
retirees.
2013 Highlights and 2014 Initiatives
In 2012, the Department collected $1.3 billion in City-
administered taxes, $220 million in parking and red-light
violation fines, and $819 million in other revenues. Through
August 2013, Finance has collected $929 million in City-
administered taxes. Overall use of the on-line tax filing and
payment system continued to increase in 2013. Increased
usage of the on-line systems significantly reduces the City’s
printing and mailing costs and makes compliance easier
and more accurate for taxpayers. Through August 2013,
Finance received more than 75 percent of all tax payments
via Finance’s web-site and more than 85 percent of all tax
returns via the web. The Department expects this trend to
continue and reach 80-85 percent in 2014.
Finance continued its efforts to minimize the City’s
outstanding debt. The Department collects outstanding
debt in various methods, including booting, suspension of
driver’s licenses, collection noticing, license holds, permit
holds, and law firm referrals. Finance will place automated
and manual holds on various licenses and permit types such
as general business licenses, general contractor’s licenses,
building permit holds, CDOT container refuse holds,
CDOT permit holds, etc. Between 2012 and August 2013,
the following amounts of outstanding debt were collected
through Finance’s collection procedures:
over $25 million from the State Intercept Program;
over $11 million from increased number of license
and permit holds for Buildings, CDOT permits,
Advanced Parking Collections and AH fines;
over $7.5 million from license holds associated with
industry, which includes chauffeurs, taxi medallions,
liveries, license, managers, and brokers; and
over $2.4 million from banks, financial institutions
and businesses.
In 2014, enhancements to the Online Full Payment
Certification (OFPC) system will replace many manual
processes with automation and move the City toward the
elimination of paper FPCs. Finance expects that OFPC
will be integrated with the online Real Property Transfer Tax
(RPTT) Declaration filing system, EZDEC, creating a more
efficient water debt and RPTT payment. The goal is to have
a single web-based point of contact for customers that need
the RPTT stamp and provide the required documents that
citizens need to file their deeds, without having to visit a
Department of Finance location.
36
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
DEPARTMENT OF FINANCE
$3,504,224 $3,307,658
Corporate Fund Water Fund Sewer Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund
3,468,893 6,552
15,675 6,552 6,552
3,272,327 6,552
15,675 6,552 6,552
Total Full-time Equivalent Positions and Amounts
City Comptroller
3,138,694 365,530
2,930,628 377,030
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
TURNOVER
35
FTEs
3,433,451
(125,793)
FundingProgram Summary and Description 2014
36 35
36 35
FTEs FTEs
2013 2014
DEPARTMENT OF FINANCE
$9,075,847 $9,209,697
Corporate Fund Water Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund Tax Increment Financing Administration Fund Community Development Block Grant Other Grant Funds
4,054,634 197,152 388,831
2,165,766 357,140
1,482,256 430,068
4,104,128 225,683 373,888
2,074,434 549,056
1,451,025 431,483
Total Full-time Equivalent Positions and Amounts
Accounting and Financial Reporting
7,378,764 1,697,083
7,512,514 1,697,183
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
ACCOUNTING AND FINANCIAL REPORTING
TURNOVER
Provides accounting, auditing, and financial reporting for all components of the City, including current operations, capital outlays, grant funds, enterprise funds, TIF projects, and debt service, as required by local, state, and federal laws and regulations.
3
90
FTEs
443,819
9,180,192
(414,314)
FundingProgram Summary and Description 2014
43 4 5
25 2
10 4
42 4 5
24 4
10 4
93 93
FTEs FTEs
2013 2014
37
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
DEPARTMENT OF FINANCE
$11,334,647 $7,517,861
Corporate Fund Water Fund Vehicle Tax Fund Sewer Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund Tax Increment Financing Administration Fund
10,332,175 266,962 317,895 50,000 50,000 50,000
267,615
6,603,444 271,421 417,297 50,000 50,000 50,000 75,699
Total Full-time Equivalent Positions and Amounts
Financial Strategy and Operations
6,302,911 5,031,736
6,225,105 1,292,756
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
FINANCIAL STRATEGY AND OPERATIONS
TURNOVER
Develops financial policy recommendations; manages the City's debt portfolio and cash position; audits, processes, and schedules all City vendor payments; manages the distribution and audit of all City payrolls and maintains payroll systems; manages all personal property and casualty risks and employee benefits programs.
2
82
FTEs
178,170
7,604,154
(264,463)
FundingProgram Summary and Description 2014
75 4 4
3
74 4 5
1
86 84
FTEs FTEs
2013 2014
DEPARTMENT OF FINANCE
$53,964,439 $58,819,257
Corporate Fund Water Fund Vehicle Tax Fund
44,211,583 9,352,441
400,415
50,414,164 7,985,662
419,431
Total Full-time Equivalent Positions and Amounts
Revenue Services and Operations
23,595,902 30,368,537
24,510,120 34,309,137
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION 2
FTEs
738,853
FundingProgram Summary and Description 2014
372 33 7
398 33 7
412 438
FTEs FTEs
2013 2014
38
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
PAYMENT PROCESSING
TAX POLICY AND ADMINISTRATION
STREET OPERATIONS
ACCOUNTS RECEIVABLE
TURNOVER
Provides and oversees cashiering and reporting of payments made to the City. Manages and operates payment centers throughout the City.
Provides and oversees City tax administration, enforcement, policy formation, and customer service.
Provides and oversees parking enforcement and booting operations, and manages the residential disabled permit program.
Oversees and performs timely and orderly billing and citation notices. Manages collection and cost recovery of various debts owed to the City.
56
64
230
86
4,704,400
5,530,056
15,362,223
33,239,869
(756,144)
39
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
City Treasurer’s Office
The City Treasurer’s Office (Treasurer’s Office) manages the
City’s cash flows and investment portfolio while adhering
to its stated investment objectives—ensuring the safety
of principal, maintaining adequate liquidity, maximizing
investment returns, and utilizing investments to promote
economic development throughout the City. The Treasurer’s
Office is composed of three divisions:
The is responsible
for managing the City’s $7.4 billion investment
portfolio. This portfolio includes the City’s operating
and bond trust funds, short-term investments for
City pension funds, and funds belonging to the
Chicago Public Schools.
The is responsible
for maintaining all records and accounts associated
with the City’s operating funds, as well as the
escrow accounts held with various trustee banks. In
this regard, the Treasurer’s Office functions as the
City’s banker.
The implements
programs that promote economic growth and
financial literacy throughout Chicago, focusing
on three major areas – asset building, financial
education, and small business support. Asset
building enables individuals to increase their savings,
which contributes to the prevention of bankruptcy,
eviction, and unemployment. Financial education
teaches individuals how to manage accumulated
assets. Small business support assists small and local
businesses through multiple programs, including
the Small Business Development Loan Program,
the Small Business Expo, monitoring workshops,
and numerous contests surrounding small business
development and growth.
2013 Highlights and 2014 Initiatives
In 2013, the Treasurer’s Office continued its focus on
increasing financial education, reducing the unbanked and
under-banked population, and supporting the growth of
small business activity in Chicago.
The Treasure’s Office provided a financial education
curriculum to over 13,200 students at 84 Chicago Public
Elementary Schools. In partnership with five immigrant-
focused service organizations and two LGBT-focused service
organizations, the Office offered free monthly financial
education workshops.
The Treasurer’s Office expanded the “Bank on Chicago”
initiative, which aims to reduce the number of unbanked
and under-banked individuals, by adding new partners and
improving outreach efforts. This year community partners
organized ten outreach events on the south and west side
of the City. To date, the initiative has resulted in opening
5,350 new accounts.
At this year’s Small Business Expo, the Treasurer’s Office
expects over 3,000 attendees, over 35 free workshops on
Small Business development, and over 130 exhibitors
providing small business support. The Office also provides
and sponsors programs that develop entrepreneurship skills.
Finally, the Office’s Small Business Development Loan Fund
Program made $2,500 to $50,000 micro-loans available
through six community lending partners throughout
Chicago. In total, the program provided $2.6 million dollars
to 161 businesses in 41 different Wards.
In 2014, the Treasurer’s Office will continue to expand its
programs that provide financial education and assistance
to Chicagoans, including providing access to free financial
education workshops in underserved communities and
expanding the availability of one-on-one financial counseling
that focuses on solving specific financial problems such as
poor credit and debt management. The Office has already
pre-registered over 350 CPS classrooms to implement its
financial education curriculum.
40
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
CITY TREASURER
$2,414,890 $2,497,474
Corporate Fund Chicago O'Hare Airport Fund Tax Increment Financing Administration Fund
2,257,354 72,516 85,020
2,336,242 76,212 85,020
Total Full-time Equivalent Positions and Amounts
1,965,456 449,434
2,054,270 443,204
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
PORTFOLIO MANAGEMENT
FINANCIAL REPORTING
ECONOMIC DEVELOPMENT
Manages the City's investment portfolio in adherence with regulations governing such activities.
Performs accounting and financial reporting duties for the City's revenue and disbursement accounts; serves as liaison with outside auditors and City departments.
Develops and implements economic development programs, coordinates program marketing and public affairs, and works with financial institutions and other governmental offices.
6
5
9
4
FTEs
610,169
493,814
873,159
520,332
FundingProgram Summary and Description 2014
21 1 1
22 1 1
23 24
FTEs FTEs
2013 2014
41
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
Department of Administrative Hearings
The Department of Administrative Hearings (DoAH) is an
independent quasi-judicial body that adjudicates matters
related to public health, safety, welfare, morals, and quality
of life, including violations of the Chicago Municipal Code,
the Chicago Park District Code, and the Chicago Transit
Authority Code. DoAH appoints outside attorneys as
administrative law judges to conduct hearings and adjudicate
cases. DoAH is composed of four divisions described in
additional detail below.
The hears cases
involving violations of the building code, zoning
code, and fire code as well as allegations of lead
paint in buildings with minors and illegal gang
activity or drug sales in dwelling units.
The
hears cases involving: city recycling
violations; chauffeur requirement violations;
complaints by elderly and mentally challenged
persons living in licensed care facilities; claims against
grocery stores; complaints of harboring rodents;
home and motor vehicle repairs; obstructions of the
public way; overflowing garbage; selling cigarettes
to minors; and unsanitary food businesses.
The hears cases
involving: vehicle impoundments; civil infractions
such as curfew violations, disorderly conduct,
trespassing, drinking on the public way, and
vandalism; business-related tax collections; false
burglar alarms; unauthorized placement of outdoor
pay phones; and wage garnishment.
The hears cases
involving red light camera violations, parking
tickets, city sticker violations, and boot activity.
2013 Highlights and 2014 Initiatives
Expansion of the Legal Aid Help Desk – In 2012, DoAH
expanded the operating hours of the Legal Aid Help Desk at
the central hearing facility. The Help Desk provides free legal
advice to respondents who meet certain income guidelines
and, as a result, helps make the administrative adjudication
process more accessible. According to the Coordinated
Advice & Referral Program for Legal Services (CARPLS),
who provide legal services at the Help Desk, their attorneys
served a total of 1,444 clients from July 1, 2011, to June 30,
2012. For the period from July 1, 2012, through June 30,
2013, CARPLS assisted 1,769 clients, which represents an
increase of 23 percent from the previous year. Since 2007,
the services provided by the Help Desk have expanded to
almost every type of violation adjudicated by DoAH.
Tax Case Adjudications – Enforcement actions against tax
scofflaws are an effective means to ensure that significant
unpaid tax revenue is collected by the City. As of June
30th there have been 74 dispositions with an assessed total
amount of $4,252,126.
Sanitation Adjudications – DoAH conducted 25,585
Department of Streets and Sanitation hearings in 2011 and
37,378 hearings in 2012. The upward trend of these cases
continues in 2013 and DoAH is on pace to conduct over
38,000 sanitation hearings; 19,032 sanitation hearings were
conducted as of June 30, 2013, as compared with 18,697
over the same time period in 2012.
Cannabis Adjudications – On August 4, 2012, CPD began
issuing cannabis citations and these cases were moved to
DoAH for adjudication. Individuals receiving a citation
receive a hearing, and, if found liable, are subject to a fine.
Of the 1,117 filed as of September 24, 2013, 1,035 have
been resolved and 82 cases are pending a hearing. Of those
cases that were resolved, DoAH found liability in 835 cases,
or 81 percent of the cases, and a total assessed penalty of
$310,755, of which $67,256.29 has been collected to date.
42
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
DEPARTMENT OF ADMINISTRATIVE HEARINGS
Corporate Fund 7,335,668 7,835,668
2,820,050 4,515,618
2,891,114 4,944,554
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
CUSTOMER SERVICE
BUILDING HEARINGS
CONSUMER AND ENVIRONMENTAL HEARINGS
MUNICIPAL HEARINGS
VEHICLE HEARINGS
TURNOVER
Files motions to set aside defaults for all divisions and answers public inquiries at the Central Hearing Facility. Oversees the community service program, attends community meetings and aldermanic service fairs, and monitors the processing of FOIA requests.
Conducts hearings on alleged violations of the building, fire, and zoning codes.
Conducts hearings involving public vehicles; unlicensed, deceptive, or fraudulent business practices; unstamped cigarette sales; overweight trucks; towed vehicles; and violations of the health, sanitation, environmental, and transportation codes.
Conducts hearings for police issued citations, vehicle impoundments, vacant and unsecured property, unpaid taxes, debts owed to the City, and appeals from the denial of parade and gun registration permits.
Conducts hearings for parking, red light, automated speed camera, and booted vehicle violations.
6
11
5
6
7
7
FTEs
556,113
2,017,472
751,795
881,348
1,113,110
2,612,371
(96,541)
FundingProgram Summary and Description 2014
42 42 FTEs FTEs
2013 2014
43
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
Department of Law
The Department of Law provides legal services to the City
and its departments, officials, and employees, and enforces
the City’s Municipal Code. The Law Department strives
to promote the fiscal and organizational well-being of the
City by effectively representing and counseling clients on
legal transactions, civil litigation, policy initiatives, and risk
management.
The Department operates 14 legal divisions and employs
approximately 270 lawyers that handle litigation,
transactional, and legislative projects covering a wide range of
practice areas such as public finance, economic development,
contracts, personal injury, civil rights, appeals, real estate and
land use, and labor relations. Apart from transactional and
litigation work, Department attorneys are actively engaged
in drafting, reviewing, and advising the City on proposed
Federal, State, and local legislation, and also ensuring that
the City’s policies and operations comply with applicable
legal requirements. Law Department attorneys are closely
involved in housing, nuisance abatement, environmental,
and anti-crime initiatives that significantly improve public
safety and the quality of life in neighborhoods across
Chicago.
2013 Highlights and 2014 Initiatives
Beginning in May of 2011, the Law Department focused
on right-sizing the number of staff attorneys in order to
reduce the number of cases assigned to outside counsel.
This practice has continued in 2013. As a result, cases that
were previously assigned to outside counsel that billed up
to $295 an hour are now handled by City attorneys at a
fraction of the cost. With the appropriate number of City
attorneys on staff, the department now utilizes outside
counsel for specialized cases, where keeping attorneys on
staff with highly technical skills is not cost effective, and for
matters in which there is a conflict. The Law Department
continues to recruit and utilize pro bono services by the top
law firms in the City. Since re-instituting this initiative in
May of 2011, taxpayers have saved more than $10 million
in legal fees. The Law Department has also continued the
practice of litigating non-meritorious cases filed against the
City. By demonstrating the City’s willingness not to settle
nuisance cases, the number of lawsuits filed has dropped by
over 50 percent since 2009. Conversely, since May of 2011,
the Law Department has instituted a strategy of promptly
evaluating cases as they are filed in order to determine the
value of the case and, if necessary, whether it can be settled at
a reasonable amount. By analyzing cases much sooner, and
determining the probability of success based on the strength
of the City’s case, the City will reduce the overall legal cost to
taxpayers for damages and attorneys’ fees over time.
44
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
DEPARTMENT OF LAW
$36,552,006 $36,438,155
Corporate Fund Water Fund Vehicle Tax Fund Sewer Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund Tax Increment Financing Administration Fund Community Development Block Grant
27,884,358 1,431,238 1,276,184
694,502 509,718
1,816,451 1,122,766 1,816,789
27,834,241 1,440,078 1,254,421
754,381 459,115
1,764,525 1,132,342 1,799,052
Total Full-time Equivalent Positions and Amounts
32,410,959 4,141,047
32,438,340 3,999,815
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
TORTS
LEGAL INFORMATION AND INVESTIGATIONS
APPEALS
BUILDING AND LICENSE ENFORCEMENT
CONSTITUTIONAL AND COMMERCIAL LITIGATION
Defends the City and individual City employees in tort litigation, including, but not limited to, personal injury cases, intentional tort actions, medical malpractice cases, wrongful death actions, property damage matters, and workers' compensation cases. Represents the City as a plaintiff in cost recovery actions.
Provides legal advice concerning the Freedom of Information Act (FOIA) and Local Records Act. Acts as counsel for the City for FOIA appeals filed with the Attorney General's office. Responds to electronic discovery issues and preservation requests received by the City and places legal holds on electronic public records. Provides skip tracing, service of process, and other support functions for the various legal divisions.
Responsible for state and federal appellate work in the four appellate courts that handle Illinois cases - the Illinois Appellate Court, the Illinois Supreme Court, the United States Court of Appeals for the Seventh Circuit, and the United States Supreme Court.
Enforces the Building and Zoning Codes by prosecuting code violations in both Housing Court and Administrative Hearings. Pursues criminal housing cases against owners who allow crime to exist on their properties and prosecutes lead paint abatement cases referred by the Board of Health. Handles legal matters involving business licenses referred by the Department of Business Affairs and Consumer Protection.
Represents the City and City officials in constitutional, commercial, and construction litigation, and provides pre-litigation counseling.
22
49
15
13
72
16
FTEs
6,041,266
3,934,985
738,479
1,159,611
4,962,480
1,549,954
FundingProgram Summary and Description 2014
328 15 22 7 4
19 12 20
338 15 22 7 4
19 12 20
427 437
FTEs FTEs
2013 2014
45
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
DEPARTMENT OF LAW
CONTRACTS
EMPLOYMENT LITIGATION
FEDERAL CIVIL RIGHTS LITIGATION
LABOR
LEGAL COUNSEL
PROSECUTIONS
AVIATION, ENVIRONMENTAL AND REGULATORY
FINANCE AND ECONOMIC DEVELOPMENT
REVENUE LITIGATION
Advises, drafts, and negotiates agreements on behalf of all City departments for transactions involving the acquisition of goods, work, or services.
Represents the City and individual City employees in discrimination lawsuits brought by current and former employees in state and federal court and before the U.S. Equal Opportunity Commission and the Illinois Department of Human Rights.
Represents the City and individual City employees in civil rights cases brought in federal court. The majority of cases involve defending the City and police officers accused of civil rights violations in the context of arrests, search warrant executions, use of force, police shootings, and the care, custody, and control of detainees in City jails.
Represents the City in grievances and arbitrations arising under the City's collective bargaining agreements, and assists in contract negotiations. Prepares disciplinary charges and represents the City in disciplinary proceedings before the Police Board and Human Resources Board, and defends employment discrimination charges filed with local, state, and federal agencies. Provides counsel to departments on labor, personnel, and employment matters.
Drafts legislation and provides legal advice and opinions to the Mayor, City Council, and City departments and agencies.
Prosecutes violations of the Municipal Code of Chicago relating to transportation, police citations, and traffic matters in the Circuit Court of Cook County.
Handles litigation and transactional matters in the areas of aviation, the environment, finance/bankruptcy, general regulatory, intellectual property, public utilities, and telecommunications.
Assists in implementing financing to stimulate economic development, with the goal of improving public infrastructure, revitalizing blighted areas, providing affordable housing, and creating and retaining jobs for City residents.
Litigates tax assessments and protests at the Department of Administrative Hearings. Represents the City in state and federal court cases regarding the enforcement or validity of various tax and revenue measures. Drafts tax ordinances, regulations, and opinion letters, and advises departments on tax and revenue matters. Litigates property tax valuation disputes and property tax rate objections.
7
15
57
25
6
21
22
25
13
FTEs
677,640
1,211,516
4,568,109
1,982,747
542,208
1,235,686
1,891,595
2,341,296
1,092,096
FundingProgram Summary and Description 2014
46
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
DEPARTMENT OF LAW
REAL ESTATE
COLLECTION, OWNERSHIP, ADMIN LITIGATION
TURNOVER
Represents the City in completing land acquisitions and dispositions, executing City leases, implementing affordable housing programs, and enforcing condemnations, zoning, right of way and environmental matters. Serves as legal counsel to the Community Development Commission, Commision on Chicago Landmarks, and the Transportation Committee.
Handles in-house collections of Circuit Court and administrative judgments, including demolition and mortgage foreclosures, and supervises outside collection matters. Determines ownership of properties with Municipal Code violations and prosecutes such matters at the Department of Adminstrative Hearings.
11
48
FTEs
1,034,696
2,882,128
(1,408,337)
FundingProgram Summary and Description 2014
47
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
Department of Human Resources
The Department of Human Resources (DHR) recruits,
develops, and works to retain a professional and diverse
workforce for the City. DHR ensures that the City is
in compliance with the City’s hiring plan and federal
requirements and that the City’s application and hiring
processes are open, competitive, and transparent. DHR
maintains employee records, oversees compliance with
employment laws, and manages programs on equal
employment opportunity, sexual harassment, and violence
in the workplace. DHR also provides training to City
employees to enhance and develop their job skills, and
establishes, updates, and enforces the City’s human resource
policies and personnel rules.
2013 Highlights and 2014 Initiatives
DHR will administer the entry-level examination for police
officers in December 2013. DHR received over 19,000
applications for the examination. In addition, DHR will
administer the promotional examination for police sergeants,
for which it received over 5,000 applications. In 2014, DHR
will administer the promotional examination for police
lieutenants and the entry-level examination for firefighters.
DHR is revising the City’s Reasonable Accommodation
Policy. Under the new policy, a Disability Officer will
work with each department in handling accommodation
requests. This will centralize the process and ensure that
accommodation requests are handled in a consistent manner
and in compliance with the American’s with Disabilities Act.
DHR has established a diversity task force, which meets
quarterly to review hiring, firing, and other related
employment data to assess the City’s progress towards
diversity, identify areas needing particular attention, and
propose ideas to increase diversity. DHR will be expanding
this task force over the next year to ensure city-wide
participation in this area.
DHR is increasing its catalog of trainings for City employees.
A larger catalog of training offerings will provide supervisors
with a tool to ensure that their employees have up-to-date
skills to perform their jobs. These trainings will help increase
productivity because employees will not have to travel to
and from training sessions and it will save money on the
costs of printed training materials.
48
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
DEPARTMENT OF HUMAN RESOURCES
$6,060,229 $5,847,162
Corporate Fund Water Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund
5,550,170 205,142 68,077
236,840
5,288,845 224,473 71,982
261,862
Total Full-time Equivalent Positions and Amounts
4,926,134 1,134,095
5,102,765 744,397
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
EMPLOYMENT SERVICES
INFORMATION SERVICES
STRATEGIC SERVICES
WORKFORCE COMPLIANCE
TURNOVER
Manages and monitors the hiring and promotion process for all City departments in compliance with the City's Hiring Plan and federal requirements, including fingerprinting and background check requirements.
Controls the creation, maintenance, and disposition of personnel records. Manages and maintains the department website, the TALEO and CAREERS application systems, and other technology initiatives.
Manages all programs related to testing services, the employee assistance program, and employee performance evaluations. Manages the Sexual Harassment Office, and Equal Employment Opportunity and Violence in the Workplace programs.
Provides educational guidance and training to City managers and employees in order to enhance and develop their job skills.
12
30
10
18
6
FTEs
1,380,613
2,350,882
650,263
1,215,497
656,685
(406,778)
FundingProgram Summary and Description 2014
69 3 1 3
69 3 1 3
76 76
FTEs FTEs
2013 2014
49
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
Department of Procurement Services
The Department of Procurement Services (DPS) serves as
the contracting authority for the City, conducting open,
fair, and timely procurement processes founded upon the
best practices in public procurement. In addition, DPS
utilizes certified businesses to promote opportunities in
the contracting process and manages the certification for
programs such as the Minority and Women-Owned Business
Enterprises, the Disadvantaged Business Enterprises and the
Business Enterprises Owned by People with Disabilities. DPS
manages approximately 2,100 contracts and modifications
with an award value totaling nearly $2.6 billion each year,
and works with City departments to assess departmental
needs and develop the appropriate process for purchasing
the goods and services required by City government.
As part of the City’s effort to increase transparency
in government, DPS has posted all contracts, vendor
disclosures, and details of payments on the City’s website.
This includes complete copies of all contracts, modifications,
and disclosure statements since January 2003. Summary
information for all contracts dating back to 1999 is also
available on the website. Starting this year, all competitive
low bid amounts as well as all subcontractors for competitive
low-bid contracts are available online.
2013 Highlights and 2014 Initiatives
City of Chicago’s Guide to Procurement Fundamentals – In
2013, DPS published the City of Chicago’s “Guide to
Procurement Fundamentals” that helps business owners
understand the requirements for doing business with
the City. This publication will provide information to
participate effectively and successfully in contracting with
the City, educate vendors to promote a better bid process,
and provide transparency regarding procurement methods.
Project Area Resident Ordinance – In March 2013, an ordinance was introduced revising the Chicago Residency
Ordinance that requires contractors on City construction
contracts valued at $100,000 or more to utilize residents
surrounding the construction project area for at least 7.5
percent of all labor hours worked on the project site.
eProcurement/Modernization – Electronic Procurement
and the Contracting Transparency Initiative have now
been combined into “eProcurement/Modernization”.
This program will provide benefits such as: reduction
of paperwork between DPS and City departments; cost
savings from improved procurement cycle times; and a
reduction in the overall cost of goods and services through
strategic sourcing and enhanced vendor competition.
On-Line Auctions – The Online Auction process allows the
City to generate revenue by selling antiquated or under
utilized vehicles, equipment and supplies on a 24/7 basis
to a national audience. Selling these items also decreases
maintenance and storage fees for items which may have
previously been assigned little or no value. Under the
leadership of Mayor Emanuel, in 2011 DPS ramped-up
efforts to identify equipment and surplus items for auction;
since then, the program has generated over $10.2 million of
revenue to date.
50
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
DEPARTMENT OF PROCUREMENT SERVICES
$7,762,551 $7,861,107
Corporate Fund Water Fund Chicago O'Hare Airport Fund
6,129,702 202,956
1,429,893
6,266,620 182,710
1,411,777
Total Full-time Equivalent Positions and Amounts
6,212,838 1,549,713
6,504,192 1,356,915
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
CONTRACT MANAGEMENT
CERTIFICATION AND COMPLIANCE
TURNOVER
Facilitates the procurement process to secure high-quality goods and services in a timely and cost-effective manner.
Manages the Minority and Women-Owned Business Certification program, Disadvantaged Business Enterprises program, and the Business Enterprises Owned by People with Disabilities program.
13
57
20
FTEs
1,283,263
5,392,088
1,582,168
(396,412)
FundingProgram Summary and Description 2014
67 3
16
71 3
16
86 90
FTEs FTEs
2013 2014
51
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
Department of Fleet and Facility Management
The Department of Fleet and Facility Management (2FM)
maintains and manages the City’s buildings, vehicles, and
other physical assets. Through the Fleet Operations, Facility
Management, and Asset Management bureaus, 2FM
increases life expectancy of City assets, reduces fuel and
energy use, and promotes higher standards for safety and
environmental performance in City operations.
The repairs and
maintains City vehicles, as well as those owned by
the Chicago Park District, the Chicago Housing
Authority, the City Colleges of Chicago, and the
Chicago Transit Authority. Fleet Operations also
coordinates the rental and disposition of all vehicle
and construction equipment and dispenses and
monitors fuel for motorized equipment owned by
the City’s sister agencies.
The is responsible
for operating and maintaining City facilities,
managing security services at those facilities, and
providing architectural and engineering services
for City projects. Facility Management maintains
heating, ventilation, air conditioning, plumbing,
and electrical systems; and coordinates custodial,
landscaping, carpentry, painting, and other
professional services.
The is charged with
procurement and long-term planning for City assets,
with a particular focus on energy efficiency. Asset
Management procures energy for City facilities and
fuel for the City’s fleet of vehicles, and manages
energy efficiency programs and the franchise
agreement with City’s electricity provider. It is also
tasked with managing leased space, negotiating
lease agreements, and completing long-term capital
planning for both facilities and equipment. The
Bureau’s responsibilities also include citywide
environmental risk management, brownfield
redevelopment, and National Environmental Policy
Act reviews.
2013 Highlights and 2014 Initiatives
Increased Space Utilization and Real Estate Savings – Since
October 2011, 2FM negotiated the exit of thirteen leases for
an annual savings of $2.7 million and entered into seven new
leases at an annual cost of $89,000, resulting in a net annual
savings of $2.6 million. In 2013, 2FM began consolidating
office space in City Hall and relocating departments from
33 N. LaSalle. Vacating this space will result in $4 million
in lease savings. 2FM also negotiated a two-year property
management agreement for the Harold Washington Library
Center that will result in projected annual savings of
$750,000 compared to 2011.
Increased Workplace Safety – 2FM established a Workplace
Safety Tracking Program to identify needed improvements,
assign responsibility, and monitor progress of corrective
action. Preventive actions include providing additional
safety training and information to 2FM through an online
program. This allows 2FM to train all employees quickly
and efficiently, with more than 2,000 training sessions
completed through July 31, 2013.
Energy Savings and Green Initiatives – 2FM increased the
number of leased light-duty vehicles from 125 to 250,
reducing the size of the City’s light-duty fleet, lowering
its average age, and reducing fuel use and maintenance
costs. Annual savings for the expanded program are in
excess of $225,000. In addition, the department increased
participation in the car sharing program and the size of the
City’s Flex Fleet pool to 97 vehicles.
2FM is implementing the Retrofit Chicago program for
City-owned facilities managed by 2FM. This program will
secure private investment to improve the energy efficiency
of the City’s facilities; investors will be paid back from the
energy cost savings. The program is currently in the financing
phase which is expected to be completed by the end of 2013.
Construction is planned to start in the winter of 2014 and
continue through the spring of 2015.
52
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
DEPARTMENT OF FLEET AND FACILITY MANAGEMENT
Corporate Fund 217,586 0
Commissioner's Office
217,586 0Personnel Services ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
FTEs FundingProgram Summary and Description 2014
2 FTEs FTEs
2013 2014
DEPARTMENT OF FLEET AND FACILITY MANAGEMENT
$5,535,964 $3,556,145
Corporate Fund Other Grant Funds
3,267,964 2,268,000
3,556,145 0
Total Full-time Equivalent Positions and Amounts
Bureau of Finance and Administration
2,441,264 3,094,700
2,797,550 758,595
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
TURNOVER
37
FTEs
3,672,344
(116,199)
FundingProgram Summary and Description 2014
33 37
33 37
FTEs FTEs
2013 2014
53
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
DEPARTMENT OF FLEET AND FACILITY MANAGEMENT
$64,657,066 $66,069,395
Corporate Fund Water Fund Vehicle Tax Fund Library Fund-Buildings and Sites Library Fund Other Grant Funds
52,872,677 110,300 725,983
3,021,934 5,367,172 2,559,000
54,328,846 125,602 714,438
0 8,401,509 2,499,000
Total Full-time Equivalent Positions and Amounts
Bureau of Facility Management
29,228,896 35,428,170
30,817,527 35,251,868
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
FACILITY MANAGEMENT
ENVIRONMENTAL HEALTH AND SAFETY
CAPITAL IMPROVEMENTS
TURNOVER
Mantains properties, and manages custodial, security, and landscaping services at all City owned and leased facilities.
Develops and manages the City's comprehensive Environmental, Health, and Safety Compliance program. Performs work related to brownfield redevelopment, green building, and environmental risk management.
Provides architectural, engineering, and construction services for City facilities. Plans, programs, designs, and builds new facilities and improvements at all City facilities. Oversees joint venture projects with the Public Building Commission.
189
193
FTEs
47,436,454
2,574,542
17,544,362
(1,485,963)
FundingProgram Summary and Description 2014
340
16
366
16
356 382
FTEs FTEs
2013 2014
54
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
DEPARTMENT OF FLEET AND FACILITY MANAGEMENT
$157,519,427 $166,664,189
Corporate Fund Water Fund Vehicle Tax Fund Motor Fuel Tax Fund Sewer Fund Library Fund-Buildings and Sites Library Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund Community Development Block Grant Other Grant Funds
60,409,280 29,166,171 11,327,072 12,135,000 2,048,368 1,650,066 3,531,975 7,107,845
27,534,287 137,285
2,472,078
64,842,129 29,673,513 9,189,373
16,958,192 2,038,072
0 4,970,934 6,517,355
29,619,253 134,595
2,720,773
Total Full-time Equivalent Positions and Amounts
Bureau of Asset Management
3,736,461 153,782,966
3,464,088 163,200,101
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
SUPPORT SERVICES
LEASE & REAL ESTATE PORTFOLIO MANAGEMENT
ENERGY SERVICES
ENVIRONMENTAL HEALTH AND SAFETY
GRAPHICS SERVICES
TURNOVER
Provides central mailing and document retention services Citywide.
Develops standard procedures for the terms, enforcement, and negotiation of leases; evaluates space needs, lease consolidations, and build-out designs.
Develops and executes energy procurement strategies, oversees energy contract management, researches the energy market to ensure rate optimization, and applies for energy-related grants.
Develops and manages the City's comprehensive Environmental, Health, and Safety Compliance program. Performs work related to brownfield redevelopment, green building, and environmental risk management.
Provides in-house photographic and digital imaging services to City departments. Provides fast and economical printing, photocopying, and bindery services to City departments. Develops and creates strategic marketing for City campaigns, including flyers, brochures, annual reports, banners, and all other printed materials.
3
4
9
8
24
FTEs
1,431,571
18,478,521
142,487,818
1,609,374
2,795,251
(138,346)
FundingProgram Summary and Description 2014
46
1 6
41
1 6
53 48
FTEs FTEs
2013 2014
55
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Finance and Administration
DEPARTMENT OF FLEET AND FACILITY MANAGEMENT
$88,009,029 $95,992,819
Corporate Fund Water Fund Motor Fuel Tax Fund Sewer Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund
56,367,109 5,780,970
0 3,719,520 2,962,076
19,179,354
55,743,499 6,307,220 8,787,218 3,777,329 2,801,544
18,576,009
Total Full-time Equivalent Positions and Amounts
Fleet Operations
48,318,759 39,690,270
49,474,095 46,518,724
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
FLEET OPERATIONS
TURNOVER
Maintains and repairs vehicles utilized by the City, Chicago Park District, Chicago Housing Authority, and Chicago Transit Authority. Manages quality control and equipment and parts inventories, and coordinates and dispatches field technicians.
607
FTEs
98,054,004
(2,061,185)
FundingProgram Summary and Description 2014
446 49
26 18 80
406 49 40 26 16 70
619 607
FTEs FTEs
2013 2014
56
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Legislative and Elections
Legislative and Elections Introduction
The Legislative and Elections departments manage the
City legislative and decision-making functions while also
maintaining and promoting the efficient and accurate
administration of all local, State, and Federal Elections.
These departments include:
The following pages contain additional details on each
department and its proposed 2014 budget.
Legislative and Elections
City Council
Board of Election Commissioners
26,722,154 26,687,857
City Council City Council Committees Legislative Reference Bureau Council Office of Financial Analysis Legislative Inspector General
20,470,494 5,544,579
353,081 0
354,000
2013
20,174,941 5,521,911
353,081 283,924 354,000
2014
Dept Total
$35,444,514 $38,563,404 8,722,360 11,875,547
Total - Legislative and Elections
FUNDING COMPARISON BY DEPARTMENT
Department
57
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Legislative and Elections
City Council
The City Council (Council) is the legislative body of the City of Chicago, consisting of the Mayor, the City Clerk, and the
aldermen elected from each of the 50 wards to serve four-year terms. The legislative powers of the Council are granted by the
state legislature and by the home rule provisions of the Illinois constitution. Before matters are determined and resolved by
the full body, the Council’s sixteen standing committees, with jurisdiction over different aspects of City government, review
and consider ordinances, orders, referenda, and resolutions.
CITY COUNCIL
Corporate Fund 20,470,494 20,174,941
15,259,022 5,211,472
15,263,719 4,911,222
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
CITY COUNCIL 211
FTEs
20,174,941
FundingProgram Summary and Description 2014
211 211 FTEs FTEs
2013 2014
CITY COUNCIL
$5,544,579 $5,521,911
Corporate Fund Vehicle Tax Fund Special Events and Municipal Hotel Operators' Occupation Tax Fund
4,741,805 648,054 154,720
4,719,137 648,054 154,720
Total Full-time Equivalent Positions and Amounts
City Council Committees
4,898,035 646,544
4,858,254 663,657
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
FINANCE
BUDGET AND GOVERNMENT OPERATIONS
AVIATION
LICENSING AND CONSUMER PROTECTION
PUBLIC SAFETY
25
FTEs
2,122,252
520,250
104,293
120,081
121,789
FundingProgram Summary and Description 2014
25 25
25 25
FTEs FTEs
2013 2014
58
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Legislative and Elections
CITY COUNCIL City Council Committees
PEDESTRIAN AND TRAFFIC SAFETY
SPECIAL EVENTS AND CULTURAL AFFAIRS
WORKFORCE DEVELOPMENT AND AUDIT
FTEs
215,000
154,720
514,312
FundingProgram Summary and Description 2014
CITY COUNCIL
Corporate Fund 353,081 353,081
Legislative Reference Bureau
337,081 16,000
282,081 71,000
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
LEGISLATIVE REFERENCE
FTEs
353,081
FundingProgram Summary and Description 2014
FTEs FTEs
2013 2014
HEALTH AND ENVIRONMENTAL PROTECTION
COMMITTEES, RULES, AND ETHICS
ECONOMIC, CAPITAL, AND TECHNOLOGY
EDUCATION AND CHILD DEVELOPMENT
ZONING, LANDMARKS, AND BUILDINGS
HOUSING AND REAL ESTATE
HUMAN RELATIONS
TRANSPORTATION AND PUBLIC WAY
89,170
140,508
110,135
205,609
385,134
196,506
89,098
433,054
59
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Legislative and Elections
CITY COUNCIL
Corporate Fund 0 283,924
Council Office of Financial Analysis
0 0
258,924 25,000
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
COUNCIL OFFICE OF FINANCIAL ANALYSIS 4
FTEs
283,924
FundingProgram Summary and Description 2014
4 FTEs FTEs
2013 2014
CITY COUNCIL
Corporate Fund 354,000 354,000
Legislative Inspector General
354,000 354,000Non-Personnel Services ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
CITY COUNCIL
FTEs
354,000
FundingProgram Summary and Description 2014
FTEs FTEs
2013 2014
60
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Legislative and Elections
Board of Election Commissioners
The Board of Election Commissioners (BOE) registers voters
and administers local, state, and federal elections in the City of
Chicago. It is composed of three Commissioners appointed
by the Circuit Court of Cook County, and is funded both
by the City of Chicago and Cook County. BOEs mission
is to create a transparent, impartial and accurate election
system by managing voter registrations, safeguarding the
rights of all voters to cast ballots independently in a safe
and quiet atmosphere, free of interference, or intimidation,
and informing voters of all of their balloting options, such
as Election Day voting, Early Voting and Absentee Voting.
Its main responsibilities and duties include maintaining the
registration rolls, identifying and securing polling places,
testing and preparing voting equipment, recruiting and
training election judges, and conducting and supervising all
elections within the City of Chicago.
In accordance with federal law, all election ballots and
instruction materials are printed in English, Spanish,
Chinese, and Hindi. Further, BOE maintains a multi-
lingual website and telephone helplines for assistance in
English, Spanish, Chinese, Hindi, Polish, and Korean. As
part of its “We Speak Your Language” program, BOE has
provided voter registration and election instructions in the
15 languages most spoken in Chicago. BOE accepts voter
registration in person, by mail, through partner agencies
(such as the Illinois Secretary of State’s Office and the
Chicago Public Library), and via volunteer deputy registrars.
2013 Highlights and 2014 Initiatives
In 2013, BOE prepared election calendars for the 2014 and
2015 election cycles, prepared a full canvass to scrub the
voter-registration rolls of outdated and inaccurate records
in anticipation of upcoming elections, and conducted a
Special Primary and Special Election. It successfully lobbied
for and contributed language to Illinois legislation that will
provide an online voter registration system in July 2014.
Based on the experiences of comparable jurisdictions, this
system promises to yield hundreds of thousands of dollars
in savings over the coming three years. BOE also adjusted
precinct lines to reduce overhead for election judges,
equipment programming and transport, and polling place
rentals. Chicago has gone from 2,573 precincts in 2010
to 2,069 in 2013, a reduction of 20 percent in less than
three years. BOE also re-mapped all voter records into new
County Board districts.
Over the past couple of years, lawmakers have made
sweeping changes to the Election Code. Starting with the
March 14th Primary, an online system for voters to request
absentee ballots must be offered and additional categories
of provisional ballots must be counted in full or in part.
Additionally, lawmakers are moving to expand Early Voting
through the Monday before Election Day, and to require
election authorities to offer registration in every precinct
on Election Day. In connection with these revisions to the
Election Code, BOE will make the following changes to its
processes and systems:
Upgrading the Election Management System
and Voter Registration Database, so that the new
system will meet requirements of the Illinois Voter
Registration System and online registrations; and
Updating the web site to handle peak traffic loads
and allow for new secure applications to comply
with recent changes in the Election Code.
In addition, in 2014, BOE plans to launch an education
outreach and registration for 17-year-olds that will be 18
years of age by the November 2014 General Election. These
young voters then will be able to participate in the March
18, 2014 Primary Election. BOE is also working to develop
new systems to enhance voter access to voter-registration
systems, sample ballots and polling-place information
through tablet devices, smart phones, social media and text-
message systems.
61
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Legislative and Elections
BOARD OF ELECTION COMMISSIONERS
Corporate Fund 8,722,360 11,875,547
6,739,772 1,982,588
8,425,919 3,449,628
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
ELECTION PLANNING AND COMMUNITY SERVICES
ELECTRONIC VOTING & INFORMATION SYSTEMS
ELECTION SUPPORT
WAREHOUSE AND EQUIPMENT PREPARATION
REGISTRATION AND RECORDS PROCESSING
TURNOVER
Recruits, trains, and places judges of election, deputy registrars, and polling place administrators. Administers early voting and assists in the creation of audio ballots for touchscreen voting. Conducts voter registration drives, voting equipment demonstrations, and educational seminars.
Designs and produces electronic ballots and ballot cards. Collects and reports election vote tallies. Generates lists of registered voters and processes voter verification of registration cards. Tests computer software, hardware, and telecommunications setups for early voting and election day activities.
Establishes locations of polling places. Trains and places investigators in the field and in-house. Conducts investigations of election complaints. Trains and places 600 nursing home judges of election, as well as judges of election for replacement ballots from military/overseas voters and for the central count of absentee ballots.
Prepares materials, equipment, and ballots for elections. Catalogues and stores all election materials and equipment. Moves and tests election equipment. Performs audits and re-tabulations of precincts as selected by the Illinois State Board of Elections.
Processes all new and changed voter registration applications and distributes voter IDs. Maintains, scans, and indexes documents, and responds to public requests for information. Stores, retrieves, and prepares lists of voter eligibility records. Conducts a U.S. mail canvass and processes changes of address for all registered voters.
18
15
11
31
15
28
FTEs
3,098,885
1,312,989
1,087,231
3,149,834
1,582,347
2,010,693
(366,432)
FundingProgram Summary and Description 2014
119 118 FTEs FTEs
2013 2014
62
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department City Development
City Development Introduction
The City Development departments work with Chicago
residents, community groups, business and civic leaders,
and state and federal agencies to promote economic,
cultural, and community development in Chicago.
These departments develop and implement citywide and
community plans that preserve the character of Chicago’s
neighborhoods, create open spaces and affordable housing
options, and coordinate sustainable growth. They also stage
special events and festivals that enhance the City’s economy
and tourism industry, and support local artists and non-
profit organizations that develop and implement public art
programs. These departments include:
Grant Funding and Programing
The City anticipates receiving $124 million in grant funding
for the City Development departments in 2014, of which
$61.1 million is carryover. This is a decrease of $35.1 million,
or 22 percent, from anticipated 2013 grant funding for these
departments. The decrease is due largely to the continued
reduction to the HOME Investment Partnership (HOME)
grant and the phasing out of ARRA funding. Since 2010,
HOME grant funds have been cut by 50 percent. In addition,
the City anticipates only $5.5 million in ARRA funding,
a decrease of $14.9 million from 2013. ARRA funding is
used for the Neighborhood Stabilization Program, which
supports a multi-year effort to acquire and rehabilitate vacant
and foreclosed residential properties. Despite the reduction,
the City expects to support the rehabilitation of up to 2,500
units through the project.
Grant funding anticipated in 2014 includes:
$10.5 million for the Low Income Trust Fund, for
2,800 participating households; the Trust Fund
provides families living at or below thirty percent
of the area median income with financial assistance
for securing rental housing
$2.5 million to support art, music, and cultural
programs in Chicago, including; free world class
concert series; and hundreds of visual arts exhibitions
showcasing local, national, and international artists.
The following pages contain additional details on each
department and its proposed 2014 budget.
City Development
Department of Cultural Affairs and Special Events
Department of Planning and Development
2013 2014
$220,667,103 $186,593,017
34,086,927
186,580,176
34,070,365
152,522,652 Total - City Development
FUNDING COMPARISON BY DEPARTMENT
Department
63
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department City Development
Department of Cultural Affairs and Special Events
The Department of Cultural Affairs and Special Events
(DCASE) is dedicated to enriching Chicago’s artistic
vitality and cultural vibrancy and supporting the diverse
arts, history, and culture of Chicago. DCASE fosters the
development of Chicago’s nonprofit arts sector, independent
working artists, and for-profit arts businesses as well as
marketing the City’s cultural assets to local, regional, and
global audiences. DCASE’s visual and performing arts
programming showcases the work and cultural traditions
of local artists and communities along with bringing in
artists from all around the country and the world. DCASE
provides supports to local artists, cultural institutions, and
community organizations through an annual grant program;
administers workshops; and provides opportunities to
participate in Chicago’s cultural programs. In addition,
DCASE offers assistance to creative industries including
culinary, film, fashion, and music programs. DCASE also
works with community-based organizations and event
organizers to ensure that 800 neighborhood festivals and
athletic events receive proper permitting each year.
In 2013, DCASE created a new multi-year strategic plan
that identified four key guiding principles: (1) foster a
robust, healthy arts community where artists, nonprofit arts
and culture organizations, and creative industries thrive; (2)
achieve global prominence for Chicago’s arts and culture; (3)
ensure that the arts and culture are accessible to all residents;
and (4) build Chicago’s economy through the advancement
of culture and the arts and their significant economic impact.
2013 Highlights and 2014 Initiatives
Arts and Events Programming – Since 2012, DCASE has
developed new arts programming including: Juicebox
(performances for families with children at the Chicago
Cultural Center and beyond); Loops and Variations
(contemporary classical music series at Millennium Park
and beyond); the Chicago Music Summit (a new music
industry conference); and Night Markets (neighborhood
food markets featuring live performances, arts and crafts).
In addition, DCASE refined its events programming,
including shortening the Taste of Chicago to five days and
adding pop-up restaurants and the Celebrity Chef du Jour
program; expanding the Chicago Gospel Music Festival
to three venues including Ellis Park in Bronzeville, the
birthplace of Gospel Music; and relocating the Chicago Jazz
Festival to Millennium Park. In 2013, DCASE celebrated
the anniversary of four major festivals (15th Annual Chicago
Kids and Kites Festival, 30th Annual Chicago Blues Festival,
35th Annual Chicago Air and Water Show, and 55th Annual
Chicago Jazz Festival) that were attended by approximately
2.3 million residents and visitors and contributed more than
$136.5 million in business activity to the economy.
In 2014, the City will celebrate the 10th Anniversary
of Millennium Park. In addition, DCASE will develop
new large-scale festivals and spectacle events to attract
international visitors. In October 2014, DCASE will partner
with Redmoon, a Chicago-based theater company, to present
The Great Chicago Fire Festival, a grand procession and fire
spectacle on the main branch of the Chicago River.
Cultivating Chicago’s Creative Industries – In the summer
of 2013, three movies and six full-time TV shows were in
production in Chicago. DCASE is planning the first ever
Chicago Film and Media Summit this fall. Also this fall,
DCASE will present Fashion Focus: Chicago’s Fashion
Week, a week long celebration of Chicago’s thriving fashion
industry. This past summer, DCASE produced the Chicago
Sidewalk Sale, a two-day shopping event showcasing Chicago
fashion designers and independent boutiques. In September,
DCASE presented the first Chicago Music Summit, a new
music industry conference. In addition, DCASE supported
individual artists and creative professionals through
programs such as Creative Chicago Expo, Creatives at Work
Forums, and Chicago Artists Month.
Tourism – DCASE continues to partner with Choose
Chicago to focus on attracting visitors to Chicago. Mayor
Emanuel set a goal upon taking office of 50 million visitors
annually by 2020, and the City has closed two-thirds of
that gap already. In 2012, Chicago welcomed 46.37 million
visitors and moved up to 9th in International tourism.
Grants – In 2012, DCASE provided over 500 grants totaling
more than $1.2 million to nonprofit organizations and
individual artists. In 2013, DCASE will award over 200
grants, tripling the average grant size in its Individual Artists
Program and doubling the average grant size in the CityArts
Program.
64
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department City Development
DEPARTMENT OF CULTURAL AFFAIRS AND SPECIAL EVENTS
$34,086,927 $34,070,365
Special Events and Municipal Hotel Operators' Occupation Tax Fund Other Grant Funds
31,981,927
2,105,000
31,571,365
2,499,000
Total Full-time Equivalent Positions and Amounts
6,226,427 27,860,500
6,311,043 27,759,322
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
ARTS PROGRAMMING
EVENTS PROGRAMMING
STRATEGIC INITIATIVES AND PARTNERSHIPS
COMMUNICATIONS AND PUBLIC AFFAIRS
CULTURAL PLANNING AND OPERATIONS
TURNOVER
Produces and presents world-class, free, or low-cost public programming that showcases Chicago arts organizations. Attracts visitors and businesses from around the world. Provides employment opportunities for local artists.
Produces and presents major, free or low-cost public programs along Chicago's lakefront and in other locations citywide for the benefit of Chicago residents and visitors. Facilitates the issuance of permits for events organized by community-based groups or other event coordinators.
Promotes the growth of the arts in Chicago by administering cultural grants to local artists and arts organizations. Partners with corporations, foundations, and government agencies to leverage financial support for DCASE programs and services.
Increases public awareness of the City's cultural and special events programming through marketing and public relations efforts, including media outreach, advertising, the department website, and publications. Promotes the City as a desirable film location and promotes the services provided by DCASE to the arts community for cultural projects and neighborhood development.
Manages DCASE facilities such as the Chicago Cultural Center, Millennium Park, the Gallery 37 Center for the Arts, Water Works, and others. Manages the rental of these facilities for private events. Supports Chicago's arts community by providing planning assistance.
10
24
14
10
9
13
FTEs
1,146,646
5,472,534
15,014,675
1,657,867
1,148,248
9,971,708
(341,313)
FundingProgram Summary and Description 2014
80 80
80 80
FTEs FTEs
2013 2014
65
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department City Development
Department of Planning and Development
The Department of Planning and Development (DPD)
promotes the comprehensive growth and well-being of the
City and its neighborhoods. In addition to its planning
functions, the Department oversees the City’s zoning and
land use policies, and through its economic development and
housing bureaus employs a variety of resources to encourage
business and real estate development, as well as a diverse
and stable housing stock affordable at all levels throughout
the city. DPD works in cooperation with community and
business groups, elected officials, delegate agencies and other
community stakeholders. DPD’s programs are managed
through the Department’s Bureaus of Housing, Economic
Development, and Zoning and Land Use.
The allocates tax credits, tax-
exempt bonds, federal funds, and local funds to
build and preserve single- and multi-family homes.
Additionally, the Housing Bureau provides financial
assistance for residential repairs and modifications;
finds new owners and redevelopment resources
for troubled buildings; provides counseling,
foreclosure-prevention, and mortgage adjustment
services to future and current homeowners; and
coordinates multiple funding sources for affordable
housing projects.
The promotes the
development of industrial, commercial, and retail
projects and small businesses by leveraging private
investment and public financing through various
initiatives, including Tax Increment Financing
revenues, property tax incentives, City-owned land
sales, and other measures that create and retain
jobs. In addition, the Bureau arranges workforce
development and training assistance on behalf of
local employers, provides site assistance for new and
existing companies, and supervises neighborhood-
based economic development agencies.
The is responsible
for reviewing proposed construction projects for
Zoning Code compliance, reviewing proposed
changes to existing zoning designations, and
ensuring that very large construction projects
are appropriately designed for neighborhood
compatibility. Bureau priorities include the
expansion and improvement of public open
spaces, sustainability enhancements involving
local buildings and landscapes, community-based
agricultural initiatives, and historic preservation.
In addition, the Planning and Operations unit within the
Commissioner’s Office coordinates capital projects initiated
by departments and sister agencies to maximize the value of
these investments in communities throughout the city.
2013 Highlights and 2014 Initiatives
Housing – In the past year, DPD assisted in the construction,
development, co-development, conversion, or rehabilitation
of the following projects:
Goldblatt’s Senior Living Center – The rehabilitation
of a former Goldblatt’s department store into a 101-
unit supportive living facility for seniors is being
made possible by DPD through up to $18 million
in bonds, $1 million in loans and $2.9 million in
TIF funds.
Pullman Wheelworks – Mercy Housing Lakefront
and National Housing Trust Enterprise Preservation
Corp. are completing $30 million in improvements
to the 210-unit building through $1.5 million in
City loans.
Shops & Lofts at 47th – The $45.6 million project
includes a new five-story, 72-unit building with
55,000 square feet of retail space; two new six-flats;
a new nine-flat; and a rehabilitated three-flat; along
with parking for residents and visitors. The City’s
investment includes nearly $13 million in TIF
funding. Assistance for the residential component
includes a $550,000 HOME loan, a $7.8 million
loan from the CHA, $663,000 in donations tax
credit equity, $8.4 million in low-income housing
tax credit equity and up to $20 million in tax-
exempt bonds.
Town Hall LGBTQ Center – Former Town Hall
Police Station in Lake View will be rehabilitated
as part of a 79-unit apartment complex for gay,
lesbian, bisexual, and transgender seniors. The City
will invest $1.5 million in donations tax credits.
Projects for the upcoming year include:
Rosenwald Apartments - The rehabilitation of this
historic apartment building will provide 239 units
of affordable family and senior housing and 70,000
square feet of commercial and office space.
Cicero & George Elderly Housing and Kennedy-Jordan
Manor - Construction of affordable units for seniors.
66
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department City Development
Park Place Family - Construction of 70 affordable
units for families.
Economic Development
A. Finkl & Sons Co. - The re-opening of the former
Verson Steel plant by A. Finkl & Sons through
$22.5 million in TIF assistance will enable the
134-year-old company to more than quadruple
its production of specialty steel alloys. The $161
million project encompasses more than 44 acres,
including newly acquired easements that enable
upgraded electricity delivery for forging operations.
Finkl will maintain 300 jobs in Chicago and add up
to 150 more jobs through the project.
Vienna Beef Ltd. - The project relocates Vienna
Beef from the North Side to a facility at 1000 W.
Pershing Road. The $7.2 million project involves
250 jobs.
Method Products – Method Products intends to
build a manufacturing facility in Pullman with $10
million in TIF funding. The project would be first
new manufacturing complex in Pullman in decades.
Whole Foods - The 18,000 square-foot store will
bring an estimated 100 jobs to the intersection of
South Halsted and West 63rd Streets and provide
convenient access to fresh, healthy, natural, and
organic food for residents of Englewood and South
Side neighborhoods. Slated to open in 2016, the
store is part of a 13-acre project that will include
discounted City land and TIF assistance.
Green Spaces and Farms
Part of a long-term strategy to expand productive
landscapes throughout the city, the Perry Street
Farm and the Honore Street Farm were commenced
during the past two years. Produce from the Perry
Street Farm, planted on 1.5 acres of City-owned
land at 5700 block of South Perry Street, will be
sold at local farmers’ markets and other venues.
The Honore Street Farm, owned by the land trust
Neighbor Space, was made possible through the
sale of 10 parcels of City-owned land for one dollar.
The farm will produce organic fruits and vegetables
that will be sold on site and at farmers’ markets by
Growing Home, an organic farming business that
provides transitional job training to homeless and
low-income individuals.
67
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department City Development
DEPARTMENT OF PLANNING AND DEVELOPMENT
$186,580,176 $152,522,652
Corporate Fund Tax Increment Financing Administration Fund Community Development Block Grant Other Grant Funds
24,730,695 4,013,564
30,867,917 126,968,000
27,172,741 3,862,888
32,841,023 88,646,000
Total Full-time Equivalent Positions and Amounts
20,498,881 166,081,295
20,237,069 132,285,583
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
ECONOMIC DEVELOPMENT
HOUSING
ZONING AND LAND USE
TURNOVER
Promotes neighborhood revitalization and economic development opportunities. Administers programs that enhance and preserve the economic viability of Chicago neighborhoods. Provides analysis of proposed economic development projects and financing packages from the City's array of development finance tools. Manages programs designed to create and preserve jobs and enhance neighborhood business districts. Administers programs that lead to the sale of surplus City-owned real estate.
Manages programs and initiatives designed to develop and preserve affordable housing and homeownership opportunities in Chicago. Provides financial analysis of affordable housing projects and financing packages from the City's array of housing development finance tools. Ensures construction and programmatic compliance on affordable housing projects. Manages programs that target troubled, vacant, and abandoned properties for rehabilitation and restoration as affordable housing.
Develops and implements citywide and community plans that enhance Chicago as a place to live, work, and raise a family. Administers programs that plan for long-term city growth. Ensures that land use within the city is compliant with the Chicago Zoning Ordinance. Reviews planned developments and lakefront protection applications. Manages programs to maintain the character of individual landmarks and districts. Creates open space plans and identifies sites to acquire for new public open spaces.
54
59
63
52
FTEs
9,086,452
6,580,996
132,660,779
4,892,780
(698,355)
FundingProgram Summary and Description 2014
122 43 50 14
120 46 50 12
229 228
FTEs FTEs
2013 2014
68
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Community Services
Community Services Introduction
The Community Services departments serve Chicago’s
families and communities and support those most in
need by providing or coordinating care at health clinics,
immunizations, home-delivered meals for needy seniors,
information and referral services for people with disabilities,
after-school and job-readiness programs for Chicago
youth, emergency shelters for the homeless and displaced,
crisis intervention assistance, learning and recreational
opportunities through public libraries citywide, and many
other much-needed services and programs. To provide these
services in the most effective and accessible manner possible,
the Community Services departments often partner
with delegate agencies that provide community-based
programming and assistance. These departments include:
Department of Public Health
Commission on Human Relations
Mayor’s Office for People with Disabilities
Department of Family and Support Services
Chicago Public Library
Grant Funding and Programing
The City anticipates receiving $411.4 million in grant
funding for the Community Services departments in 2014,
which includes $46 million in carryover funding from
2013. This is a decrease of $22.9 million, or 5 percent, from
anticipated 2013 grant funding for these departments. The
decrease can be attributed to reductions in various programs
and grants, including a $10 million reduction to grants
received by the Department of Public Health; reductions
to federal programs like Housing Opportunities for People
with AIDS (HOPWA), which was cut by 5 percent; and
a $13 million reduction to funds for the Department of
Family and Support Services, which includes a 6.5 percent
reduction in the Head Start grant.
Other grant funding anticipated for 2014 includes:
$18.9 million for the Area Plan on Aging
program, which provides a wide range of services
designated to assist nearly 150,000 seniors in
leading independent, meaningful, and dignified
lives in their own homes and communities for as
long as possible. Services include information and
assessment, case management, education, health
promotion, chronic disease management and home
delivered meals
$26 million in the site administered childcare
services program to provide low-income families
with access to quality, affordable child care for
children six weeks to 12 years of age, allowing
parents to continue to work or participate in
approved training programs and contributing to
the healthy emotional and social development of
children
$121 million to fund the Head Start and Early Head
Start programs to provide educational and early
childhood development activities that promote
school-readiness for almost 1,000 children from
birth to three years old and over 15,000 children
from three to five years old from low-income
families, ensuring that children receive medical,
dental, and mental health services and nutritious
meals, and parents receive parenting education and
training
$27.1 million from the Ryan White HIV CARE
Act to provide a comprehensive array of services to
persons living with AIDS in the Chicago area, with
special emphasis on minority populations through
the Minority AIDS Initiative
$16.6 million for bioterrorism hospital preparedness,
to strengthen public health planning, infrastructure
development, and emergency response to health
threats such as acts of terrorism, natural and man-
made disasters, and disease outbreaks
$6.1 million to immunize and vaccinate children
and adults, and to support the transition to web-
based information technology that will integrate
vaccine ordering, forecasting, and management
to increase the efficiency and effectiveness of the
distribution of publicly-funded vaccines
The following pages contain additional details on each
department and its proposed 2014 budget.
69
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Community Services
Community Services
Department of Public Health
Commission on Human Relations
Mayor's Office for People with Disabilities
Department of Family and Support Services
Chicago Public Library
2013 2014
$500,741,461 $547,053,985
146,666,800
2,356,129
4,642,031
278,829,907
68,246,594
148,956,563
2,174,765
5,328,777
322,044,043
68,549,837 Total - Community Services
FUNDING COMPARISON BY DEPARTMENT
Department
70
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Community Services
Chicago Department of Public Health
The Chicago Department of Public Health (CDPH)
provides guidance, services, and strategies that make
Chicago a healthier and safer city. By working with
community partners to promote health, prevent disease,
reduce environmental hazards, and ensure access to care,
CDPH addresses the needs of the City’s residents while
working to develop creative and innovative solutions to
emerging public health matters. CDPH’s focus and duties
include: identifying, analyzing and tracking ongoing health
related issues and guiding public health action; inspecting
food establishments; establishing a public health presence in
city neighborhoods; delivering services directly or through
delegate agencies; and promoting healthy living among
residents through policy and public education campaigns.
In the fall of 2011, CDPH implemented Healthy Chicago,
the City’s first comprehensive public health agenda. Healthy
Chicago outlined strategies in 12 priority areas: obesity,
communicable disease control, tobacco, access to care,
HIV prevention, healthy mothers and babies, adolescent
health, violence prevention, cancer disparities, healthy
homes, heart disease, and public health infrastructure.
With the goal of improving the health and well-being of all
Chicagoans, Healthy Chicago establishes policies, programs,
and educational campaigns to educate and increase public
awareness about emerging and ongoing public health issues.
In addition, Healthy Chicago is working to bring together
educational and philanthropic institutions, faith-based
organizations, the businesses community, neighborhoods,
families, and individuals across Chicago to assist and
collaborate with CDPH in transforming the health of our
city’s residents.
2013 Highlights and 2014 Initiatives
Partnership with Federally Qualified Health Centers (FQHC)
– CDPH expanded the reach of primary care services while
reducing costs partnering with seven FQHC partners. In
July 2012, CDPH transitioned the operation of its seven
primary care clinics to FQHCs, while CDPH continues to
provide core public health functions at each site. Six of these
FQHCs assumed operations at existing CDPH clinics. Since
the transition, FQHCs have maintained the previous level
of care to patients served by CDPH and expanded services.
Between January 2013 and June 2013, FQHCs had 32%
more patients visits than CDPH during the same period in
2012. Further, the City saved $12 million.
Provision of Medical Services and Educational Programs to
CPS Students – During the 2012-2013 school year, CDPH,
in partnership with CPS, expanded its oral health services
to include high schools; making services available to all CPS
students. At least 120,115 students, received dental services.
In addition, CDPH worked with CPS to increase vision
services to students who fail their school vision exams. Of
the nearly 30,000 students who fail these exams annually,
only 5,000 received follow-up services. During the first six
weeks of the 2013-2014 school year, 2,890 students in 83
schools have received eye exams and 2,122 eyeglasses have
been issued. With a City investment of $2 million, in 2014,
two vision service providers will deliver complete optometry
exams to more than 45,000 students and eyeglasses, if
needed, at no cost to their families.
CDPH expanded sexually transmitted infection (STI)
education and screening services for CPS high school
students. During the 2012-2013 school year, 11,553
students at 42 schools received prevention education and
6,915 elected to have STI screenings. In 2009, the program
began at just four schools and provided education and
screening to only 603 and 357 students, respectively. This
program, which has identified 1,279 students with at least
one infection in the past four years, is a critical component
to CDPH’s effort to stem rising STI rates among Chicago
adolescents. Currently, CDPH is working with community
partners to expand services to 60 schools.
Mental Health Services – Through comprehensive reform
efforts, CDPH improved the quality and availability of
mental health services for residents by focusing on providing
direct services to uninsured or underinsured patients and
strengthening partnerships with community providers.
CDPH invested $500,000 in mental health services resulting
in 5,000 additional psychiatric visits at partner agencies.
In addition, a federal grant of $1 million made it possible
for delegate agencies to provide services to an additional
4,500 residents. From 2012 to 2013, CDPH increased the
number of clients that received direct services from 2,396
to 2,440 at City clinics. Last, CDPH also worked closely
with the Illinois Children’s Healthcare Foundation, which
recently awarded $4 million to clinics in Englewood and
Humboldt Park to provide integrated behavioral health
services to Chicago children.
71
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Community Services
PlayStreets – A grant from Blue Cross Blue Shield of Illinois
supported the launch of the PlayStreets initiative in late
2012. The initiative is designed to increase physical activity
amongst children in neighborhoods that lack adequate
space for safe physical activity. By the end of 2013, CDPH
will have hosted more than 60 PlayStreets events in 6
neighborhoods, which have been attended by more than
5,000 children.
New Projects and Ongoing Initiatives
Expand PlayStreets Program – Working with partners,
CDPH will expand PlayStreets to more than 150 events in
at least 15 neighborhoods. Grants will be used to procure
and transport play equipment, provide healthy snacks,
and ensure multiple physical activities led by qualified
professionals and geared to youth and families. The agencies
will conduct outreach and make information available to
residents in partnership with aldermanic offices, parks and
community-based agencies.
Fully Implement “Enroll Chicago!” – In 2014, CDPH will
continue to implement “Enroll Chicago!”. This program
is a collaborative public-private effort to ensure that
Chicago residents eligible for health care coverage under
the Affordable Care Act understand their options and
enroll by 2014. This will provide increased access to care
for Chicagoans, improving their overall health and well-
being, as well as freeing up financial resources within City
agencies to serve those residents who are ineligible for
coverage or who require additional services. Also, CDPH
is coordinating the education and enrollment work of other
City agencies including: Department of Family and Support
Services, Chicago Housing Authority, City Colleges, and
the Chicago Public Libraries.
72
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Community Services
DEPARTMENT OF PUBLIC HEALTH
$146,666,800 $148,956,563
Corporate Fund Community Development Block Grant Other Grant Funds
29,317,363 9,136,284
108,213,153
28,198,420 12,138,637
108,619,506
Total Full-time Equivalent Positions and Amounts
65,717,730 80,949,070
66,624,398 82,332,165
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
SEXUALLY TRANSMITTED INFECTIONS
HIV/AIDS
FOOD PROTECTION
COMMUNICABLE DISEASE
TUBERCULOSIS CONTROL
COMMUNITY ENGAGED CARE
Provides comprehensive STI clinical services including screening, diagnostic, treatment, and counseling services to prevent and control STIs in the community, with emphasis on syphilis elimination, adolescents and young adults, school-based initiatives, and programs for incarcerated individuals. Conducts surveillance for gonorrhea, chlamydia, and syphilis in Chicago.
Uses best public health practices, in collaboration with community partners, to prevent and treat HIV and to promote the health and well-being of those living with and affected by HIV and AIDS. Conducts surveillance for HIV and AIDS in Chicago.
Promotes food safety and sanitation through the inspection of food establishments and by providing education on food safety to businesses and the public. Conducts inspections and enforcement actions related to summer festivals.
Maintains citywide surveillance of over 50 reportable communicable diseases; conducts epidemiological analysis to identify trends and implement prevention interventions; investigates outbreaks of diseases and makes recommendations on control and treatment; educates the public and organizations on communicable diseases and prevention.
Maintains citywide surveillance of TB cases by ensuring the provision of specialized treatment, directly observed therapy, and case management through a partnership with Cook County Hospitals. Investigates the status of TB cases and conducts TB screening and prevention activities targeted at high-risk populations.
Promotes health through education, policy, and service, including family planning and prenatal care, breast health, school-based dental and vision care, and primary care through contractual relationships with federally qualified health centers in the community.
73
49
125
41
29
17
22
FTEs
11,634,999
5,393,710
52,841,661
3,607,056
3,588,903
2,721,941
8,400,434
FundingProgram Summary and Description 2014
155 64
520
155 82
477
739 714
FTEs FTEs
2013 2014
73
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Community Services
DEPARTMENT OF PUBLIC HEALTH
IMMUNIZATION
MENTAL HEALTH SERVICES
SUBSTANCE ABUSE
VIOLENCE PREVENTION
LEAD POISONING PREVENTION
WOMEN'S AND CHILDREN'S HEALTH
EMERGENCY PREPAREDNESS
ENVIRONMENTAL HEALTH
Provides vaccines to more than 600 providers serving those at high risk for under- immunization. Assures delivery of immunization through direct services at clinics or other sites, coordinates healthcare provider education and manages activities among community-based organizations to identify and immunize high-risk children and adults. Maintains citywide surveillance of vaccine-preventable diseases.
Provides outpatient mental health services for adults, including case management, assertive community treatment, psychosocial rehabilitation, crisis intervention through mental health assessments, and group and individual therapy to help clients increase functional capacity and achieve individualized treatment plan objectives.
Provides a full continuum of substance abuse treatment services, including outpatient, intensive outpatient, residential, and detoxification. Also provides recovery housing for adult men and women and residential treatment for adolescent girls through contracts with community based organizations.
Works with national and local community partners to reduce and prevent children's exposure to violence, teen dating violence, and bullying. Implements community outreach, public awareness, and social networking violence prevention strategies. Provides education and convenes collaborative groups to influence policy and develop violence prevention resources.
Works to combat lead poisoning by ensuring children are tested for lead, educating parents and property owners on the dangers of lead, and enforcing City and State laws to ensure lead hazards in homes are properly eliminated. Conducts surveillance of lead poisoning and ensures lead-poisoned children receive needed services.
Provides direct health and enabling services to children and women who are pregnant or of reproductive age. Provides Women, Infants and Children program (WIC) nutrition services and education to expectant and new mothers and young children. Provides home visits and clinic-based social work and public health nursing services, and links clients to prenatal care, mental health care, substance abuse treatment, job training, and housing resources.
Implements preparedness response programs for bioterrorism, infectious disease outbreaks, and other public health threats and emergencies. Establishes plans, trains staff, and conducts exercises and drills to improve public health readiness. Administers federal funds for hospital preparedness.
Performs routine and complaint-generated inspections of facilities to ensure the City's ordinances related to environmental hazards are enforced. Coordinates mosquito surveillance and control activities and provides public education to reduce the risk of vector-borne diseases, principally the West Nile virus.
32
65
12
3
28
131
52
1
FTEs
6,479,025
9,511,698
3,646,300
682,525
6,655,847
14,416,178
16,746,747
1,034,510
FundingProgram Summary and Description 2014
74
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Community Services
DEPARTMENT OF PUBLIC HEALTH
EPIDEMIOLOGY
PERMITTING AND ENFORCEMENT
TURNOVER
Analyzes and maps health data to inform policy, planning, and interventions. Produces reports on and responds to information requests from the media and the public regarding the health status of Chicagoans.
Plans, develops, and coordinates strategies to prevent pollution; enforces the City's environmental protection laws; provides field services for inspections and complaints, and manages and administers environmental permits.
7
27
FTEs
1,220,545
3,119,828
(2,745,344)
FundingProgram Summary and Description 2014
75
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Community Services
Commission on Human Relations
The Chicago Commission on Human Relations (CCHR)
is charged with enforcing the Chicago Human Rights
Ordinance and the Chicago Fair Housing Ordinance, and
protecting the rights of all Chicagoans to live in a city free
from discrimination and hate. The Commission investigates
and adjudicates complaints of discrimination, mediates
community tensions, and advocates for victims of hate
crimes. CCHR is comprised of two major programs, the
Adjudication and Inter-Group Relations Units.
The enforces the Chicago
Human Rights and Fair Housing Ordinances to
fight discrimination in employment, housing,
public accommodations, credit, and bonding.
Through its Adjudication Unit, CCHR investigates
complaints filed by members of the public, conducts
administrative hearings, and enforces findings of
acts of discrimination by ordering monetary and
injunctive relief.
The takes a proactive
approach to preventing discrimination and
addressing tensions that may arise between groups
based on racial, religious, economic, or other forms
of cultural or personal differences. The Inter-Group
Relations Unit works in communities to prevent
tensions from escalating into hate crimes and other
acts of violence.
2013 Highlights and 2014 Initiatives
Providing Discrimination and Hate Crime Programs - In 2013,
CCHR reached out to immigrant and non-English speaking
audiences, focusing on expanding the discrimination and
hate crimes program to include parents who only speak
Spanish. As of September 27, 2013, CCHR delivered 10
Bullying and Hate Crime workshops in Spanish. In 2013,
CCHR ran a total of 40 workshops, compared to 24 for the
same period in 2012.
Reaching Beyond Language Barriers – CCHR is working
to reduce the barriers that immigrants and other
disenfranchised communities face. In 2012, CCHR
translated and printed the CCHR brochure into Spanish
and Polish. In 2013, the brochure was translated and printed
in Russian and Arabic. CCHR is currently translating the
CCHR brochure into additional languages; translation of a
Korean version is expected to be complete by October 2013.
CCHR is expanding the communities it can assist by adding
interpretation services for telephone calls and complaints
from Polish and Arabic speakers by January 2014.
Expanding Online Services - CCHR developed a system that
will allow the public to file discrimination complaints by
email. The e-filing program commenced on September 1,
2013, and is scheduled to be fully operational by November
2013. In addition, CCHR is currently working to post all
legal rulings online, allowing all members of the public to
access CCHR case law.
76
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Community Services
COMMISSION ON HUMAN RELATIONS
$2,356,129 $2,174,765
Corporate Fund Community Development Block Grant
1,126,567 1,229,562
1,114,956 1,059,809
Total Full-time Equivalent Positions and Amounts
1,933,334 422,795
1,900,450 274,315
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
HUMAN RIGHTS COMPLIANCE
COMMUNITY RELATIONS
TURNOVER
Investigates and adjudicates complaints of discrimination in housing, employment, public accommodations, and credit/bonding.
Resolves community tensions by working with local organizations. Educates students about tolerance. Supports victims of bias crimes. Responds to concerns through advisory councils on gender and sexuality and equity.
2
13
5
FTEs
273,132
1,442,729
514,217
(55,313)
FundingProgram Summary and Description 2014
12 8
12 8
20 20
FTEs FTEs
2013 2014
77
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Community Services
Mayor’s Office for People with Disabilities
The Mayor’s Office for People with Disabilities (MOPD) promotes total access, full participation, and equal opportunity in all aspects of life for people with disabilities living in the city. For two decades, MOPD has advocated for people with disabilities who live in, work in, and visit Chicago, and supported the efforts of other City departments, sister agencies, and the private sector to ensure accessibility and inclusion. MOPD addresses the rights and needs of people with disabilities in education, employment, housing, transportation, recreation, accessibility, and emergency preparedness and response.
MOPD’s key services and programs include:
– Provides technical
assistance, architectural plan review, site surveys,
and trainings to ensure that the City is fully
accessible and compliant with federal, state, and
local disability laws.
– Ensures that City programs and
services are responsive and inclusive of the needs of
people with disabilities.
– Assists people with
disabilities and their families in making effective
use of the health, economic, and social resources
that promote independence, including public
transportation, housing, employment, in-home
services, and landlord and consumer issues.
– Coordinates mentoring
programs that provide paid summer internships to
students with disabilities.
– Provides training to City departments, sister
agencies, and organizations in the private sector
on appropriate ways to interact with people with
disabilities in professional, social, and recreational
settings.
– Provides case
management, assistive technology, and personal
services to assist people with disabilities to gain or
maintain their independence.
– Renovates
homes that need structural alterations to increase
accessibility.
– Provides benefits
counseling regarding the impact of disability benefits
to individuals with disabilities on social security
disability income and provides job readiness and
placement assistance, with an emphasis on reaching
underserved communities.
2013 Highlights and 2014 Initiatives
Employment Assistance – MOPD provides comprehensive
benefits analysis and benefits planning and assistance to
Chicago SSA beneficiaries with disabilities. This program
assists people with disabilities who are seeking employment
and provides information about how employment may
affect their benefits. From January 1, 2012 to June 30,
2013, 8,751 people with disabilities have received direct
services and information assistance, 41 have received job
placements, and 64 have received SSA benefits analyses.
MOPD’s Youth Employment Program (YEP) provides
CPS students with disabilities the tools they need to gain
employment through career exploration, career development,
and paid summer internships. Since 2012, approximately
500 CPS students have participated in Disability Mentoring
Day, Job Shadow week, and paid summer employment.
MOPD also held two summits for CPS students with
disabilities to provide students with the resources they
need to attain employment and post-secondary education.
During 2012 and 2013, over 670 students participated in
the summit, which has led to the formation of a parents
group that advocates for their children.
Resources and Training for Emergency Preparedness – With
funds provided by federal grants, MOPD installed 200
smoke detectors accessible to people who are deaf or hard
of hearing and conducted four fire safety trainings for 160
CPS students who are deaf or hard-of-hearing. MOPD
also conducted a fire safety training for the deaf and hard-
of-hearing community. MOPD conducted a town hall
meeting in 2013 to provide people with disabilities with
the information and resources they need to prepare for
emergencies. MOPD also implemented a City policy to
provide sign-language interpreters at press conferences
providing emergency-related information.
Taxi Accessibility – MOPD worked with BACP to launch
the first 50 purpose-built accessible and green taxis for
the Chicago market, increasing transportation options for
people with disabilities. MOPD will also be recommending
future strategies for increasing the number of accessible taxis.
78
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Community Services
Services Provided – From January 1, 2012 through June 30,
2013, the Accessibility Compliance Unit conducted, 2006
completed plan reviews and 254 pre-permit plan reviews,
generated $31,675 in fees from preliminary reviews, and
responded to 5,032 requests for technical assistance. Since
2012, the HomeMod Program has modified 86 homes
for accessibility. From January 1, 2012 through June 30,
2013, MOPD provided over-the-phone and in-person
information and referral assistance to 34,762 individuals,
in-home personal assistance/homemaker services to 345
individuals, Independent Living Services to 528 individuals,
and Assistive Technology services to 123 residents.
Home Delivered Meals Pilot Program – Utilizing a grant from
Chicago Meals on Wheels, MOPD is implementing a Pilot
Program for people with disabilities under the age of 60,
who are unable to prepare their own meals and have no
support for meal preparation. This initiative will fill a gap
in current services. The pilot program launched in August
2013 and will conclude in October 2013.
Disability Awareness and Etiquette Training – MOPD worked
with CPS to develop a curriculum on disability awareness,
including information about the ADA and IDEAs, that will
be used to train CPS personnel, from principals to security
officers. Trainings are scheduled to start in late August 2013
and continue through 2014.
79
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Community Services
MAYOR'S OFFICE FOR PEOPLE WITH DISABILITIES
$4,642,031 $5,328,777
Corporate Fund Community Development Block Grant Other Grant Funds
1,124,981 2,687,050
830,000
1,186,729 2,926,048 1,216,000
Total Full-time Equivalent Positions and Amounts
2,792,463 1,849,568
2,707,248 2,621,529
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
PUBLIC POLICY
EMPLOYMENT SERVICES
ACCESSIBILITY COMPLIANCE
PREVENTION PROGRAMS
IN-HOME SERVICES FOR THE DISABLED
DISABILITY RESOURCES
HOME MOD
Directs the Department's legislative and policy priorities. Spearheads and implements high-level accessibility and disability policy initiatives. Manages public relations and community relations.
Provides resume writing resources, career counseling, job training and placement, referral services, and benefits counseling. Conducts employment seminars and employment support group meetings designed to make the transition to work easier. Provides employment transition assistance, specifically for youth with disabilites receiving SSA benefits.
Responsible for making public and private entities in the City of Chicago more compliant with local, state, and federal disability rights and accessibility laws.
Provides educational and referral services for substance abuse prevention and implements other strategies for increasing self-esteem and encouraging positive lifestyles for youth and adults who are deaf and hard of hearing.
Supports services designed to enhance independent living for people with disabilities, including case management, assistive technology, personal assistance, and homemaker services.
Enrolls clients in appropriate programs for services and assistance. Advocates on behalf of clients when appropriate, enabling them to live independetly.
Provides home modifications for people with disabilities to increase accessibility and quality of life.
5
1
5
4
2
11
2
FTEs
975,920
108,757
421,392
368,083
281,655
599,932
1,135,870
1,296,839
FundingProgram Summary and Description 2014
12 14 5
12 13 5
31 30
FTEs FTEs
2013 2014
ACCESS CHICAGO
TURNOVER
A one day comprehensive fair displaying the newest and best products and services for people with disabilities and their families, offering demonstrations of adaptable sports, recreational, and entertainment opportunities.
198,000
(57,671)
80
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Community Services
Department of Family and Support Services
The Department of Family and Support Services (DFSS)
promotes the independence and well-being of individuals,
supports families, and strengthens neighborhoods by
providing direct assistance and resources to a network of
community-based organizations, social service providers,
and institutions, including in the areas listed below.
DFSS provides families with the resources they need
to create a strong developmental and educational
foundation for young children. Through Early
Head Start, Head Start, and child care programs,
Chicago’s youngest residents learn invaluable skills,
such as literacy, school-readiness, and socialization
skills. DFSS support continues into adolescence
through a range of youth services, including out-
of-school and summer employment programs that
allow youth to explore their talents.
DFSS
offers direct services, as well as referrals for
specialized assistance, to residents and families in
need at six community service centers across the
City. The support services offered by these centers
include veterans’ assistance, emergency and crisis
services, domestic violence services, public benefits
eligibility screening, emergency rental and utility
assistance, and assistance for the homeless.
: DFSS provides
housing, counseling, and court-based information
and advocacy services for domestic violence victims
and their families. DFSS also oversees the City’s
Domestic Violence Help Line, an integral resource
for domestic violence services and information.
: DFSS offers a range
of employment training and placement services that
provide job-seekers with the resources they need to
obtain and maintain employment.
: DFSS offers seniors
and their families cultural, educational, recreational,
and fitness programs. DFSS also provides social
services that allow more than 33,000 seniors to live
independently in their homes and communities.
2013 Highlights and 2014 Initiatives
Education and Youth Programs – The Center for Early
Education provides support services to help Head Start
parents and families build self-sufficiency and improve
their quality of life. Services include educational assistance,
parenting supports, and other supportive services. As of
June 2013, the Center has served 1,780 patrons, conducted
88 training programs, held 29 computer lab trainings,
distributed 25,000 newsletters; and completed 32 community
service outreach visits. DFSS also coordinates One Summer
Chicago, a City-County initiative, to provide children and
youth with meaningful summer opportunities including
recreational opportunities and summer employment. In
2013, nearly 20,000 youth were hired through this initiative.
DFSS also provides services to children with special needs.
Through the Foster Grandparents Program, 147,625
volunteer hours are dedicated to mentoring and tutoring
children who are identified as having special needs or who are
developmentally delayed. DFSS opened a second Resource
Center for Autism and Developmental Delays (RCADD) at
its Martin Luther King Community Service Center. The new
center provides access to resources, trainings, and referrals to
south side residents. The RCADD West are South locations
have served 2,104 patrons and facilitated 11 trainings and
hosted one conference.
Emergency and Specialized Assistance – In partnership with
the Greater Chicago Food Depository, DFSS transitioned
its Emergency Food Box Program to the Food Pantry
Distribution Program. As a result of this effort, an additional
1.3 million meals are projected to be provided in 2013. In
addition, DFSS manages Chicago’s Summer Food Services
Program for children and youth up to 18 years old which
provides free, nutritional meals at community-based sites.
DFSS provided more than 450,000 meals at more than 200
sites in 2013.
Division on Domestic Violence – DFSS funds 24 community-
based delegate agencies under the Family Violence
Prevention Initiative to serve domestic violence victims and
their children. These delegates served approximately 3,000
clients as of June 2013. Also, through a new model of client
advocacy, a team of “Resource and Information Advocates”
will provide services annually to 3,000 domestic violence
victims at the Domestic Violence Courthouse. This will help
victims to more easily and quickly navigate the court system
and secure legal protections.
81
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Community Services
Housing and Homelessness Initiatives – In 2013, DFSS
launched an initiative to expand housing and services for
youth experiencing homelessness. DFSS increased the total
number of overnight year-round shelter beds from 40 to
114. In addition, DFSS developed a network of regional
drop-in centers for homeless youth. Three drop-in programs
began or expanded operations in 2013, serving 586 youth
between the ages of 18 and 24 through June 30, 2013. Two
youth overnight shelters expanded from seasonal to year-
round and four new year-round shelters were funded.
Services for Senior Residents – The Home Delivered Meals
Program provides approximately 2.7 million nutritious
meals to over 8,000 homebound older adults each year. The
majority of the participants receive meals for 5 days a week
and, if necessary, on weekends.
82
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Community Services
DEPARTMENT OF FAMILY AND SUPPORT SERVICES
$278,829,907 $322,044,043
Corporate Fund Community Development Block Grant Other Grant Funds
16,912,015 24,864,960
237,052,932
53,753,119 25,880,407
242,410,517
Total Full-time Equivalent Positions and Amounts
41,539,269 237,290,638
39,617,894 282,426,149
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
CHILD SERVICES
YOUTH SERVICES
HUMAN SERVICES
DOMESTIC VIOLENCE
WORKFORCE SERVICES
Manages comprehensive Head Start and Child Care programs for children ages birth to 12, and educates families about available nutrition and health programs that provide meals to low-income children during the summer months through a network of community providers.
Coordinates out-of-school activities, counseling, and mentoring programs for youth ages six to 18. Provides employment and training activities for youth through the Youth Ready Chicago initiative and Youth Career Development Centers, and provides an alternative for youth entering the juvenile justice system through the Juvenile Intervention Support Center.
Responds seven days a week to assist with non-life-threatening situations. Provides well-being checks by trained outreach workers. Handles 311 requests for emergency shelter, food boxes, relocation, and social services. Operates six community service centers strategically located throughout the city, providing a range of resources such as rental assistance, case management, and veterans services.
Oversees the City's domestic violence hotline, providing 24-hour, toll-free, multi-lingual assistance to victims of violence. Collaborates with a network of community providers to provide victims of domestic violence and their families with support and services to attain safe and stable lives.
Provides workforce services through WorkNet Chicago, a coordinated network of service provider agencies that collaborate to provide quality programs and assistance to job seekers and employers. Provides programs tailored to the needs of underserved populations such as ex-offenders, veterans, persons with disabilities, and immigrants.
18
133
11
87
14
3
FTEs
4,812,328
160,775,054
35,325,599
73,648,199
4,469,316
7,303,895
FundingProgram Summary and Description 2014
22 30
511
23 31
487
563 541
FTEs FTEs
2013 2014
SENIOR SERVICE PROGRAMS
TURNOVER
As the designated Area Agency on Aging for the City of Chicago, provides a range of options for adults ages 60 and older to access services that allow them to remain healthy, safe, and independent. Services include the golden diners program, home- delivered meals, elder neglect services, emergency medical transportation, and a variety of social and recreational activities at regional and satellite centers.
275 36,250,188
(540,536)
83
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Community Services
Chicago Public Library
The Chicago Public Library (CPL) operates and maintains
the City’s public libraries, including the Harold Washington
Library Center, the Sulzer and Woodson regional libraries,
and 77 branch libraries throughout the city, providing equal
access to information, ideas, and knowledge. Along with
overseeing the extensive collection of books, CPL provides
materials, services, technologies and tools that Chicagoans
need to achieve their personal goals and to establish the City’s
role as a competitive force in the global marketplace. CPL
supports all people in their enjoyment of reading and lifelong
pursuit of learning as well as offering cultural programming
and engaging in public partnerships throughout the
communities. System-wide, the City’s libraries receive one
million library visits and 105 million website “hits” each
month, circulate 9.7 million books or other resources,
process 1.3 million customer material reservations, provide
2.7 million one-hour computer sessions, and engage 71,000
children in summer learning programs each year.
2013 Highlights and 2014 Initiatives
CPL will expand the services it offers with the construction
of new libraries and renovation of existing libraries. In 2013,
construction began on the new Albany Park Branch, which
will include a new teen space for the community. Over
the next two years, CPL will also undertake a number of
renovations and updates to CPL locations across the City
using $9.9 million in State of Illinois Grant funds, as well as
renovations and updates to the Sulzer Regional Library and
Harold Washington Library Center through the use of $11
million in TIF Funds.
CPL has developed a support system for small businesses and
budding entrepreneurs, giving them access to experts in the
field through the Geeks in Residence program. In addition,
CPL has begun offering enhanced resources for those
interested in becoming US citizens through a partnership
with U.S. Citizenship and Immigration Services and the
Mayor’s Office for New Americans.
CPL will continue to expand successful educational
programs and support services such as:
Rahm’s Readers Summer Learning Challenge,
which engages Chicago’s children in learning
activities throughout the summer;
The Digital Skills Initiative, a partnership with
Smart Chicago Collaborative, that teaches basic
computing skills at 6 CPL locations;
Teacher in the Library, an after school homework
assistance program at all library locations;
Early learning centers that offer our youngest
learners an inviting and engaging environment in
which to begin their literacy adventure; and
YOUMedia, which allows young adults to sharpen
their digital media skills by providing access to
mentors and technology in dynamic spaces designed
to inspire collaboration and creativity.
84
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Community Services
CHICAGO PUBLIC LIBRARY
$68,246,594 $68,549,837
Library Fund-Buildings and Sites Library Fund Other Grant Funds
423,000 50,564,594 17,259,000
0 51,317,837 17,232,000
Total Full-time Equivalent Positions and Amounts
53,953,749 14,292,845
54,274,389 14,275,448
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
REFERENCE AND CIRCULATION SERVICES
COLLECTION SERVICES
SPECIAL PROGRAMS AND SERVICES
CAPITAL IMPROVEMENT
TURNOVER
Provides information and assistance at library locations citywide. Assists library patrons in locating materials, utilizing library computers and online resources, and requesting new books, movies, and music. Facilitates membership and maintains patron records. Plans and conducts programs for youth and teens, reading clubs, and job search and technology workshops.
Selects new library materials including books, movies, music, and other print, audio, and digital media. Manages the integration of new materials into the library system, and maintains records regarding the library’s collections.
Develops and coordinates cultural, educational, and recreational programs and resources for the blind and physically challenged.
Improves library services by renovating and constructing library facilities.
77
824
28
7
FTEs
8,539,787
50,202,888
1,826,867
874,502
10,210,000
(3,104,207)
FundingProgram Summary and Description 2014
822 84
852 84
906 936
FTEs FTEs
2013 2014
85
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Safety
Public Safety Introduction
The Public Safety departments work in coordination to keep
our neighborhoods safe and our city secure. The critical
services that these departments provide save lives and protect
the homes, businesses, and rights of all Chicagoans through
law enforcement, life safety, and emergency response
operations. These departments include:
Communications
Grant Funding and Programing
The City anticipates receiving $185.9 million in grant
funding for the Public Safety departments in 2014, including
$100.6 million in carryover funding. This is a decrease of
$40.5 million, or 18 percent, from anticipated 2013 grant
funding for these departments. This decrease is largely due
to a $29 million dollar reduction to OEMC grant funds.
OEMC will receive less carryover from the federal emergency
management grants; Urban Area Security Initiative and Port
Security grant; and the Buffer Zone, Emergency Operations,
and Regional Catastrophic Preparedness grants that are no
longer funded or drastically reduced.
Grant funding for 2014 includes:
$16.1 million in Justice Assistance Grant funding
to provide police officers with needed equipment
and to provide community and faith-based
organizations with capacity-enhancing training,
program evaluation, and mentoring services to help
those organizations better serve their communities
$21.3 million in transit security grants, to protect
Chicago’s transit system from terrorist attacks by
adding police officers to transit-dedicated teams,
providing officers with specialized training and
equipment, and improving the use of technology to
safeguard transit operations and infrastructure
$7.5 million through the Assistance to Firefighters
Grant, which provides financial assistance to local
fire departments to fund projects and purchase
equipment that protects citizens and firefighters
against the effects of fire and fire-related incidents
The following pages contain additional details on each
department and its proposed 2014 budget.
Public Safety
Police Board
Independent Police Review Authority
Department of Police
Office of Emergency Management and Communications
Fire Department
2013 2014
$2,130,550,119 $2,159,788,205
434,130
8,293,094
1,338,504,935
220,992,968
562,324,992
434,083
8,293,507
1,371,563,213
203,769,847
575,727,555 Total - Public Safety
FUNDING COMPARISON BY DEPARTMENT
Department
86
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Safety
Chicago Police Board
The Chicago Police Board (Police Board) is an independent
civilian body that oversees certain activities of the Chicago
Police Department. The Police Board consists of nine
members appointed by the Mayor with the advice and
consent of the City Council. The Board derives its authority
from City ordinance and State law, and its primary powers
and responsibilities are:
Deciding disciplinary cases when the Superintendent
of Police files charges to discharge a police officer
or to suspend a police officer for more than thirty
days.
Reviewing, upon the request of police officers,
disciplinary suspensions of six through thirty days.
Deciding matters in which the Chief Administrator
of the Independent Police Review Authority and the
Superintendent of Police do not concur regarding
discipline of a police officer.
Nominating candidates for the position of
Superintendent of Police to the Mayor.
Adopting the rules and regulations governing the
Police Department.
Holding monthly meetings that provide an
opportunity for all members of the public to present
questions and comments directly to the Board.
The Police Board is committed to carrying out its responsibilities with openness and transparency. Accordingly, all written decisions of cases before the Board appear on the Board’s website along with detailed explanations of the reasons for the Board’s findings. In addition, all of the Board’s disciplinary hearings are open to the public, and a list of cases currently before the Board, which includes a brief description of the case and when it is scheduled for hearing, appears on the Board’s website. These measures promote accountability and increase police officers’ and the public’s confidence in the process for handling allegations of police misconduct.
2013 Highlights and 2014 Initiatives
The Board decided 38 disciplinary cases in 2012, and decided 27 cases through September 30, 2013. As of September 30, 2013, 77 decisions are posted on the Board’s website. The Board continues to closely monitor the amount of time needed to bring disciplinary cases to hearing and decision. Keeping delays to a minimum is an important component of due process and reduces possible costs to the City – police officers cleared of charges will return to work quicker and receive less back-pay for suspended pay. Since its inception, the Board has reduced the average amount of time to bring cases to hearing and decision by several months, as shown in the table below.
87
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Safety
POLICE BOARD
Corporate Fund 434,130 434,083
328,906 105,224
329,136 104,947
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
POLICE DISCIPLINE Decides disciplinary cases involving allegations of misconduct made against members of the Chicago Police Department. Conducts the search for a new Superintendent of Police when there is a vacancy in the position. Adopts the rules and regulations governing the Chicago Police Department.
2
FTEs
434,083
FundingProgram Summary and Description 2014
2 2 FTEs FTEs
2013 2014
88
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Safety
Independent Police Review Authority
The Independent Police Review Authority (IPRA) is a
civilian-staffed independent department that registers all
allegations of misconduct made against CPD members,
whether made by the public or by another CPD member,
and determines whether the investigation should be
conducted by IPRA or by CPD. IPRA investigates all
allegations of misconduct that concern the use of excessive
force, coercion through a threat of violence, biased-based
verbal abuse, domestic violence involving a CPD member,
“extraordinary occurrences” involving a serious injury or
death of a person in police custody, even if no allegation
of misconduct is made, and all instances in which a CPD
member discharges his or her firearm or Taser in a manner
that strikes or potentially could strike an individual.
IPRA increases transparency by addressing community
groups; posting statistical and investigative results on its
website quarterly, and filing quarterly and annual reports
with the Mayor’s Office, the City Council Public Safety
Committee on Police and Fire, the City Clerk, and the
Legislative Reference Bureau. These reports describe the
number and type of complaints received, investigations
opened, investigations closed and the number of pending
investigations. Findings from theses investigations,
including the level of discipline recommended and received
by the CPD member, are available on IPRA’s website. IPRA
also makes recommendations to the Superintendent of
Police, the Chicago Police Board and the Chairman of the
City Council Public Safety Committee on Police and Fire
concerning revisions in policy and operating procedures to
increase the efficiency of the CPD.
2013 Highlights and 2014 Initiatives
Phased Goals Program – In 2013, IPRA continued efforts that
began in 2011 to direct resources towards closing its oldest,
and often most complicated investigations. IPRA completed
and closed 2,864 investigations in 2012 and 1,878 in just
the first 3 quarters of 2013; that has IPRA on pace to close
2,504 cases by the end of the year. Additionally, a significant
effort was made to close Officer-Involved Shooting (OIS)
cases, particularly the older ones, and resulted in the closing
of over 100 investigations in just the last two quarters. There
are now no OIS investigations still pending investigation or
under supervisory review that occurred prior to 2010.
Rapid Response program – Initiated at the end of 2011, the
Rapid Response Team works to streamline the initial work
on cases. This approach ensures critical and time sensitive
evidence is not lost early on and also allows for investigators
to assess the cooperation of complainants in going forward.
Investigators in Rapid Response do not carry a case load and
are able to close out cases more efficiently and much quicker.
As a result, the number of cases closed by IPRA within 6
months has increased to 55 percent in the 3rd Quarter, up
from 47 percent in the 2nd Quarter, but still slightly below
the 63 percent in 2012.
Mediation – IPRA has also continued its efforts to identify
new policies and procedures to improve efficiency, including
greater use of contractual mediation with accused officers.
Starting in 2011, IPRA began a pilot Mediation Program.
In 2011, only 15 cases were mediated; this number increased
to 45 in 2012. Through September 2013, approximately
196 were mediated and agreements were reached in 177
cases. Mediations save significant resources by reducing the
amount of time spent on lengthy investigations and reduced
disciplinary penalties for officers, thereby reducing the time
an officer is off the streets, and saving the time and expense
incurred by appeals.
89
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Safety
INDEPENDENT POLICE REVIEW AUTHORITY
Corporate Fund 8,293,094 8,293,507
7,936,580 356,514
7,973,865 319,642
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
INVESTIGATIONS
TURNOVER
Conducts investigations into allegations against Chicago Police Department members of excessive force, domestic violence, coercion through a threat of violence, and verbal abuse with a bias element. Investigates all 'extraordinary occurrences' in lockup facilities and all instances where a CPD member discharges a firearm or Taser that could potentially strike a person. Reviews cases settled by the Department of Law to determine whether further investigation is warranted.
9
90
FTEs
956,600
7,634,265
(297,358)
FundingProgram Summary and Description 2014
99 99 FTEs FTEs
2013 2014
90
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Safety
Chicago Police Department
The Chicago Police Department (CPD) protects the lives, property, and rights of all people in the city, and maintains order while enforcing the laws fairly and impartially. CPD operates under the community policing model, which continues to be strengthened at the beat level. CPD is organized into Administration and Operations. Administration includes the Bureau of Administration and Organization Development. Operations includes the following bureaus:
– The Office of the Superintendent is responsible for improving the CPD’s response to domestic violence, facilitating and coordinating law enforcement services to the senior citizen community, planning police coverage at public gatherings, addressing legal and legislative matters, and providing a liaison to the news media.
– The Bureau of Patrol is responsible for general field operations, including implementing the Chicago Alternative Policing Strategy (CAPS), the protection of life and property, the apprehension of criminals, and the enforcement of state and municipal traffic laws.
– The Bureau of Detectives is responsible for investigating of felonies, missing, unidentified, and deceased persons; the processing of juvenile offenders and the care of juveniles in need of protective services; the response to, and investigation of, bomb and arson incidents; and the collection and processing of forensic evidence.
– The Organized Crime Bureau focuses on the dissolution of illegal narcotic, gang, and vice activities through street-level
enforcement efforts and criminal investigations.
2013 Highlights and 2014 Initiatives
VRI Initiative – In 2013, the Police Department launched the Violence Reduction Initiative (“VRI”) that identified zones prone to violence and devised plans to reduce and eliminate the violence in those areas. In particular, teams of foot officers were deployed to these areas to curb crime and violence and increase communication between police and the community. CPD also reinforced the practice of
beat integrity, which assigns the same officers to the same beat creating familiarity with the neighborhood. Along with increasing CPD’s presence in neighborhoods with elevated levels of crime, the VRI initiative works to anticipate and prevent the escalation of violent activity. Officers perform “call-ins” on parolees when gang violence arises. These call-ins are intended to alert gangs that violence against gang factions will be met with a swift response directed at the entire faction. After a narcotics market shut down is complete, CPD ensures that there are enough resources to stop gangs from re-establishing their presence in the area by requesting follow-up from city services to assist citizens of the neighborhood.
Gang Intervention Probation Program – The Gang Intervention Probation Program is a collaborative effort to deter individuals in the program from continuing criminal gang activity by using probation. Gang members that are convicted felons are sentenced to gang probation, which includes restrictions on participating in gang activity or contact with known gang members and enforcement of strict curfews and residency requirements.
Increased Interaction with the Community through Technology and Social Media – A pilot Twitter program in the 7th, 11th, and 18th police districts allows CAPS personnel to provide residents with business and community alerts, and information about beat meetings and missing and found persons. In addition, the police department is increasing access to beat meetings by allowing online participation. Beat meetings provide a forum to hear from local police and voice concerns. The new initiative will keep CPD’s regular beat meetings and add an online format through which participants can watch the meeting and have their questions answered from home or work.
In 2013, CPD began the process of sending photos from mobile phones received from citizens to police officers. The images are sent to the Crime Prevention and Information Center (CPIC), where they are viewable in real-time by trained personnel and may be distributed to investigators. Additionally, through a “text to tip” program residents can anonymously and safely send information about crimes that have been committed directly to police via text message, helping police keep communities safe by solving crimes and bringing criminals to justice. These tips are sent to CPIC, where they are reviewed by a police officer for appropriate action.
91
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Safety
DEPARTMENT OF POLICE
$1,338,504,935 $1,371,563,213
Corporate Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund Community Development Block Grant Other Grant Funds
1,250,254,874 5,363,602
15,529,459 0
67,357,000
1,291,729,975 5,508,549
15,802,581 2,265,108
56,257,000
Total Full-time Equivalent Positions and Amounts
1,254,350,338 84,154,597
1,287,324,822 84,238,391
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
OFFICE OF THE SUPERINTENDENT
OFFICE OF THE FIRST DEPUTY
BUREAU OF PATROL
BUREAU OF DETECTIVES
BUREAU OF ORGANIZED CRIME
Responsible for the administration of legal and legislative matters and various labor agreements, improving the Department's response to domestic violence, and disseminating information to the public through the news media.
Coordinates and unifies the efforts of all bureaus to maximize the use of departmental resources, personnel, and technology.
Responsible for general field operations, including the protection of life and property, apprehension of criminals, problem-solving to address chronic crime and disorder problems, and enforcing traffic laws and City ordinances. Provides district law- enforcement personnel with support that is consistent with beat, district, and strategic operational plans.
Coordinates and directs the efforts of specially trained personnel in apprehending offenders and completing thorough and unified investigations. Serves as a liaison in matters of criminal and juvenile-related offenses, providing district law enforcement officers with investigative and arrest information and developing and presenting criminal causes.
Coordinates the lawful identification, investigation, and successful prosecution of individuals, street gangs, and other organizations engaged in criminal or terrorist activity. Focuses on reducing violent crimes linked to criminal street gangs and organizations. Coordinates with City, state, and federal agencies to target illegal activity at all levels.
275
51
11,313
1,335
864
FTEs
24,387,523
5,120,322
1,053,747,571
117,877,686
71,900,065
FundingProgram Summary and Description 2014
14,039 57
176
85
14,043 57
176 20
102
14,357 14,398
FTEs FTEs
2013 2014
BUREAU OF ORGANIZATIONAL DEVELOPMENT
BUREAU OF ADMINISTRATION
TURNOVER
Develops and implements all training for new recruits and current officers and develops, drafts, and publishes procedures for all Department units. Evaluates the impact and effectiveness of current strategies using quantitative and qualitative methods and researches and develops new initiatives to improve public safety and departmental efficiency and effectiveness. Examines the impact and inclusiveness of community outreach programs.
122
438
11,393,070
103,139,114
(16,002,138)
92
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Safety
Office of Emergency Management and Communications
The Office of Emergency Management and Communications
(OEMC) manages incidents, coordinates events, operates
communications systems, and provides technology and
other forms of support for city services that protect lives
and property in the City of Chicago. Originally launched
in 1995 to coordinate the City’s delivery of police, fire, and
emergency medical service resources to 911 calls, OEMC after
September 11, 2001, began coordinating the City’s planning
for issues related to Homeland Security and also took on the
responsibilities performed by the Fire Department’s Bureau
of Emergency Preparedness and Disaster Services. OEMC
closely partners with local, regional, state, and federal
partners with complementary missions to achieve seamless
integration that will increase the safety and security of all
Chicagoans.
The basic functions of OEMC are carried out 24 hours a
day, seven days a week at OEMC’s 911 and 311 dispatch
centers and its Operations Center. The 911 center serves as
the critical conduit between Chicago’s residents and its first
responders, while the 311 center receives requests for non-
emergency city services or information and forwards these
requests to the proper governmental and non-governmental
agencies. The operations center coordinates city services,
including dispatch operations, emergency management, and
traffic management functions.
2013 Highlights and 2014 Initiatives
In 2013, OEMC undertook a complete redesign of the 911
Operations floor, including the 911 phone system, and the
radio dispatch system installed in 1995 when the Chicago
Police and Fire Departments’ dispatch operations were
consolidated under OEMC. The newly installed system
increases call answering efficiency and provides enhanced
reporting, expands employee monitoring capabilities, and
significantly reduces monthly maintenance fees.
During the current year, OEMC utilized Homeland Security
funding to install nearly 250 public safety cameras to protect
communities and critical infrastructure throughout the city.
Along with installing cameras surrounding Grant Park,
OEMC also procured mobile cameras that can be used
during large scale events.
OEMC worked with 311 and the Illinois Emergency
Management Agency to identify and implement an
automated system for flood damage reporting. As a result,
OEMC was able to quickly and efficiently gather and report
flood damage during the April 2013 flood.
OEMC implemented the new Open311 Platform and
the new 311 website. Open311 will modernize the way
Chicagoans make service requests, opening up access to
web and mobile applications and allowing departments to
monitor progress and respond more quickly. Through the
new Open 311 platform, callers can submit photos for 14
frequently requested city services. In addition, the new 311
Service Tracker allows the user to track service requests from
beginning to end via status emails. These innovations have
led to increased levels of transparency and accountability,
improved accuracy of reporting to city departments, reduced
duplicate entries in the Customer Relationship Management
System (CSR System), decreased 311 call volume and
wait times, and expanded texting for frequently requested
information.
OEMC has several collaborative initiatives that will
continue in 2014. OEMC will continue to partner with the
Fire Department to enhance connectivity to 20 fire houses,
which builds upon the work already done to connect 38 fire
houses in 2012 and 2013. 311 will continue to work with
DoIT and other key departments on the modernization
of the CSR System. This new system will use predictive
analytics to improve service delivery by City departments in
an effort to better meet the needs of residents.
Finally, OEMC will continue to partner with the Cook
County Department of Homeland Security and Emergency
Management (CCDHSEM) to leverage federal funding for
local preparedness efforts. The partnership will establish and
maintain a hazard mitigation plan and program for local
urban areas in the coming year. Under the program, OEMC
and CCDHSEM will identify ways to mitigate the damages
caused by future disasters.
93
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Safety
OFFICE OF EMERGENCY MANAGEMENT AND COMMUNICATIONS
$220,992,968 $203,769,847
Corporate Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund Other Grant Funds
77,502,531 2,048,297 4,634,485
136,807,655
79,133,147 2,024,347 4,790,570
117,821,783
Total Full-time Equivalent Positions and Amounts
67,989,098 153,003,870
70,095,192 133,674,655
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
POLICE AND FIRE OPERATIONS
EMERGENCY MANAGEMENT
TECHNOLOGY
311 CITY SERVICES
CITY OPERATIONS
TURNOVER
Responsible for the dispatch of all police, fire, and emergency medical services through the City's 911 Center, operating 24 hours a day, seven days a week, 365 days a year.
Prepares Chicago for emergencies; provides disaster recovery assistance to people and institutions; mitigates the effects of such events; and, whenever possible, prevents emergencies and disasters from occurring or worsening.
Provides the enterprise services, radio communication capabilities, network services, and other technologies that support the City services that protect lives and property citywide.
Serves as the point of entry for residents, business owners, and visitors requesting non- emergency City services from all City departments.
Provides traffic management and performs traffic control functions to ensure the safe and effective movement of traffic throughout Chicago.
30
558
33
98
73
137
FTEs
4,093,229
45,552,972
117,336,781
27,586,306
4,552,010
6,826,868
(2,178,319)
FundingProgram Summary and Description 2014
785 32 78 24
792 32 79 26
919 929
FTEs FTEs
2013 2014
94
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Safety
Chicago Fire Department
The Chicago Fire Department (CFD) promotes fire safety,
provides emergency care, and extinguishes fires. CFD’s
main objectives and responsibilities include putting out and
containing fires; rescuing persons trapped or injured by fire,
accident, collapse, or terrorist activity; mitigating damage
from fires, accidents, collapses, or terrorist activities; providing
comprehensive medical care to triage, stabilize, and transport
the injured; educating the public on preparedness for hazards
including hazardous atmosphere and chemical incidents; and
enforcing the Municipal Code to ensure the fire safety of
residences and business across the city.
CFD is the second largest fire department in the nation,
covering more than 228 square miles with neighborhood
firehouses. In addition to serving Chicago, CFD is a member
of the Mutual Aid Box Alarm System, through which CFD
responds to fire and rescue emergencies across the state and
nation when additional resources are needed. CFD works with
major contributors and federal grantors to ensure that smoke
detectors are available for families who could not otherwise
afford them and distributes these detectors at firehouses and
aldermanic offices throughout the City. The Department
also provides information on the proper placement and
maintenance of detectors and other fire safety education
materials through its Public Education Section.
CFD is organized into four bureaus: Operations, Fire
Prevention, Administrative Services, and Employee Relations.
The Operations and Fire Prevention Bureaus carry out the
bulk of CFD’s work.
– The Bureau of Operations is CFD’s
largest bureau, with more than 4,500 uniformed
firefighters and paramedics, many of whom are
“cross-trained” in the use of nearly 250 pieces of
equipment and apparatus, including fire engines,
fire trucks, ambulances, squads, helicopters, and
marine equipment. The Bureau responds to fires,
medical emergencies, hazardous material incidents
,and other emergency situations to ensure the safety
and wellbeing of all passengers at Chicago’s airports.
– The Fire Prevention Bureau is a
critical component of the Chicago Fire Department’s
mandate to protect the citizens of Chicago against
the loss of life and property through its enforcement
of the Municipal Code. The Fire Prevention Bureau
conducts general inspections of businesses, schools,
hotels, public places of assembly, and high-rise
occupancies within their geographic boundaries.
Inspections are done on an annual basis to ensure
that each entity complies with all required fire
codes.
2013 Highlights and 2014 Initiatives
Abandoned Building Identification and Marking – The City of
Chicago has an estimated 7,000 abandoned structures. While
the City has identified a number of these structures as unsafe,
this information has not been available to responding fire
fighters or other public safety departments. CFD received a
grant to identify and mark approximately 1,800 structurally
compromised buildings.
Installation of Smoke Detectors in Residential Neighborhoods –
CFD received a $106,000 grant to install 4,000 lithium battery
smoke detectors in the homes of people in neighborhoods
with high rates of residential fires and 50 specialized smoke
detectors in the homes of people who are deaf or hard of
hearing. Home safety inspections are conducted concurrently
with smoke detector installation. In partnership with the
Mayor’s Office for People with Disabilities, CFD will conduct
five fire safety education sessions targeting people who are
blind, hearing impaired, or have another physical disability.
New Deluge Units - The Fire Department has secured grant
funding to replace two deluge units, which have the capability
of delivering thousands of gallons of water gallons of water per
minute. Deluge units can also be used to deliver high volumes
of foam to extinguish chemical fires.
EMS Training Simulator Staffing– The Chicago Fire Department has a “state of the art” EMS training center,
which simulates actual scenarios encountered by EMS
personnel, including a variety of locations and patients using
real-time patient bio-feedback to test diagnosis and treatment.
CFD obtained a grant for $1.6 million to provide staffing for
full-time instruction and evaluation.
Command Training Center – CFD will build a Command Training Center that will provide added training opportunities,
allowing multiple students to simultaneously engage in
three-dimensional, lifelike fire simulations and also practice
tactical and command decision-making in an educational
environment.
95
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Safety
FIRE DEPARTMENT
$562,324,992 $575,727,555
Corporate Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund Other Grant Funds
525,789,677 7,016,726
22,049,589 7,469,000
536,974,723 7,044,198
22,101,634 9,607,000
Total Full-time Equivalent Positions and Amounts
535,241,633 27,083,359
545,697,943 30,029,612
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
FIRE SUPPRESSION AND RESCUE OPERATIONS
EMERGENCY MEDICAL SERVICES
SUPPORT SERVICES
FIRE PREVENTION
TURNOVER
Conducts firefighting and rescue operations out of 96 firehouses throughout the city, which maintain the highest level of readiness. Encompasses the Department's Special Operations and Fire Investigation divisions.
Provides emergency medical care and hospital transport utilizing 60 advanced life support ambulances and 15 basic life support ambulances, as well as 44 engine companies and six fire trucks equipped with advanced life support equipment.
Provides logistical support, including managing the storage, distribution, and maintenance of supplies and equipment; maintaining departmental records for public access; overseeing departmental commissary supplies; and supporting departmental technology.
Inspects schools, institutions, and places of public assembly for compliance with the City of Chicago Fire Code.
113
4,213
663
57
85
FTEs
27,283,950
487,565,954
58,118,195
10,742,890
8,158,067
(16,141,501)
FundingProgram Summary and Description 2014
4,848 66
214 14
4,839 66
214 12
5,142 5,131
FTEs FTEs
2013 2014
96
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Regulatory
Regulatory Introduction
The Regulatory departments protect public health and safety
and the interests of consumers through the enforcement of
City ordinances and compliance with local, state, and federal
laws. The enforcement activity takes place primarily through
annual inspections and inspections conducted as a result of
a complaint. These departments include:
Office of the Inspector General
Department of Buildings
Department of Business Affairs and Consumer
Protection
Commission on Animal Care and Control
License Appeal Commission
Board of Ethics
Grant Funding and Programing
The City anticipates receiving $9.6 million in grant funding
for the regulatory departments in 2014, an increase of
$2.0 million from 2013. The increase is the result of the
Commission of Animal Care and Control receiving a $2
million grant for the renovation of dog pavilions.
Other grant funding anticipated for 2014 includes:
$2.7 million for Building Code enforcement
activities, to improve homes and living environments
in low and moderate income areas across the city
$0.5 million in Tobacco Enforcement Grants to
promote compliance with the tobacco-related
provisions of the Municipal Code and ensure that
tobacco products are not sold to minors
$3.8 million to secure vacant and open buildings
that are at risk of harboring criminal activity, in
order to halt the decline of these properties and
ensure the safety of neighborhood residents
The following pages contain additional details on each
department and its proposed 2014 budget.
Regulatory
Office of Inspector General
Department of Buildings
Department of Business Affairs and Consumer Protection
Commission on Animal Care and Control
License Appeal Commission
Board of Ethics
2013 2014
$65,740,338 $66,163,303
5,769,239
33,345,902
18,666,661
7,020,064
168,295
770,177
5,769,239
32,400,152
19,671,485
7,378,749
168,295
775,383 Total - Regulatory
FUNDING COMPARISON BY DEPARTMENT
Department
97
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Regulatory
Office of the Inspector General
The Office of Inspector General (IG) ensures honesty and
integrity in City government by rooting out corruption,
fraud, misconduct, and waste, while promoting economy,
effectiveness, and efficiency. The IG’s jurisdiction extends
over most individuals working for or in connection with
City government, including elected and appointed officers,
City employees, licensees, contractors, subcontractors, and
businesses seeking to do business with the City.
The IG is separated into five sections: Investigations,
Legal, Audit and Program Review, Hiring Compliance,
and Operations. Based on information gathered during
these activities, the IG issues a variety of reports to the
Mayor, City officials, City Council, and the public. Public
reports, such as audits and program reviews, are sent to the
responsible City officials and posted to the public on the IG
website. Additionally, quarterly reports that summarize all
the IG activities are provided to the City Clerk and the City
Council, and posted for the public on the IG website.
– The Investigation Section conducts
both criminal and administrative investigations
into the performance of governmental officers,
employees, functions, and programs. In the event
of wrongdoing, the IG will issue recommendations
for disciplinary action that require a response or
final action from the affected City Department. In
criminal cases, the IG will work with the United
States Attorney’s Office or the Cook County State’s
Attorney’s Office, who may prosecute these matters.
The IG may also recommend program or policy
changes, if an investigation reveals misconduct or
inefficiencies that are not being addressed by City
policy or procedure.
– The attorneys in the Legal Section are
frequently paired with investigators, auditors, and
policy analysts to participate in more complex
investigations and to help ensure that the
investigations produce legally sound results.
– The Audit and
Program Review Section conducts independent,
objective analysis and evaluations of City programs
and operations, issues public reports, and makes
recommendations to strengthen and improve the
delivery of city services.
– The IG is responsible for
independently monitoring the City’s hiring and
employment practices under the Shakman Accord.
The IG’s Hiring Oversight Section performs
monitoring and audit activities directed towards
ensuring compliance with court-imposed policies
and protocols for the removal of all vestiges of
patronage and favoritism in hiring and employment
in City government.
2013 Highlights and 2014 Initiatives
This year, the IG restructured its Audit and Program Review
Section. These teams conduct performance audits that
evaluate the effectiveness, efficiency, economy, and integrity
of City programs. The merger of these two teams provides
consistency for audit practices and utilizes personnel
resources more efficiently, while more speedily executing
audits of City departments and programs. This, in turn, will
get information on City department controls, policies, and
practices to City leaders more rapidly for implementation
of any necessary action to optimize performance, minimize
waste, and assure accountability.
Since its establishment in 2012, the IG has continued to
focus on the development and maturation of its Data
Analysis and Targeted Audit (DATA) team. This team
was designed to build the IG investigators’ data analytical
capacity and expand the IG’s awareness and operational
knowledge of process improvement opportunities, helping
to ensure honesty and integrity in City government. DATA
provides comprehensive analysis of electronically-stored
information to identify evidence of waste, fraud, or abuse of
City resources in addition to using forensic audit techniques
and other means to prove (or disprove) allegations. In
addition, DATA adds value to our Audit & Program Review
Section by assisting with analysis of City program data, and
comparing the costs and benefits of City services.
In 2014, the IG will continue to improve DATA’s analytic
technology tools. A key ability for this team is to extract
data from multiple City department databases and combine
into a centralized data warehouse. Once the information
is compiled in the data warehouse, members of the DATA
team will identify trends and outliers that may require
further investigation, review, or audit.
98
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Regulatory
OFFICE OF INSPECTOR GENERAL
$5,769,239 $5,769,239
Corporate Fund Water Fund Sewer Fund Chicago O'Hare Airport Fund
2,541,610 1,148,622
776,999 1,302,008
2,541,610 1,148,622
776,999 1,302,008
Total Full-time Equivalent Positions and Amounts
4,963,177 806,062
4,963,177 806,062
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
INVESTIGATIONS
LEGAL
OPERATIONS
AUDIT AND PROGRAM REVIEW
HIRING COMPLIANCE
TURNOVER
Investigates corruption, fraud, and other misconduct in all City departments and by those doing business with the City. Uses a wide variety of investigative techniques to investigate complaints and gather evidence. Determines whether criminal or administrative violations have occurred and compiles evidence for case presentation.
Drafts final investigative reports at the completion of investigations recommending disciplinary measures. Coordinates with the Department of Law and prosecutor's offices regarding case presentation. Provides legal counsel and guidance regarding the direction of investigations and investigative techniques.
Coordinates operational aspects, including budget, personnel, information technology, document maintenance and organization, and outreach efforts.
The IG Audit and Program Review Section conducts independent, objective analysis and evaluations of City programs and operations, issues public reports, and makes recommendations to strengthen and improve the delivery of City services. It evaluates programs in order to promote efficiency, economy, effectiveness, and integrity in City operations.
Monitors the City's hiring and employment compliance with the law and with protocols imposed by the Shakman Accord.
29
8
10
14
4
FTEs
2,524,708
901,184
1,173,284
1,044,102
264,012
(138,051)
FundingProgram Summary and Description 2014
29 13 8
17
28 13 7
17
67 65
FTEs FTEs
2013 2014
99
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Regulatory
Department of Buildings
The Department of Buildings (DOB) supports the safety
and quality of life for the residents and visitors of the City
of Chicago through enforcement of the Chicago Building
Code. The permitting and inspection process promotes
high quality design standards as well as the conservation,
rehabilitation, and reuse of the City’s existing buildings.
DOB evaluates project
plans and issues all construction and demolition
permits in the City. DOB project managers
coordinate all required internal reviews as well as
reviews performed by other City departments.
DOB also examines and licenses members of the
building trades and conducts permit inspections
during the construction process.
– DOB conducts
annual inspections of buildings in Chicago and
responds to 311 service requests. DOB identifies
potentially hazardous buildings, takes enforcement
actions to ensure repair, and coordinates demolition,
when necessary. Demolition efforts focus on those
buildings that are found to be structurally unsound
or have been identified by law enforcement as
havens for crime. DOB also conducts inspections
of restaurant, public places of amusement and
annual elevator inspections.
2013 Highlights and 2014 Initiatives
In 2013, DOB implemented a coordinated permit inspection
process for restaurants. Upon request for an inspection, all
applicable bureaus attend the inspection at the same time,
allowing business owners or their contractors to interact
with the carpentry, electrical, plumbing, and mechanical
inspectors simultaneously.
DOB continued its efforts to stabilize communities by
addressing problem properties and holding property
owners responsible for vacant and deteriorating buildings.
DOB’s Strategic Task Force enforces the Gang and Drug
House Ordinance, working closely with the Chicago Police
Department and the Law Department to bring enforcement
actions against building owners of residential and commercial
properties that are the source of repeated 911 calls or the
site of criminal activity. Through September 2013, DOB
has filed 1,271 demolition and vacant building cases in
circuit court. It filed 1,170 in all of 2012. Additionally, as of
September 2013, DOB has registered approximately 6,501
vacant buildings under the Vacant Building Ordinance, as
compared with 5,967 during the same time last year. This
ordinance enables the City to hold an owner accountable for
the condition of the buildings and the surrounding property.
100
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Regulatory
DEPARTMENT OF BUILDINGS
$33,345,902 $32,400,152
Corporate Fund Water Fund Vehicle Tax Fund Sewer Fund Community Development Block Grant
20,752,893 2,076,515
546,809 2,246,325 7,723,360
20,815,232 2,263,751
545,736 2,229,368 6,546,065
Total Full-time Equivalent Positions and Amounts
26,900,171 6,445,731
27,100,616 5,299,536
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
REGULATORY REVIEW / LEGISLATIVE MATTERS
CASE MANAGEMENT
CODE COMPLIANCE
LICENSING
BUILDING INSPECTIONS
TECHNICAL INSPECTIONS
Responsible for maintaining and updating the Chicago Building Code and auditing Developer Services and Self-Certification projects. Reviews proposed amendments to the Building Code, as raised by the Office of the Mayor, aldermen, and the community at large.
Processes all violations for adjudication in Administrative Hearings and/or Circuit Court. Maintains the Department's computer network and workflow systems; evaluates technology needs and implements new sytems as necessary.
Responsible for managing the enforcement of the Building Code through the administrative hearing process and the voluntary compliance initiative. Serves as a liaison to the Department of Law with respect to Building Code and tort litigation.
Responsible for the administration of tests and issuance of licenses for general contractors and members of the building trades.
Inspects existing structures that are occupied or vacant but secure. Responds to resident complaints regarding Building Code violations. Reviews plans and conducts site inspections to ensure that work is done according to approved plans. Notifies owners about repairs that must be made to bring a building into compliance with code.
Conducts technical inspections to ensure compliance with the Building Code, including electrical, elevator, ventilation, refrigeration, boiler, iron, and plumbing inspections. Reviews plans and conducts site inspections to ensure that work is done according to approved plans. Notifies owners about repairs that must be made to bring a building into compliance with code.
21
4
15
2
2
16
106
FTEs
2,562,157
489,674
1,356,520
200,808
616,112
1,340,489
10,851,250
FundingProgram Summary and Description 2014
187 22 6
18 52
187 24 6
18 53
285 288
FTEs FTEs
2013 2014
101
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Regulatory
DEPARTMENT OF BUILDINGS
TROUBLED BUILDINGS PROGRAM
CODE ENFORCEMENT
SMALL PROJECT PERMITTING
PLAN REVIEW
DEVELOPER SERVICES
TURNOVER
Addresses buildings that harbor criminal activity, are vacant and unsecured, or have dangerous and hazardous building code violations, with the goal of reducing crime and restoring housing stock to the residents of Chicago. Works with the Departments of Law, Planning and Development, and Police to provide a comprehensive approach to problem properties and board-ups or demolitions of vacant and hazardous buildings.
Responsible for inspecting existing structures which are occupied or vacant but secure and responding to resident complaints regarding building code violations; focuses on housing in low to moderate income areas.
Reviews and permits small projects that do not require architectural drawings.
Manages plan review and permitting for medium-sized projects; manages the Neighborhood Centers and the Self-Certification Program.
Manages plan review and permitting for large building projects; coordinates the work of the accelerated Green Permit Team.
43
23
22
33
1
FTEs
5,116,726
2,794,746
1,829,569
4,414,537
1,841,152
(1,013,588)
FundingProgram Summary and Description 2014
102
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Regulatory
Department of Business Affairs and Consumer Protection
The Department of Business Affairs and Consumer
Protection (BACP) promotes and ensures a fair marketplace
for both businesses and consumers in Chicago by creating a
regulatory environment that promotes business growth and
consumer rights. BACP provides a wide array of services,
including:
– BACP licenses nearly 60,000 businesses; issues
over 15,000 public way use permits; and oversees
the approval, denial, suspension, and revocation of
all business licenses in the City.
– BACP inspects business establishments to
ensure compliance with City laws and taking legal
disciplinary action for violations. Investigators
conduct investigations of unscrupulous and
fraudulent businesses practices throughout the City.
– BACP regulates and
licenses all public chauffeurs, taxicabs, livery
vehicles, ambulances, and other charter vehicles.
BACP performs safety inspections and oversees
public vehicle compliance with City ordinances.
– BACP oversees cable
operator franchise agreements and responds to
consumer complaints regarding cable services.
BACP also runs and creates programming for
municipal television stations offering public,
educational and governmental programming.
– BACP’s Small Business
Center is dedicated to helping business owners start
and run their business with ease and efficiency.
– BACP
supports entrepreneurs and businesses growth in
the City and offers consumer protection education.
2013 Highlights and 2014 Initiatives
Business License Reform – In 2013, BACP implemented
widespread license reform which streamlines the regulatory
requirements for new businesses. The license reform
consolidates similar license types, eliminating unnecessary
double licensing, and reducing fees for some licenses. The
result is a reduction in the number of business licenses types
by 60 percent — from 117 to 49. To date, nearly 4,000
businesses have saved $700,000 in licensing fees.
Small Business Growth and Development – In March 2013,
BACP launched the new Small Business Center (SBC) that
enables BACP business consultants to offer small business
owners a one-stop shop to handle all licensing needs.
Business owners now receive health and zoning consultations
at BACP as well as a dedicated business consultant. Through
September 2013, BACP has assisted 24,918 customers. In
addition, BACP launched the restaurant start-up program
to assist restaurant owners in opening businesses quicker
by coordinating inspections and expediting the licensing
process. Prior to the program, restaurant owners spent an
average of 300 days in the licensing phase. Today, they
average 100 days.
Improvements to City’s Taxi Fleet – Over the past two years,
there have been dramatic improvements to Chicago’s taxi
fleet as a result of the Mayor’s 2012 taxi reform ordinance
leading to a greener, safer, and more accessible fleet. Between
January 2012 and September 2013, the number of hybrid or
alternative fuel vehicles has increased from 500 to 4,527.
During the same time period, the number of Wheelchair
Accessible Vehicles (WAVs) serving people with disabilities
has increase from 90 to 175. In 2014, BACP plans to
implement the Wheelchair Accessibility Fund and a federal
grant of $1.77 million to provide assistance to taxicab owners
that wish to add WAVs into service.
Consumer Protection – In March of 2013, BACP launched
an investigation of commercial tax preparers to ensure
compliance with the tax preparer’s ordinance, particularly
low income families eligible for the earned income tax
credit. Chicago became the first city in the nation to enter
into an agreement with the new Federal Consumer Financial
Protection Bureau and share information about emerging
financial scams such as reverse mortgages and predatory loan
products.
Refocused Enforcement and Compliance Strategy – In May
2012, BACP created the “monthly flagged business list”
that placed businesses with repetitive violations and
multiple community complaints on notice of potential
actions or penalties. Since its inception, the program has
led to 81 businesses being placed on notice, 27 businesses
have been removed from the list for going 12 months
without a violation, and 20 businesses being subject to
license discipline, including fines, suspensions, and license
revocation.
103
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Regulatory
DEPARTMENT OF BUSINESS AFFAIRS AND CONSUMER PROTECTION
$18,666,661 $19,671,485
Corporate Fund Tax Increment Financing Administration Fund Other Grant Funds
17,843,661 0
823,000
18,311,485 375,000 985,000
Total Full-time Equivalent Positions and Amounts
13,653,042 5,013,619
13,566,681 6,104,804
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
SMALL BUSINESS CENTER
BUSINESS LICENSES AND PERMITS OPERATIONS
LOCAL LIQUOR CONTROL
PUBLIC VEHICLE LICENSES AND PERMITS
ENFORCEMENT
PROSECUTIONS AND INVESTIGATIONS
Serves as an advocate for small businesses and provides a one-stop-shop for business owners and entrepreneurs, offering start-to-finish case management and access to start- up counseling and financial assistance.
Responsible for processing and issuing general and retail business licenses as well as liquor and public place of amusement licenses. Responsible for processing and issuing public way use permits to business and property owners.
Operates as the Local Liquor Control Commission, overseeing decisions to issue or deny liquor license applications.
Oversees the public vehicle industry to ensure public safety through regulation. Issues and confiscates taxicab medallions and determinines rates of fare. Licenses all public chauffeurs, taxicabs, charter buses, and other public passenger vehicles.
Conducts investigations to ensure compliance with the laws governing public passenger vehicles and truck weight enforcement.
Prosecutes cases at the Department of Administrative Hearings alleging Municipal Code violations concerning consumer fraud, public vehicle regulations, retail regulations, and truck weight regulations. Seeks fines against businesses in violation and restitution for aggrieved consumers where appropriate. Initiates investigations of suspected bad businesses and disciplines those businesses found to be in violation of City ordinances or license requirement.
20
4
33
2
28
21
66
FTEs
2,566,201
4,219,456
2,963,977
244,043
2,167,939
1,671,688
4,914,635
FundingProgram Summary and Description 2014
184
10
182
9
194 191
FTEs FTEs
2013 2014
CABLE AND TELECOMMUNICATIONS
TURNOVER
Oversees and monitors the cable and related telecommunications activities of local cable operators to ensure compliance with the legal, technical, financial, and reporting obligations of the Chicago Cable Ordinance and franchise agreements with the City, including mandated customer service standards. Oversees Cable 25, the City's cable television station aimed at fostering independent film and television production.
17 1,422,913
(499,367)
104
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Regulatory
Commission on Animal Care and Control
The Commission on Animal Care and Control (CACC)
protects public safety and ensures the humane care of animals
through sheltering, pet placement, education and animal
law enforcement. Annually there are over 70,000 calls a year
to the 311 center from the public regarding animal related
inquires and service requests, such as incidents of animal
cruelty and abuse, animal fighting, bite incidents, injured
animals, stray animals, unwanted animals, and wildlife
nuisances. Further, CACC is dedicated to removing stray,
injured, and potentially dangerous animals from the public
way.
CACC operates and manages the Animal Care and Control
facility, which shelters and cares for the animals in CACC’s
control. The facility contains a complete medical complex,
full laboratory, radiology, and surgical capabilities for the
care of its animals and the Chicago Police Canine Unit and
houses approximately 20,000 stray animals, lost pets, animals
involved in court cases, animals available for adoption,
and non-domestic animals. In addition, the Commission
provides public outreach through vaccine clinics, wildlife
seminars, and adoption events throughout the City.
2013 Highlights and 2014 Initiatives
Increase in Homeward Bound Transfer Program – Over the last
several years, CACC has consistently increased the number
of animals leaving the shelter through the Homeward
Bound animal transfer program. This program allows rescue
groups and humane societies who have properly registered
with the City of Chicago, to rescue animals from the shelter
and take the responsibility of providing care and locating a
new home for these animals. In 2012, CACC transferred
8,554 animals to Homeward Bound transfer partners up
from 2,572 animals in 2006. In the first 3 quarters of 2013,
CACC has transferred 9,186 animals, a 42 percent increase
over the same time in 2012. In addition, in the first three
quarters of 2013, CACC has seen a 2.3 day decrease in
overall length of stay for animals in its care, compared to the
same time period in 2012.
Low-Cost Vaccine Clinic – CACC offers a low-cost vaccine
clinic to City residents throughout the year, where pet
owners can obtain City dog licenses; rabies, distemper, and
parvovirus vaccinations; and microchips for their animals.
In 2012, CACC provided 2,231 vaccines, implanted 271
microchips, and issued 827 City dog license applications.
Through October 16, 2013, CACC has provided 1798
vaccines, implanted 177 microchips, and issued 668 city
dog licenses.
Providing Field Service to Residents with Animal-related Issues
– CACC field staff is responsible for inspecting animal
related business and investigating animal-related complaints
including: animal bites, dangerous dog investigations,
inhumane treatment of animals, stray animals, and animals
unrestrained on the public way. Through April 2013, CACC
inspectors have conducted annual inspections for 223
businesses, compared to 107 inspections completed through
the same period of 2012. In addition, through June 2013,
CACC has inspected the compliance of 87 dangerous dogs
cases compared to 56 inspections through the same period
in 2012.
105
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Regulatory
COMMISSION ON ANIMAL CARE AND CONTROL
$7,020,064 $7,378,749
Corporate Fund Other Grant Funds
4,992,064 2,028,000
5,350,749 2,028,000
Total Full-time Equivalent Positions and Amounts
3,896,481 3,123,583
4,213,194 3,165,555
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
ANIMAL CONTROL
ANIMAL CARE
ANTI-CRUELTY
TURNOVER
Responds to service requests to remove stray, vicious and unwanted animals from the public way. Investigates animal bites and dangerous dog cases. Operates dispatch service to field units as well as receive requests for service from the public, law enforcement agencies and other governmental entities. Assists law enforcement, other departments and sister agencies with animal related issues. Ensures compliance of animal related portion of the MCC and issues citations for non-compliance.
Receives lost, injured and unwanted animals brought to the shelter. Provides daily care and medical attention to all animals housed at the shelter. Provides customer service to visitors and educates the public about animal safety and pet ownership. Monitors shelter conditions to ensure maximum sanitation levels. Promotes maximization of live animal outcomes through lost pet redemptions, pet adoptions and animal transfer programs. Administers vaccinations, performs surgeries and other procedures.
Inspects and responds to complaints of animal related businesses. Conducts cruelty and dangerous dog investigations. Issues citations for non-compliance with animal-related portions of the MCC. Assists the Chicago Police Department and other law enforcement agencies with dog fighting investigations and other advanced animal- related responses. Primary chemical immobilization experts, including non-lethal tranquilization of vicious and injured animals on the public way.
6
29
33
4
FTEs
569,535
1,718,407
4,997,783
253,811
(160,787)
FundingProgram Summary and Description 2014
72 72
72 72
FTEs FTEs
2013 2014
106
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Regulatory
License Appeal Commission
The License Appeal Commission (LAC) conducts and
adjudicates matters pertaining to liquor licenses and
violations of State or municipal liquor laws. The LAC holds
hearings where entities can appeal suspensions, revocations,
and fines imposed against a liquor license holder; denied
liquor license applications; changes in management and
ownership of an existing liquor license; and liquor license
renewal requests; or claims of underage consumption of
alcohol or the sale of narcotics on the licensee’s premises. At
the hearings, parties must present arguments based entirely
on the record, transcripts, or relevant code, statute, or case
law and in certain instances are entitled to call witnesses and
present evidence for consideration. The rules of evidence
and case law apply at LAC hearings, and at the conclusion
of each hearing a written decision is issued, setting out the
reasons for the Commission’s decision.
2013 Highlights and 2014 Initiatives
In 2013, a new municipal ordinance authorized City
residents to initiate actions against liquor establishments
whose operations cause a public nuisance and who fail to
redress this nuisance. In 2013, the Commission heard its
first contested public nuisance matter. Residents brought
an action against a local business for its failure to respond
to excessive loitering, lack of security, criminal activity, and
violence, which occurred outside the business during its
hours of operation. The new ordinance provides Chicagoans
a means to hold businesses accountable for failing to address
issues that threaten or endanger a community’s or residents’
quality of life.
LICENSE APPEAL COMMISSION
Corporate Fund 168,295 168,295
65,169 103,126
65,436 102,859
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
APPEALS PROCESS Determines the legal appropriateness of suspensions, revocations, and fines imposed by the Department of Business Affairs and Consumer Protection against current liquor license holders. Conducts hearings on appeals of liquor license application denials to determine whether rightfully denied.
1
FTEs
168,295
FundingProgram Summary and Description 2014
1 1 FTEs FTEs
2013 2014
107
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Regulatory
Board of Ethics
The Board of Ethics interprets, promotes, administers,
and enforces the City’s Governmental Ethics Ordinance,
and provides confidential advice to those covered by the
Ordinance. It also designs and conducts seminars and
online ethics training programs; oversees the annual filing of
Statements of Financial Interests and other publicly available
documents filed by City employees, officials, and lobbyists.
The Board of Ethics has four key responsibilities:
A – The Board of Ethics provides confidential
advisory opinions (more than 6,000 per year) to
persons subject to the ordinances or their attorneys -
either informally by telephone or email, or formally
by written opinion signed by the Executive Director
or the Chair. It strives to issue informal opinions
within 24 hours and formal opinions within 30
days.
– The Board of Ethics makes several
types of documents public: Statements of Financial
Interests filed by thousands of City employees
and officials; annual registration and semi-annual
activity report filings from nearly 700 lobbyists;
ethics pledges required of certain employees and
Mayoral appointees; and gift disclosures and
aldermanic recusal notices.
– Since 2006, all aldermen and
full-time employees have completed a required
on-line ethics training course, which is revised by
the Board of Ethics every year. About 10 percent
of the City’s workforce must also attend a face-to-
face ethics seminars every four years. All registered
lobbyists similarly must complete an online ethics
training program each year. Where feasible, the
Board designs and conducts training courses for
vendors and community groups.
– The Board of
Ethics has citywide jurisdiction to receive, refer, and
adjudicate ethics complaints investigated by the
Inspectors General. The Board conducts hearings
and makes determinations, consistent with the
principles of due process and evidentiary hearings.
2013 Highlights and 2014 Initiatives
In 2013, the Board of Ethics inaugurated an era of robust
enforcement, fining employees, officials and lobbyists who
failed to file required statements or reports, resulting in more
than $25,000 in fines assessed since the law changed earlier
this year. In addition, the Board of Ethics also published 10
new “Plain English Guides” to the Ethics Laws for the public,
for City employees and appointed officials, for vendors
and contractors. The Board’s 2013 online training for all
employees and officials includes three films and graphics,
explaining key parts of the revised Ethics Ordinance.
The Board of Ethics has also revised the process of reviewing
allegations of ethics violations and ensuring all employees
are aware of their rights and responsibilities, guaranteeing
due process for all persons accused of ethics violations. These
new developments include:
Formalizing new hearing procedures to settle
or adjudicate cases of alleged ethics violations
conducted by the Inspector General and Legislative
Inspector General,
Making the results of settled investigations and
violations public, and
Producing and distributing a “Bill of Rights” for
persons under investigation for ethics violations.
The Board of Ethics has drafted Rules and Regulations
for these new proceedings that went into effect on July 1,
2013. The new procedures will increase efficiency, fairness
and transparency with respect to ethics enforcement in
City government. In 2013 and 2014, the Board of Ethics
anticipates hearing a dozen cases brought by the City’s
Inspector General.
108
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Regulatory
BOARD OF ETHICS
Corporate Fund 770,177 775,383
672,828 97,349
681,370 94,013
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
EDUCATION
COMPLIANCE AND ENFORCEMENT
CASEWORK
REGULATION
DISCLOSURE FORMS
LAW COMPLIANCE
TURNOVER
Designs, produces and conducts ethics and compliance training programs, including face-to-face and web-based training, and oversees mandatory annual ethics training for City employees, officials, and lobbyists.
Receives, refers, and adjudicates complaints alleging violations of the Governmental Ethics Ordinance. Evaluates investigations conducted by inspectors general, holds probable cause hearings and administers merits hearings; makes determinations and recommends settlements and dispositions.
Interprets and provides confidential advisory opinions on the Governmental Ethics Ordinance. Advises City officials regarding legislative action on governmental ethics, campaign financing, and lobbying.
Administers the City's lobbyist registration and reporting program and makes all lobbyists filing and data publicly available.
Distributes, collects, maintains, and makes publicly available annual Statements of Financial Interests filings and other required disclosures filed by City employees and officials.
Conducts audits, monitors risk, and recommends corrective action for problems leading to non-compliance with applicable laws, rules, regulations, and policies.
1
2
2
1
1
1
1
FTEs
143,642
160,398
143,531
126,082
81,846
84,981
96,931
(62,028)
FundingProgram Summary and Description 2014
9 9 FTEs FTEs
2013 2014
109
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Infrastructure Services
Infrastructure Services Introduction
The Infrastructure Services departments collect the City’s
recycling and waste; build, repair, and maintain the City’s
streets, sidewalks, and bridges; and strategically plan for
the future of the City’s essential infrastructure. These
departments include:
Grant Funding and Programing
The City expects to receive $546.3 million in grant funding
for infrastructure services in 2014, of which $8.7 million is
carryover. This is an increase of $200.9 million, or 58 percent,
from anticipated 2013 grant funding. These funds support
many of the major infrastructure projects coordinated by the
Chicago Department of Transportation, as described in the
following pages, and the anticipated increase in funding in
2014 is due in large part to changes in the timing of certain
larger transportation infrastructure projects.
Grant funding anticipated in 2014 includes:
$21.2 million through the High Priority/
SAFETEA-LU program, which is a reauthorization
of the Federal Transportation Bill for transit-related
and street construction improvements.
$242.1 million through the Congestion Mitigation
Air Quality program, a federal program financing
projects that will contribute to the attainment of
national ambient air quality standards
$132 million through the Surface Transportation
Act, to resurface, reconstruct, and rehabilitate
streets and highways
The following pages contain additional details on each
department and its proposed 2014 budget.
Infrastructure Services
Department of Streets and Sanitation
Chicago Department of Transportation
260,888,393
568,121,621
258,155,839
669,069,833
Commissioner's Office Administrative Services Division Bureau of Sanitation Bureau of Street Operations Bureau of Forestry Bureau of Traffic Services
Commissioner's Office Division of Administration Division of Engineering Division of Infrastructure Management Division of Project Development Division of Electrical Operations Division of In-House Construction
1,989,523 6,929,027
165,853,370 48,030,530 14,613,988 23,471,955
3,267,105 5,600,835
254,426,895 28,657,003
199,785,308 30,164,413 46,220,062
2013
2,003,417 4,512,776
169,761,373 43,618,536 14,261,347 23,998,390
3,297,546 5,432,135
494,520,910 23,695,439 58,964,325 29,363,528 53,795,950
2014
Dept Total
Dept Total $829,010,014 $927,225,672Total - Infrastructure Services
FUNDING COMPARISON BY DEPARTMENT
Department
110
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Infrastructure Services
Department of Streets and Sanitation
The Department of Streets and Sanitation (DSS) ensures a
safe and healthy environment on the streets and alleys of
Chicago and responds to the service needs of communities
across the city through its neighborhood services office, field
offices, aldermanic offices, and the 311 system.
DSS collects recycling and disposes of residential refuse;
sweeps city streets; removes graffiti; cleans vacant lots;
coordinates the towing of illegally parked vehicles; enforces
sanitation ordinances; abates rodents; and plants and trims
trees. DSS street sweepers clean approximately 295,000 lane
miles of Chicago streets each year. DSS also has a range of
seasonal activities, including snow removal, coordinating
a fleet of snow mitigation trucks and smaller plows, using
state-of-the-art technology to monitor weather conditions
and the impact on Chicago’s roadways. Each year, DSS
conducts “Clean & Green” clean-up events citywide that
allow the Department to work side-by-side with interested
community groups who use City tools and supplies to help
clean and beautify their neighborhoods.
2013 Highlights and 2014 Initiatives
DSS continues the process of reforming refuse collection and
expanding the city’s recycling program. In 2012, DSS began
converting the City’s refuse collection program from a ward
by ward collection process to a more efficient and streamlined
grid-based collection program. As a result, DSS reduced the
number of daily refuse collection crews from 352 to 314 on
average and decreased spending in the Bureau of Sanitation
by $18 million. DSS’s grid supervision structure provides
more street support, and encourages greater accountability.
In the upcoming year, DSS will continue to audit the grid
garbage collection system to improve productivity and
further increase efficiency, address issues, and replicate best
practices throughout the system.
In March 2013, DSS started expanding the Residential
Recycling Program across the City and expects to add an
additional 400,000 households by October 2013. The
recycling rate has increased from 5.26 percent in 2011 to 7.41
percent in 2013. With the expansion of blue cart recycling
throughout the city, DSS will continue its community
outreach campaign in 2014 to encourage regular, sound
recycling practices in every household throughout the city.
In 2013, DSS hired fifteen additional employees in the
Bureau of Forestry, which provides regular tree maintenance,
including trimmings and removals, for the nearly half
million trees that line Chicago’s parkways. Through
September 30, 2013, DSS has already trimmed 31,586
trees, or 1,381 more trees than in all of 2012, and removed
13,520 trees, or 301 more trees than in all of 2012. These
crews also support DSS emergency forestry response during
storms. The Department handled more than 16,646 tree
emergencies through September 2013. It also expects to
trim approximately 35,000 trees in 2013. In addition, the
City dedicated a workforce to inoculating ash trees located
on the city’s parkways and boulevards. DSS hired and
trained 26 general laborers to implement the first year of
the multi-year plan to combat the Emerald Ash Borer which
threatens approximately 90,000 of the City’s parkway trees.
The City treated 35,000 ash trees in 2013 and plans to treat
an additional 35,000 trees in 2014.
To increase response time to graffiti complaints, DSS added
five painters to its Graffiti Removal Program for a total of
twelve blaster crews and eleven paint crews. With these
additional personnel, DSS will complete 25 percent more
jobs in 2013. In 2012 DSS completed 108,836 graffiti
requests. Through September 30, 2013, DSS has already
addressed 119,076 and is on pace to complete 140,000
graffiti requests this year.
111
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Infrastructure Services
DEPARTMENT OF STREETS AND SANITATION
Corporate Fund 1,989,523 2,003,417
Commissioner's Office
1,210,243 779,280
1,227,337 776,080
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
TURNOVER
15
FTEs
2,057,970
(54,553)
FundingProgram Summary and Description 2014
14 15 FTEs FTEs
2013 2014
DEPARTMENT OF STREETS AND SANITATION
Corporate Fund 6,929,027 4,512,776
Administrative Services Division
6,870,799 58,228
4,455,148 57,628
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
OPERATIONAL SUPPORT
RETURN TO WORK DEPLOYMENT
TURNOVER
Supervises personnel, property administration, facility maintenance, employee safety training, grant research and management, inventory control, and warehouse operations.
Provides operational support for streets and sanitation activities by deploying, in the most effective and efficient manner possible, employees returning to work from leave due to work-related injuries.
12
4
45
FTEs
1,055,198
292,927
3,256,413
(91,762)
FundingProgram Summary and Description 2014
98 61 FTEs FTEs
2013 2014
112
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Infrastructure Services
DEPARTMENT OF STREETS AND SANITATION
$165,853,370 $169,761,373
Corporate Fund Vehicle Tax Fund Community Development Block Grant
157,265,581 8,587,789
0
155,241,009 8,520,364 6,000,000
Total Full-time Equivalent Positions and Amounts
Bureau of Sanitation
110,355,973 55,497,397
113,751,674 56,009,699
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
SOLID WASTE COLLECTION
SOLID WASTE DISPOSAL
RODENT CONTROL
COMMUNITY ENHANCEMENT
STREET SWEEPING
TURNOVER
Collects refuse, bulk recyclables, and yard waste citywide; identifies violations of and enforces the City's sanitation code.
Manages the disposal of collected waste and bulk material in accordance with established environmental regulations. Maintains records pertaining to solid waste disposal and recycling.
Identifies areas of rodent infestation; controls or eliminates rodent problems through inspections and baiting of alleys, sewers, and identified premises. Collects and removes deceased rodents from the public way, City sewers, and identified premises.
Provides supervision and field crews for various projects that clean and enhance neighborhoods and communities. Provides resources needed to clean and enhance parkways, vacant lots, viaducts, underpasses, expressway frontages and other areas impacting the viability of communities and neighborhoods including tree planting. Also, provides set-up and clean-up services for various events held on public ways.
Maintains the cleanliness of the public way through mechanical sweeping of dirt, debris, and other wastes; removes debris blocking and/or entering the City sewer system.
9
1,363
7
58
45
96
FTEs
977,072
114,010,190
38,712,223
4,923,108
6,000,000
8,762,057
(3,623,277)
FundingProgram Summary and Description 2014
1,470 98
1,437 96 45
1,568 1,578
FTEs FTEs
2013 2014
113
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Infrastructure Services
DEPARTMENT OF STREETS AND SANITATION
$14,613,988 $14,261,347
Corporate Fund Other Grant Funds
14,520,988 93,000
14,261,347 0
Total Full-time Equivalent Positions and Amounts
Bureau of Forestry
12,348,544 2,265,444
12,364,813 1,896,534
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION 7
FTEs
536,837
FundingProgram Summary and Description 2014
185 192
185 192
FTEs FTEs
2013 2014
DEPARTMENT OF STREETS AND SANITATION
$48,030,530 $43,618,536
Corporate Fund Vehicle Tax Fund Motor Fuel Tax Fund
18,780,811 8,881,169
20,368,550
20,427,120 6,193,122
16,998,294
Total Full-time Equivalent Positions and Amounts
Bureau of Street Operations
22,271,930 25,758,600
24,816,004 18,802,532
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
COMMUNITY ENHANCEMENT
EQUIPMENT SUPPORT SERVICES
GRAFFITI BLASTERS
STREET OPERATIONS
TURNOVER
Provides supervision and field crews for various projects that clean and enhance neighborhoods and communities. Provides resources needed to clean and enhance parkways, vacant lots, viaducts, underpasses, expressway frontages and other areas impacting the viability of communities and neighborhoods including tree planting. Also, provides set-up and clean-up services for various events held on public ways.
Allocates hoisting engineers to operate heavy equipment for a variety of City needs.
Removes graffiti in Chicago neighborhoods.
Maintains the cleanliness of the public way through mechanical and manual sweeping and litter basket waste collection. Manages and implements the City's snow removal program and activities.
3
193
30
37
34
FTEs
350,982
18,574,582
3,500,661
3,170,628
18,789,584
(767,901)
FundingProgram Summary and Description 2014
224 67
238 37 22
291 297
FTEs FTEs
2013 2014
114
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Infrastructure Services
OPERATIONAL SUPPORT
FORESTRY OPERATIONS
TURNOVER
Supervises personnel, property administration, facility maintenance, employee safety training, grant research and management, inventory control, and warehouse operations.
Removes dead and hazardous trees, trims live trees on the City parkway, removes tree stumps, and processes non-parkway landscape debris.
31
154
2,501,480
11,747,008
(523,978)
DEPARTMENT OF STREETS AND SANITATION
Vehicle Tax Fund 23,471,955 23,998,390
Bureau of Traffic Services
13,362,690 10,109,265
13,889,125 10,109,265
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
OPERATIONAL SUPPORT
SPECIAL TRAFFIC SERVICES
CONTRACTUAL TOWING
CITY TOWING
AUTO POUNDS
TURNOVER
Supervises personnel, property administration, facility maintenance, employee safety training, grant research and management, inventory control, and warehouse operations.
Provides traffic support for parades, marathons, filming locations, and other special events. Manages the lane change on Lake Shore Drive and Sheridan Road.
Identifies and removes hazardous and abandoned vehicles from City streets and vacant lots through a contractual towing program.
Tows vehicles illegally parked on the public way and provides towing and relocation support to other City departments and agencies.
Operates and supervises the City's auto pounds and provides notice to owners of impounded vehicles.
10
2
33
12
83
58
FTEs
895,916
95,499
2,843,603
931,279
14,517,658
5,192,868
(478,433)
FundingProgram Summary and Description 2014
195 198 FTEs FTEs
2013 2014
115
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Infrastructure Services
Department of Transportation
The Chicago Department of Transportation (CDOT)
oversees and ensures the proper working conditions
and environmental sustainability of the City’s surface
transportation networks and public way. CDOT maintains
and rehabilitates more than 4,000 miles of streets, 300
bridges and viaducts, 200 miles of on-street bikeways, and
2,900 signalized intersections citywide. Each year, CDOT
invests millions of dollars in the City’s infrastructure and
administers the Aldermanic Menu Program, which funds
infrastructure improvements in each ward. CDOT’s primary areas of focus are:
– CDOT plans,
designs, constructs, maintains, and manages surface
transportation infrastructure such as streets, alleys,
sidewalks, curbs, gutters, bridges, and viaducts to
ensure safe and efficient travel in the City. It also
installs and replaces traffic signs and street and
alley lights and maintains pavement markings to
improve public safety.
– CDOT encourages
alternatives to driving through its public transit,
bike, and pedestrian programs, each designed to
invest in related infrastructure improvements and
promote safety through education and awareness.
– CDOT regulates
use of the public way by controlling oversized
vehicle passage, utility construction, newspaper
stands, construction scaffolding, and driveways.
The department processes approximately 100,000
public way permits annually, issued to private
contractors, commercial utility companies, and
other City departments.
2013 Highlights and 2014 Initiatives
Divvy Bike Share – Chicago’s new bike share system, Divvy,
was launched in June 2013. Within three months of
launching, 9,000 annual memberships had been purchased
and 100,000 24-hour passes sold, resulting in nearly 500,000
rides and 1.25 million miles travelled. In 2014, the program
will expand to 475 stations.
Infrastructure Improvements – In 2013, CDOT has completed
a variety of infrastructure projects, including breaking
ground on the CTA Green Line Cermak and McCormick
Place station; continuing construction on Clark and
Division station; and finishing reconstruction of the Kedzie
Bridge and the Wells Street Bridge by the end of November.
Chicago Riverwalk - The City received funding under the
Transportation Infrastructure Finance and Innovation Act
(TIFIA) for the build-out of the remaining blocks of the
Chicago Riverwalk. Revenues generated from the Riverwalk
concessions (e.g., boat docking and advertising) will be used
to repay the loan.
Energy Efficiency – CDOT has deployed the following clean
vehicles and stations into use: 301 compressed natural
gas (CNG) vehicles; 97 hybrid vehicles; a plug-in hybrid
electric truck; 204 electric vehicle charging stations; 17
CNG fueling stations; a propane fueling station; and 11
E-85 fueling stations. The program was launched in May
2010 and is expected to be completed by December 2013.
CDOT plans to expand the Chicago Alternative Fuel
Deployment Program in 2014, leading to the deployment
of approximately 251 all-electric trucks; 128 CNG taxis;
4 CNG and 10 electric vehicle fast charging public-access
fueling stations; and growth in number of local green jobs.
Streets and Lighting – Starting in April 2013, CDOT
began revising the Crack Seal Program, which will increase
the life of city streets and reduce the annual cost of street
construction. CDOT will seal cracks on 400 blocks of
residential streets in 2013, and plans to expand the program
to cover 700 blocks in 2014. In addition, CDOT’s Electrical
Division plans to install approximately 41,600 incandescent
traffic signal relamps citywide in 2014, reducing the number
of traffic signal outages.
116
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Infrastructure Services
CHICAGO DEPARTMENT OF TRANSPORTATION
Corporate Fund 5,600,835 5,432,135
Division of Administration
5,241,885 358,950
5,077,985 354,150
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
PLANNING AND DEVELOPMENT
TURNOVER
Prepares surface transportation plans, studies, and policy recommendations to enhance mobility, economic vitality, and quality of life in Chicago.
63
7
FTEs
5,028,481
607,046
(203,392)
FundingProgram Summary and Description 2014
70 70 FTEs FTEs
2013 2014
CHICAGO DEPARTMENT OF TRANSPORTATION
Corporate Fund 3,267,105 3,297,546
Commissioner's Office
1,101,905 2,165,200
1,136,646 2,160,900
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
PUBLIC INFORMATION
LEGISLATIVE AND COMMUNITY SERVICES
TURNOVER
Provides timely information to the press and the public on department projects and transportation issues.
Coordinates information provided to businesses, communities, and governmental agencies. Works with aldermen and the City Council to coordinate neighborhood infrastructure projects.
7
2
3
FTEs
985,620
185,232
2,176,296
(49,602)
FundingProgram Summary and Description 2014
13 12 FTEs FTEs
2013 2014
117
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Infrastructure Services
CHICAGO DEPARTMENT OF TRANSPORTATION
$254,426,895 $494,520,910
Vehicle Tax Fund Other Grant Funds
7,530,895 246,896,000
7,472,910 487,048,000
Total Full-time Equivalent Positions and Amounts
Division of Engineering
6,709,669 247,717,226
6,653,884 487,867,026
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
PLANNING AND DEVELOPMENT
CONSTRUCTION COMPLIANCE
ELECTRICAL OPERATIONS AND MANAGEMENT
DESIGN AND ENGINEERING MANAGEMENT
BRIDGE MANAGEMENT
NEIGHBORHOOD IMPROVEMENT
TURNOVER
Prepares surface transportation plans, studies, and policy recommendations to enhance mobility, economic vitality, and quality of life in Chicago.
Issues public way permits and performs inspections of restorations of the public way.
Maintains, repairs, and designs the street light, alley light, traffic signal, and fire alarm systems in the city. Repairs circuits, relamps street lights and traffic signals, and replaces broken or obsolete equipment. Provides design, drafting, and electrical engineering services, and supervises electrical system improvement projects.
Designs and constructs bridge rehabilitation, street, and transit station projects; coordinates the management and use of the freight tunnel system.
Performs routine repairs to bridges throughout the city, and provides staff at bridge houses and roving patrols for timely bridge openings for commerical and public water way transportation.
Designs and constructs neighborhood projects.
6
14
54
FTEs
19,914,000
539,862
3,438,278
401,843,051
14,129,000
54,945,576
(288,857)
FundingProgram Summary and Description 2014
75 74
75 74
FTEs FTEs
2013 2014
118
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Infrastructure Services
CHICAGO DEPARTMENT OF TRANSPORTATION
$199,785,308 $58,964,325
Corporate Fund Vehicle Tax Fund Other Grant Funds
4,390,111 1,372,197
194,023,000
4,396,022 1,351,303
53,217,000
Total Full-time Equivalent Positions and Amounts
Division of Project Development
4,240,624 195,544,684
4,382,996 54,581,329
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
PLANNING AND DEVELOPMENT
PUBLIC WAY MANAGEMENT
Prepares surface transportation plans, studies, and policy recommendations to enhance mobility, economic vitality, and quality of life in Chicago.
Coordinates the use of the public way and manages and operates the Office of Underground Coordination and the City Utility Alert Network.
24
10
FTEs
16,560,291
910,829
FundingProgram Summary and Description 2014
42 7
42 7 2
49 51
FTEs FTEs
2013 2014
CHICAGO DEPARTMENT OF TRANSPORTATION
$28,657,003 $23,695,439
Corporate Fund Vehicle Tax Fund
20,397,604 8,259,399
15,246,071 8,449,368
Total Full-time Equivalent Positions and Amounts
Division of Infrastructure Management
7,444,093 21,212,910
7,816,983 15,878,456
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
CONSTRUCTION COMPLIANCE
PUBLIC WAY MANAGEMENT
TRAFFIC SIGN MANAGEMENT
TURNOVER
Issues public way permits and performs inspections of restorations of the public way.
Coordinates the use of the public way and manages and operates the Office of Underground Coordination and the City Utility Alert Network.
Manufactures and installs traffic signs in the public way and manages the red-light camera program and the automated speed enforcement (ASE) program.
42
26
48
FTEs
3,822,369
4,667,587
15,517,499
(312,016)
FundingProgram Summary and Description 2014
12 99
13 103
111 116
FTEs FTEs
2013 2014
119
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Infrastructure Services
CHICAGO DEPARTMENT OF TRANSPORTATION
$30,164,413 $29,363,528
Corporate Fund Vehicle Tax Fund Motor Fuel Tax Fund
11,508,442 15,107,097 3,548,874
11,178,855 15,977,799 2,206,874
Total Full-time Equivalent Positions and Amounts
Division of Electrical Operations
23,312,230 6,852,183
23,921,445 5,442,083
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ELECTRICAL OPERATIONS AND MANAGEMENT
TURNOVER
Maintains, repairs, and designs the street light, alley light, traffic signal, and fire alarm systems in the city. Repairs circuits, relamps street lights and traffic signals, and replaces broken or obsolete equipment. Provides design, drafting, and electrical engineering services, and supervises electrical system improvement projects.
276
FTEs
30,036,953
(673,425)
FundingProgram Summary and Description 2014
129 148
123 153
277 276
FTEs FTEs
2013 2014
ELECTRICAL OPERATIONS AND MANAGEMENT
DESIGN AND ENGINEERING MANAGEMENT
NEIGHBORHOOD IMPROVEMENT
TURNOVER
Maintains, repairs, and designs the street light, alley light, traffic signal, and fire alarm systems in the city. Repairs circuits, relamps street lights and traffic signals, and replaces broken or obsolete equipment. Provides design, drafting, and electrical engineering services, and supervises electrical system improvement projects.
Designs and constructs bridge rehabilitation, street, and transit station projects; coordinates the management and use of the freight tunnel system.
Designs and constructs neighborhood projects. 17
1,720,000
33,974,000
6,000,479
(201,274)
120
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Infrastructure Services
CHICAGO DEPARTMENT OF TRANSPORTATION
$46,220,062 $53,795,950
Corporate Fund Vehicle Tax Fund Motor Fuel Tax Fund
10,413,434 18,759,052 17,047,576
11,323,158 32,740,561 9,732,231
Total Full-time Equivalent Positions and Amounts
Division of In-House Construction
26,772,829 19,447,233
45,669,851 8,126,099
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
CONSTRUCTION MANAGEMENT
BRIDGE MANAGEMENT
ASPHALT MAINTENANCE
CONCRETE MAINTENANCE
TURNOVER
Provides program support for capital projects, repair and operation and for asphalt / concrete repair and replacement. Coordinates capital improvements requested through the aldermanic menu program.
Performs routine repairs to bridges throughout the city, and provides staff at bridge houses and roving patrols for timely bridge openings for commerical and public water way transportation.
Responsible for residential street and alley resurfacing, pothole patching, and street and alley speed hump installation and maintenance.
Responsible for the repair and replacement of sidewalks, curbs, and gutters. Ensures proper drainage and manages erosion prevention activities.
10
179
95
288
FTEs
2,019,695
18,314,327
10,809,473
23,591,650
(939,195)
FundingProgram Summary and Description 2014
114 223
143 382 47
337 572
FTEs FTEs
2013 2014
121
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Service Enterprise
Public Service Enterprise Introduction
The Public Service Enterprise departments operate O’Hare
and Midway International Airports and the City’s water and
sewer systems. These departments function like commercial
enterprises, in that each pays expenses with revenue derived
from charges and user fees for the services it supports. These
departments include:
Grant Funding and Programing
The City anticipates $396.5 million in grant funding,
including $137.8 million in carryover from 2013, for the
Department of Aviation in 2014. This is a decrease of $21.7
million, or 5 percent, from anticipated 2013 grant funding.
This decrease in funding is a result of less carryover funds in
2014. Aviation grants continue to align with the planned
airport improvement programs, such as the runway and
facility projects described in the following pages, as well as
funding for the Voluntary Airport Low Emissions program
and for new technologies that will increase the safety and
efficiency of aircraft operations. The City does not anticipate
receiving any grant funding for the Department of Water
Management in 2014.
The following pages contain additional details on each
department and its proposed 2014 budget.
Public Service Enterprises
Department of Aviation
Department of Water Management
682,328,973
263,158,827
810,399,102
265,763,920
Chicago Midway Airport Chicago-O'Hare International Airport
Commissioner's Office Bureau of Administrative Support Bureau of Engineering Services Bureau of Water Supply Bureau of Operations and Distribution Bureau of Meter Services
110,574,133 571,754,840
8,651,047 5,424,515
11,451,582 84,745,081
141,335,901 11,550,701
2013
147,223,283 663,175,819
9,098,240 5,726,441
10,029,368 85,836,587
143,152,795 11,920,489
2014
Dept Total
Dept Total $945,487,800 $1,076,163,022Total - Public Service Enterprises
FUNDING COMPARISON BY DEPARTMENT
Department
122
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Service Enterprise
Department of Aviation
The Chicago Department of Aviation (CDA) manages the
operations of O’Hare and Midway International Airports,
which are owned by the City of Chicago. Chicago’s airports
are served by more than 50 passenger carriers and 25 cargo
airlines. The airports generate more than $45 billion in
annual economic activity and 540,000 jobs for the region.
CDA’s main duties include ensuring safe and efficient travel
at Chicago’s airports; overseeing 250 business tenants;
growing Chicago’s airports’ competitive positions in the
global aviation marketplace; and providing exceptional
services and amenities. CDA continuously integrates
environmental best practices into all aspects of the airports
to maintain its role as an international leader in airport
sustainability. Regular airport operations are funded by
revenue generated from airline landing and user fees,
terminal rents, parking and concessions. Capital funding
comes from sources such as airport revenue bonds, passenger
facility charges, federal airport improvement program funds,
and private investment.
CDA also manages the O’Hare Modernization Program
(OMP), which is reconfiguring O’Hare’s intersecting
runways into a modern, parallel layout, allowing for reduced
delays and increased capacity. OMP construction has been
underway since 2005 and continues to make progress.
2013 Highlights and 2014 Initiatives
O’Hare Modernization Program – With the opening of
Runway 10C-28C on October 17, 2013, OMP Phase One
is complete. Construction is underway on Runway 10R-27L
and the South Air Traffic Control Tower. These Phase 2A
projects are on schedule to be commissioned in 2015. Upon
full build out, OMP will create 195,000 new jobs and $18
billion in additional economic activity each year.
New Carriers at O’Hare and Midway – In 2013, four new
airlines initiated service at O’Hare: Airberlin offering direct
service to Berlin; Qatar Airways to Doha; Austrian Airlines
service to Vienna; and Hainan Airlines offering service to
Beijing. These four routes are estimated to create $515
million in annual economic activity for the region. In
addition, Sun Country Airlines began service from Midway
to Minneapolis in July 2013. Efforts will continue in 2014
when CDA will host the World Routes Forum in Chicago
on September 20-23, 2014. The aviation industry event
will bring more than 3,000 visitors to Chicago. The forum
further strengthens awareness of Chicago as a global market
and serves as a catalyst for air service growth.
Improved Re-Entry Process – In 2013, CDA introduced
two new initiatives at O’Hare to streamline the U.S. re-
entry process in the customs area: 1-Stop and Automated
Passport Control (APC). 1-Stop is for returning passengers
who have carry-on luggage only. APC allows U.S. and
Canadian passport holders to use a self-serve kiosk, which
allows travelers to clear customs faster. Since APC was
implemented in July 2013, Customs and Border Protection
processing wait times during peak arrival periods have been
reduced by 33 percent.
Parking and Rental Facility Upgrades – In 2013, CDA
announced plans for a new Joint Use Consolidated Rental
Car/Parking Facility and ATS Extension project at O’Hare.
This project will relocate and consolidate rental car facilities
into a joint use rental and public parking structure. The
extended ATS and relocation of shuttle bus operations will
reduce air emissions, and enhance transit connectivity for the
airport and non-airport users. Construction on this project
will begin in 2014. In September 2013, CDA commenced a
Parking Management Access Control Technology (PARCT)
project, which will automate the Parking System at O’Hare.
The new system will provide enhanced customer service
with Pay-on-Foot kiosks, space count and parking guidance.
Technology Enhancements - In 2014, CDA will continue to
enhance the travel experience by implementing new digital
signage technologies capable of displaying high resolution,
full motion video to improve communications with our
customers. CDA will add social media features to the
flychicago.com website along with launching a smart phone
version of the website that will provide passengers with real-
time access to flight times, concession offerings, and other
travel related information.
CCTV Coverage Expansion and Camera Ticketing System
- In 2014, CDA plans to enhance the airport’s closed
circuit television (CCTV) coverage in the concourse areas,
curbside and roadways of the terminals. In addition, we
expect to implement “Exit Breach” technology systems in
the terminals to prevent breaches of security. In addition,
CDA intends to integrate a camera ticketing system into the
airports’ closed circuit television security camera system that
would record traffic violations and capture vehicle license
plate information so that officers can issue citations to the registered owner of the vehicle.
123
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Service Enterprise
DEPARTMENT OF AVIATION
$110,574,133 $147,223,283
Chicago Midway Airport Fund Other Grant Funds
83,251,133 27,323,000
88,733,283 58,490,000
Total Full-time Equivalent Positions and Amounts
Chicago Midway Airport
15,206,233 95,367,900
16,867,083 130,356,200
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
FINANCIAL MANAGEMENT
LEGAL AND CONTRACT MANAGEMENT
COMMERCIAL DEVELOPMENT AND CONCESSIONS
CAPITAL DEVELOPMENT
AIRFIELD OPERATIONS
LANDSIDE OPERATIONS
SECURITY AND SAFETY MANAGEMENT
FACILITY MANAGEMENT
TURNOVER
Directs and supervise of financial matters concerning the airport system.
Provides direction on legal issues; provides for the processing and review of all airport contracts.
Manages airport tenant arrangement; analyzes current and proposed planning projects; manages all aspects of airport concession service.
Provides engineering and architectural services to review, design and manage airport development projects; monitors noise abatement program.
Provides for the safe operation of airplane traffic; airfield coordination; vehicle operations; snow and ice removal services; and crisis control system.
Provides for the safe and efficient movement of ground transportation services and manages the operation of parking facilities.
Provides airport security services to ensure the highest possible degree of safety of traveling persons and property; provide airport safety services to ensure the safest environment for employees, tenants, vendors and the traveling public.
Provides for reliable and proper operation of terminal facilities and equipment, airfield machinery, utility services and maintenance activities.
10
85
21
69
14
FTEs
4,896,910
2,444,685
11,200
3,443,700
57,758,100
10,225,906
21,255,337
11,676,764
35,955,748
(445,067)
FundingProgram Summary and Description 2014
177 199
177 199
FTEs FTEs
2013 2014
124
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Service Enterprise
DEPARTMENT OF AVIATION
$571,754,840 $663,175,819
Chicago O'Hare Airport Fund Other Grant Funds
311,714,840 260,040,000
325,202,819 337,973,000
Total Full-time Equivalent Positions and Amounts
Chicago-O'Hare International Airport
100,803,840 470,951,000
107,352,119 555,823,700
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
FINANCIAL MANAGEMENT
LEGAL AND CONTRACT MANAGEMENT
COMMERCIAL DEVELOPMENT AND CONCESSIONS
CAPITAL DEVELOPMENT
AIRFIELD OPERATIONS
LANDSIDE OPERATIONS
SECURITY AND SAFETY MANAGEMENT
FACILITY MANAGEMENT
TURNOVER
Directs and supervise of financial matters concerning the airport system.
Provides direction on legal issues; provides for the processing and review of all airport contracts.
Manages airport tenant arrangement; analyzes current and proposed planning projects; manages all aspects of airport concession service.
Provides engineering and architectural services to review, design and manage airport development projects; monitors noise abatement program.
Provides for the safe operation of airplane traffic; airfield coordination; vehicle operations; snow and ice removal services; and crisis control system.
Provides for the safe and efficient movement of ground transportation services and manages the operation of parking facilities.
Provides airport security services to ensure the highest possible degree of safety of traveling persons and property; provide airport safety services to ensure the safest environment for employees, tenants, vendors and the traveling public.
Provides for reliable and proper operation of terminal facilities and equipment, airfield machinery, utility services and maintenance activities.
47
35
12
13
18
306
239
361
311
FTEs
33,171,164
18,035,106
1,119,197
11,930,322
344,922,394
42,464,734
100,833,554
35,218,614
79,442,670
(3,961,936)
FundingProgram Summary and Description 2014
1,221 1,342
1,221 1,342
FTEs FTEs
2013 2014
125
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Service Enterprise
Department of Water Management
The Department of Water Management (DWM) delivers quality water to residents throughout the Chicagoland area and efficiently manages waste and stormwater to protect public health in the most environmentally and fiscally responsible manner possible. DWM is responsible for the maintenance, repair, and replacement of the entire water and sewer infrastructure, including over 400,000 appurtenances such as catch basins, manholes, fire hydrants, and other ancillary structures.
The primary function of DWM is the purification and transmission of potable water to the homes and business of Chicago, and 126 suburban communities. The Department draws water from Lake Michigan via intake cribs that transport the water to the City’s two treatment plants. The plants treat and distribute the water through approximately 4,300 miles of water mains via twelve pumping stations. DWM continually tests and monitors the water for quality and safety, performing tests throughout the water system from intake to tap. DWM is also responsible for the transport of wastewater and stormwater through approximately 4,400 miles of sewer mains to the Metropolitan Water Reclamation District of Greater Chicago treatment plants.
2013 Highlights and 2014 Initiatives
The Water Main Replacement Program – In 2011, DWM began a decade-long initiative to replace 880 miles of century-old water pipes, relining or rebuilding more than 750 miles of sewer lines, relining 14,000 sewer structures, and upgrading four of the original steam-power pumping stations. This ongoing initiative aims to modernize the City’s water infrastructure and improve reliability and service for consumers. As of October 1, 2013, DWM replaced 3,500 leaks across its distribution system, which is 600 fewer leaks, or 15 percent less, than during the same time frame for 2012.
With additional capital funds in 2012 from an increase in water and sewer rates, DWM expanded its water main replacement goal from 30 to 70 miles and the sewer main replacement program from 9 miles to 17 miles, which DWM met. In 2013, DWM again increased its target to replacing 75 miles of water mains and 17 miles of sewer mans. As of October 1, 2013, DWM has replaced 70 miles of water mains and 10 miles of sewer mains. In 2014, DWM will continue to improve and increase its targets by aiming to replace 85 miles of water mains and 21 miles of sewer mains. DWM began using a new technology to line sewers with
a resin polymer that extends the life of existing sewer mains and sewer structures. This lining technology is less disruptive to neighborhoods and traffic than replacing the mains and structure and is quicker and less costly. In 2012, the Department lined 47 miles of sewer mains and 14,000 structures. As of October 1, 2013, DWM has lined 32.5 miles of sewer mains and 11,270 sewers structures. For 2014, the Department’s goal is to line 49 miles of sewer mains and 14,000 sewer structures. MeterSave Program – The MeterSave Program works with single family and two-flat homeowners to install free water meters. Since its inception, over 47,000 customers have volunteered and over 37,200 meters have been installed, with 14,974 meters installed in 2013 alone. DWM estimates that once all single family and two-flat residences are metered, the City will save approximately 30 million gallons a day because once customers can measure their water use they are likely to conserve more water. By metering the roughly 284,000 unmetered residential property accounts, there will be enough water to supply an additional 300,000 people with water, assuming 100 gallons per person per day.
Jardine Purification Plant Basin Project - In 2013, nine basins had new drive chain and sprockets installed, providing more efficient sediment removal, a reduction in cleaning time, and less down time. In 2014, the collector and cross collector chain will be replaced, which will result in better sediment removal as well as better water quality.
Conversion of Steam Stations - The conversion of four steam stations to electricity will result in savings at the Springfield Avenue Pumping Station ($4.5 million), Central Park Pumping Stations ($4.5 million), Western Avenue Pumping Station ($4.6 million), and the Mayfair Pumping Stations ($5.3 million). In addition to savings, these conversions will reduce the carbon footprint of the buildings. For example, the Springfield Pumping station conversion, scheduled for completion in the summer of 2015, will remove over 17,000 tons of carbon dioxide from the air. This is equivalent to the removal of over 2,800 vehicles from the road on a daily basis.
Meter Service Interface – DWM has been working to interface its customer billing system and work order system, allowing its field personnel to complete work orders in the field by utilizing mobile devices. Customers will receive real time billing information and be able to resolve billing disputes faster. Testing and evaluation will begin within the year and should be ready to implement by fall 2014.
126
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Service Enterprise
DEPARTMENT OF WATER MANAGEMENT
Water Fund 8,651,047 9,098,240
Commissioner's Office
2,477,844 6,173,203
2,984,777 6,113,463
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
SAFETY AND SECURITY
TURNOVER
Coordinates employee safety measures and provides site security at water and sewer system facilities.
15
26
FTEs
3,410,796
5,800,398
(112,954)
FundingProgram Summary and Description 2014
31 41 FTEs FTEs
2013 2014
DEPARTMENT OF WATER MANAGEMENT
Water Fund 5,424,515 5,726,441
Bureau of Administrative Support
3,655,276 1,769,239
4,248,393 1,478,048
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
TURNOVER
65
FTEs
5,908,896
(182,455)
FundingProgram Summary and Description 2014
54 65 FTEs FTEs
2013 2014
127
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Service Enterprise
DEPARTMENT OF WATER MANAGEMENT
$11,451,582 $10,029,368
Water Fund Sewer Fund
7,738,079 3,713,503
7,901,290 2,128,078
Total Full-time Equivalent Positions and Amounts
Bureau of Engineering Services
7,643,617 3,807,965
6,267,303 3,762,065
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
CAPITAL DESIGN AND CONSTRUCTION SERVICES
ENGINEERING SERVICES
INSPECTION SERVICES
TURNOVER
Plans, designs, and supervises capital improvements to the sewer and water systems.
Provides the planning, analysis, and investigation necessary to maintain and expand the water distribution and sewer systems. Prepares system atlases and updates permanent records.
Protects public health and welfare by inspecting consumer plumbing to ensure compliance with the City code. Inspects and evaluates the condition of valves throughout the water system, and protects the water and sewer systems from damage by private contractors.
4
35
4
29
FTEs
626,757
3,278,496
3,832,394
2,796,096
(504,375)
FundingProgram Summary and Description 2014
45 42
46 26
87 72
FTEs FTEs
2013 2014
DEPARTMENT OF WATER MANAGEMENT
Water Fund 84,745,081 85,836,587
Bureau of Water Supply
52,182,497 32,562,584
53,274,011 32,562,576
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
SAFETY AND SECURITY
WATER QUALITY
Coordinates employee safety measures and provides site security at water and sewer system facilities.
Conducts comprehensive water quality monitoring to ensure sanitary quality is maintained throughout the water system.
6
47
FTEs
1,102,246
1,387,076
5,642,442
FundingProgram Summary and Description 2014
613 608 FTEs FTEs
2013 2014
128
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Service Enterprise
DEPARTMENT OF WATER MANAGEMENT
$141,335,901 $143,152,795
Water Fund Sewer Fund
73,412,318 67,923,583
73,027,450 70,125,345
Total Full-time Equivalent Positions and Amounts
Bureau of Operations and Distribution
94,431,084 46,904,817
96,751,525 46,401,270
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
ENGINEERING SERVICES
INSPECTION SERVICES
SYSTEM INSTALLATION
SYSTEM MAINTENANCE
COMMUNICATIONS AND COORDINATION
TURNOVER
Provides the planning, analysis, and investigation necessary to maintain and expand the water distribution and sewer systems. Prepares system atlases and updates permanent records.
Protects public health and welfare by inspecting consumer plumbing to ensure compliance with the City code. Inspects and evaluates the condition of valves throughout the water system, and protects the water and sewer systems from damage by private contractors.
Provides for the replacement of sewers, water mains, water valves, and fire hydrants. Monitors the cleaning of large sewers by private contractors.
Maintains and repairs sewer mains, catch basins, and manholes to ensure the free flow of storm and sanitary sewage and to prevent hazards to the public. Performs normal and emergency repair and maintenance of water distribution appurtenances.
Coordinates, schedules, dispatches, and closes all bureau investigations, and issues work repair orders with proper notices and permits via the 311 system. Coordinates with utility companies and other City departments on the DIGGER Program and other CDOT permitting and construction. Coordinates emergency communication between DWM and other City departments.
17
16
16
68
1,063
27
FTEs
2,430,343
1,096,943
1,625,892
48,010,449
93,200,896
1,980,074
(5,191,802)
FundingProgram Summary and Description 2014
652 551
642 565
1,203 1,207
FTEs FTEs
2013 2014
WATER PUMPING
WATER TREATMENT
TURNOVER
Operates and maintains 12 pumping stations at optimum discharge pressure to provide sufficient water for domestic, industrial, and firefighting needs.
Operates and maintains the City's two water purification plants to provide over one billion gallons of potable water per day.
220
335
28,782,096
51,736,807
(2,814,080)
129
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department Public Service Enterprise
DEPARTMENT OF WATER MANAGEMENT
Water Fund 11,550,701 11,920,489
Bureau of Meter Services
11,100,106 450,595
11,431,094 489,395
Personnel Services Non-Personnel Services
ALLOCATION
Appropriation RecommendationFUND SOURCE(S)
ADMINISTRATION
METER OPERATIONS SUPPORT
WATER METER INSTALLATIONS AND REPAIRS
TURNOVER
Supports the City's water meter installation and repair programs.
Provides water meters to customers. Repairs and installs meters, including remote meters with read-out devices in the field; and reconditions and tests newly designed meters, fire detector meters, and existing meters. Ensures the accuracy and efficiency of meter readings, semi-annual assessments, and new account examinations. Manages the processing of delinquent accounts.
3
48
94
FTEs
298,030
3,987,467
8,078,668
(443,676)
FundingProgram Summary and Description 2014
143 145 FTEs FTEs
2013 2014
130
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department General Financing Requirements
General Financing Requirements
The Finance General category represents cross-departmental
expenses such as employee benefits, contributions to
employee pension funds, and long-term debt service
payments.
In 2014, $478.3 million will be required to meet the City’s
statutorily-required employer contributions to pension
funds. The Finance General budget also provides a total
of $1.71 billion for the payment of debt service. Pension
contributions and debt service expenses are discussed in
greater detail in the Revenue Discussion section of this
document.
The proposed 2014 Finance General budget includes $475.3
million in employee benefits costs for active employees and
annuitants. Costs for employee benefits are up slightly
from the 2013 budget, as normal increases due to national
industry trends are offset in part by decreases due to changes
to retiree healthcare and the structure of the City’s HMO.
In addition, in past years, contractual benefits management-
related costs were budgeted as part of overall employee
benefits costs. The 2014 budget separates these costs from
actual healthcare and benefits expenses; contractual benefits
management-related costs are not included in the $475.3
million presented below.
Similarly, in past years, unemployment insurance costs
were budgeted in the same category of costs as workers’
compensation costs. In the 2014 budget, unemployment
insurance costs are separated from workers’ compensation
costs; unemployment insurance costs are not included in the
$54.9 million presented below for 2014 but were a part of
the $66.7 million for 2013.
Pension Funds
Loss in Collection of Taxes
Finance General
Employee Benefits Workers' Compensation Payment of Judgments Debt Service Other
469,836,502 66,675,349 6,237,742
1,520,332,540 408,127,109
475,335,626 54,860,000 6,859,742
1,711,284,467 525,357,421
2,471,209,242 2,773,697,256Subtotal:
Total-General Financing Requirements $2,970,086,642 $3,272,303,256
Reimbursements Between Funds $263,054,236 $273,767,414
2013 Appropriation
2014 RecommendationExpenditure Categories
479,455,000
19,422,400
2,471,209,242
478,269,000
20,337,000
2,773,697,256
FUNDING COMPARISON BY FUNCTION GENERAL FINANCING REQUIREMENTS
131
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department General Financing Requirements
FINANCE GENERAL
TOTALS
Corporate Fund Water Fund Vehicle Tax Fund Motor Fuel Tax Fund Sewer Fund Library Fund-Buildings and Sites Library Fund Emergency Communication Fund Special Events and Municipal Hotel Operators' Occupation Tax Fund Sales Tax Bond Redemption Fund Note Redemption and Interest Series Fund Bond Redemption and Interest Series Fund Library Bond Redemption Fund Library Note Redemption and Interest Tender Notes Series "B" Fund Emergency Communication Bond Redemption and Interest Fund City Colleges Bond Redemption and Interest Fund Chicago Midway Airport Fund Municipal Employees' Annuity and Benefit Fund Laborers' and Retirement Board Annuity and Benefit Fund Policemen's Annuity and Benefit Fund Firemen's Annuity and Benefit Fund Chicago O'Hare Airport Fund CTA Real Property Transfer Tax Fund Tax Increment Financing Administration Fund
569,525,177 384,954,020 56,472,062 18,619,000
198,998,525 166,000
24,056,583 66,686,000 6,617,408
38,562,000 0
531,068,000 4,340,000
75,231,000 22,324,000 36,632,000
121,210,143 162,743,000 14,616,000
192,564,000 109,532,000 557,091,960 37,920,000 3,212,000
600,119,291 451,645,812 53,868,758 25,226,461
234,974,753 0
21,590,025 67,105,000 12,650,899 40,063,000 20,113,000
595,120,000 4,342,000
78,764,000 22,324,000 36,632,000
135,476,187 162,594,000 15,075,000
188,431,000 112,169,000 609,718,764 55,797,000 2,270,720
FUND SOURCE(S) 2013
Appropriation 2014
Recommendation
$3,233,140,878 $3,546,070,670
571,602,177
$3,235,217,878
132
2 0 1 4 B u d g e t O v e r v i e w
Program and Budget Summaries by Department General Financing Requirements
PENSION FUNDS
LOSS IN COLLECTION OF TAXES
FINANCE GENERAL Employee Benefits
Workers' Compensation
Payment of Judgments
Debt Service
Other
Program Summary and Description
478,269,000
20,337,000
475,335,626
54,860,000
6,859,742
1,711,284,467
525,357,421
2014
For payment to employee annuity and benefit funds.
For anticpated loss in collection of the property tax levy.
For the payment of employee and annuitant benefits.
For payment of claims under workers' compensation, not including such claims for the public safety and aviation departments.
For payment of judgments, settlements, and outside counsel related to non-public safety litigation.
For payment of principal and interest on outstanding bonds, notes, and other debt instruments.
For other Citywide expenditures that do not fall within any single department's budget, including insurance premuims, accounting and auditing expenses, Citywide IT systems and maintenance, matching funds for grants, and support provided by the City to the CTA each year.
Funding
FINANCE GENERAL
133
C a p i ta l I m p r o v e m e n t P r o g r a m
2014 Budget O v e rv i e w
2 0 1 4 B u d g e t O v e r v i e w
Capital Improvement Program
Introduction and Relationship to Annual Operating Budget
The City’s capital improvement program funds the physical
improvement or replacement of City-owned infrastructure
and facilities with long useful lives, such as roads, buildings
and green spaces.
Planning for capital improvements is an ongoing process.
As the City’s infrastructure and facilities age and as needs
change, capital programs and priorities must be adjusted.
New construction may be necessary to accommodate
increased demand or replace aging facilities. Existing
infrastructure requires periodic rehabilitation, replacement,
and improvement to protect the City’s previous investment.
Such continued investment is critical to support and
enhance neighborhoods, stimulate the economy, and
improve services. In order to determine whether to invest
in new capital assets or improve existing capital assets, the
long-term operating and maintenance costs of such assets
are considered and included in operating budget forecasts.
Funding for the City’s capital improvement program
comes from general obligation bond issuances, revenue
bond issuances (largely for water, sewer, and aviation
improvements), state and federal funding, tax increment
financing, and private funding through public/private
ventures. Payment of debt service associated with capital
project bonds must be authorized in the City’s operating
budget.
2014 Capital Improvement Program
The City’s capital improvement program recommends
investing $1.74 billion in capital improvements in
2014, $552.1 million of which will fund aviation capital
improvements. The charts below present the anticipated
sources of capital funding and the proposed uses of capital
funding in 2014. Aviation capital funding sources and uses
are presented separately from local capital funding sources
and uses. This is done to provide a clear picture of the funding
sources for, and the distribution of funding amongst, local
capital projects that affect basic City infrastructure and
neighborhoods. Aviation capital funding is used exclusively
for projects at the City’s two international airports.
Water and Sewer Bonds
47%
Federal Funding 21%
General Obligation Bonds
11%
Tax Increment Financing (TIF)
9%
Other 5%
TIFIA 4%
State Funding 3%
Revenue Bonds 65%
TIFIA Aviation
30%
Federal Funding
3%
Passenger Facility
Charges 2%
2014 AVIATION FUNDING SOURCES
Chart 9
2014 CAPITAL FUNDING SOURCES
Chart 10
137
2 0 1 4 B u d g e t O v e r v i e w
Capital Improvement Program (continued)
The proposed uses of local capital funding in 2014 are
presented in the following categories:
Greening and streetscapes, which include
greenways, medians, trees, fountains, community
gardens, natural areas, neighborhood parks, and
streetscaping projects
City facilities, which include City buildings and
operating facilities, police and fire stations, senior
centers, and libraries
City infrastructure, which includes street
construction, viaduct improvements, alleys,
street lighting, curb cut ramps, sidewalks, bridge
improvements, traffic signals, bike lanes, and
shoreline work
Aldermanic menu projects, which consist of
projects funded through a portion of local bond
funding provided to aldermen each year to be spent
at their discretion on a specific menu of capital
improvements in their respective wards
Water and sewer projects, which consist of
construction and repairs to the City’s water and
sewer lines and related facilities
Significant capital projects that will be funded in 2014
include:
Ongoing construction of the new elevated CTA
station at the Cermak stop on the Green Line,
providing direct transfers to buses on Cermak
Road and facilitating convenient access to both
McCormick Place and the local community.
Streetscaping of 71st Street, from South Shore
Drive to Jeffery Boulevard, including improved
sidewalks, lighting, and landscaping.
Continuation of the Riverwalk project, from State
Street to LaSalle Street, utilizing Transportation
Infrastructure Finance and Innovation Act
(TIFIA) loan funds to extend the existing walks
O'Hare Airport
84%
Midway Airport
16%
2014 AVIATION FUNDING USES
Chart 11
City Infrastructure
37%
Water and Sewer Projects
47%
Greening and Streetscapes
7% Aldermanic Funds
7%
City Facilities 2%
2014 CAPITAL FUNDING USES
Chart 12
138
2 0 1 4 B u d g e t O v e r v i e w
Capital Improvement Program (continued)
and establish connections beneath the bridges,
creating a continuous walkway; which will create
opportunities for commercial attractions and
public programming to activate the space as a
public amenity
Rehabilitation of the City’s aging water and sewer
system, a decade-long initiative, which includes
replacing 880 miles of century-old water pipes,
relining or rebuilding more than 750 miles of
sewer lines, relining 14,000 sewer structures,
and upgrading four of the original steam-power
pumping stations.
Appendix B contains a list of capital projects planned for
2014, together with the projected amount and source of
funding and category type for that project. Water, sewer,
and aviation capital projects are not listed in Appendix B,
however, additional details on these capital projects can be
found in the departmental summaries for the Department of
Water Management and the Department of Aviation, in the
preceding section of this document. Projects funded in prior
years may be under construction in 2014. Please consult the
Capital Improvement Program document posted on the
Office of Budget and Management’s homepage on the City’s
website for additional projects.
A discussion of the City’s capital improvement program
from 2003 through 2017 can be found in this year’s
Annual Financial Analysis, and details regarding the
allocation, funding source, timing, and scope of each capital
improvement project planned through 2017 is available
on the City’s website. Capital improvement plans are
adjusted throughout the year to reflect the changing needs
of the City; accordingly, the capital plans set forth in this
document and on the City’s website form an outline of
planned expenditures given available resources and are not
intended to be a final or all-inclusive inventory of the City’s
capital needs and projects.
2014 Tax Increment Financing Program
Capital projects funded through the City’s tax increment
financing (TIF) program are accounted for within the City’s
overall capital improvement plan, as described above. The
following is additional detail regarding the TIF program and
the manner in which TIF funds will be utilized by the City
in 2014.
The TIF program is governed by a state law allowing
municipalities to capture property tax revenues derived from
the incremental equalized assessed value (EAV) above the
base EAV that existed before an area was designated as a TIF
district and use that money for community projects, public
improvements, and incentives to attract private investment
to the area. The intention is that the effective use of tax
increment funds helps expand the tax base, thus increasing
the amount of tax increment generated in the district for re-
investment within the district and ultimately increasing the
property tax base for taxing districts.
In 2014, the City anticipates collecting $375.9 million in
tax increment revenue from its 151 TIF districts. The chart
presents the proposed TIF-funded programming for 2014 in
the following categories:
Neighborhood Economic Development, which
includes the construction of affordable housing,
the rehabilitation of existing homes and buildings,
reimbursements to private developers for expenses
on approved redevelopment projects, employment
training programs, and TIF site preparation such
as property assembly, demolition, relocation, and
environmental work
City Infrastructure, which includes the construction
of and improvements to streets, sidewalks, and
lighting, as well as City facilities like libraries, police
stations, and fire stations
Parks, which includes City-funded open space
projects as well as improvements to Chicago Park
District facilities such as parks, playgrounds, and
field houses
Schools, which includes the cost of rehabilitating
existing schools, constructing new schools, and
financing costs associated with those school
construction projects
139
2 0 1 4 B u d g e t O v e r v i e w
Capital Improvement Program (continued)
Transit Projects, which includes construction of
new stations and improvements to existing Chicago
Transit Authority facilities as well as improvements
to CTA infrastructure
Downtown Economic Development, which
includes reimbursements to companies for job
training and leasehold improvements of commercial
office space intended to reduce commercial vacancy
rates and increase employment downtown
Other city uses, which includes debt service and
program administration costs. Financing consists
of funds allocated to pay principal and interest on
bonds and notes, the proceeds of which are used
to fund redevelopment and public improvement
projects. Program administration includes staff
costs as well as auditing and reporting costs related
to implementing the TIF program
Links to TIF redevelopment plans, maps, 2012 financial
audit reports, redevelopment agreements, projection reports,
and searchable revenue and expenditure data for each district
can be found at www.cityofchicago.org/TIF.
Schools 35%
Neighborhood Economic
Development 30%
City Infrastructure
18%
Transit 6% Other City Uses
5% Parks
4%
Downtown Economic
Development 2%
2014 TIF PROGRAMMING
Chart 13
140
H ow C h i c a g o Bu d g e t s
2014 Budget O v e rv i e w
2 0 1 4 B u d g e t O v e r v i e w
How Chicago Budgets Budget Process
Budget Process
Each year, the City prepares an annual budget that accounts
for revenue from taxes and other sources and sets forth a plan
for how the City intends to utilize those resources over the
course of the following year. In accordance with the State
of Illinois Municipal Code, the City produces a balanced
budget, meaning that its appropriated expenditures do not
exceed the amount of resources it estimates will be available
for that year.
The budget process begins each summer, when City
departments inform the Office of Budget and Management
(OBM) of their personnel and non-personnel needs for the
upcoming year. OBM then prepares a preliminary budget
based on the requests submitted by the departments and
the resources OBM expects will be available to fund those
needs. This preliminary budget is used to inform the Annual
Financial Analysis, which by Executive Order is issued on or
before July 31st of each year.
The Annual Financial Analysis presents an overview of the
City’s financial condition, and it serves as the starting point
for preparing the next year’s budget. The document includes
a historical analysis of the City’s revenue and expenditures;
financial forecasts for the City’s major funds; and detailed
analyses of the City’s reserves, capital program, debt, and
pensions.
Throughout the remainder of the summer, OBM and
the departments continue the process of reviewing each
department’s operating and programmatic needs and
developing detailed departmental budgets. OBM also
evaluates anticipated Citywide expenses such as pension
contributions and employee health care, and estimates the
amount of revenue that the City will collect in the following
year.
In the fall, the City solicits input from the public, encouraging
residents to ask questions and express their opinions about
the City’s budget. Last year, the City launched a website,
www.chicagobudget.org, to further facilitate this process.
After receiving input from Chicago residents, the Mayor and
OBM work with departments to develop one final budget for
the entire City government. When these steps are complete,
OBM compiles and balances the Mayor’s proposed budget,
which is introduced to the City Council on or before
October 23rd of each year. The proposed budget, referred
to as the 2014 Budget Recommendations, is available for
public review on the City’s website.
The City Council then holds committee and public
hearings on the Mayor’s proposed budget and may propose
amendments to it. Once the proposed budget, as amended,
is approved by the City Council, it becomes the Annual
Appropriation Ordinance. The Annual Appropriation
Ordinance is implemented on January 1st of the following
year and represents the City’s operating budget for that year.
143
2 0 1 4 B u d g e t O v e r v i e w
How Chicago Budgets (continued) Budget Documents
Budget Documents
The City strives to produce budget documents that accurately
and transparently reflect the City’s revenues, expenditures,
and overall financial plan for the coming year. This year’s
budget documents include:
Annual Financial Analysis
The Annual Financial Analysis provides a review of the
City’s revenues and expenditures over the past 10 years, a
forecast of the City’s finances for the next three years, and
analyses of the City’s reserves, pension contributions, debt
obligations, and capital improvement program. The goal of
the Annual Financial Analysis is to provide a framework for
the development of the City’s annual operating and capital
budgets with an emphasis on planning for future years, and
to provide in-depth information on City finances in a format
that is approachable for the public.
Budget Overview
The Budget Overview provides a summary of the proposed
budget and detailed information on the City’s anticipated
revenues, expenditures, and personnel. It also provides a
statement of the goals and purposes of each City department,
a summary of the programs and services provided by each
department, and information regarding the cost of and the
funding sources supporting each City department.
Budget Recommendations
By Executive Order, on or before October 23rd of each
year, the Mayor submits the administration’s proposed
budget to the City Council in accordance with Illinois state
law. These Budget Recommendations contain line-item
budget detail for all local funds and an outline of the City’s
anticipated grant funding for the coming year. At the same
time, line-item budgets for the anticipated grants are posted
online. Once approved by the City Council, the Budget
Recommendations, along with any amendments, become
the Annual Appropriation Ordinance.
Draft Action Plan
The Draft Action Plan presents programs and resources that
address key housing and community development needs
identified by the City and details a proposed comprehensive
annual budget for the City’s Community Development
Block Grant, Emergency Shelter Grant, Home Investment
Partnership Grant, and Housing Opportunities for Persons
with AIDS Grant programs.
Final Action Plan
The Final Action Plan is the City’s approved annual budget
for the Community Development Block Grant, Emergency
Shelter Grant, Home Investment Partnership Grant, and
Housing Opportunities for Persons with AIDS Grant
programs. It is submitted to the U.S. Department of Housing
and Urban Development for funding consideration.
Annual Appropriation Ordinance
The Annual Appropriation Ordinance is the City’s line-item
budget, as passed by the City Council.
Capital Improvement Program
The Capital Improvement Program is a comprehensive list
of capital improvements scheduled to occur in the City over
the next five years. It is updated annually and made available
on the City’s website.
144
2 0 1 4 B u d g e t O v e r v i e w
How Chicago Budgets (continued) Budget Calendar
Budget Calendar
Each year, the budget is developed over several months
with input from City departments, elected officials, and
the public. The general budget calendar is presented below.
June
Departments submit preliminary revenue and expense
estimates to OBM.
July
In accordance with Executive Order No. 2013-1, the City
presents the Annual Financial Analysis to the City Council
and the general public.
August/September
OBM receives detailed budget requests from City
departments and holds a series of meetings with each
department regarding the department’s needs for the coming
year. The City solicits public input on the development of
the City budget. OBM works with the Mayor’s Office to
match expenses with available resources and balance the
next year’s budget.
October
On or before October 23rd, the Mayor submits a proposed
budget to City Council, and the City Council conducts
hearings on the budget, including at least one public
hearing to gather comments on the proposed budget.
November/December
Additions or changes to the proposed budget are considered.
City Council must approve a balanced budget by December
31st, at which point the Budget Recommendations become
the Annual Appropriation Ordinance. The Final Action
Plan is submitted to the U.S. Department of Housing and
Urban Development for funding consideration.
January
The City’s Annual Appropriation Ordinance goes into
effect.
Throughout The Year
Throughout the year, OBM manages the resources allocated
through the Annual Appropriation Ordinance. OBM
regularly reviews revenues, expenditures, and any trends
or events that may affect City finances. On an ongoing
basis, City departments provide information about the
performance of City programs to ensure that City resources
are used in a manner that maximizes taxpayer value and
provides the highest quality services.
145
2 0 1 4 B u d g e t O v e r v i e w
How Chicago Budgets (continued) Basis of Budgeting
Basis of Budgeting
The City prepares and presents its annual budget on a
modified accrual basis of accounting, with the exception of
property taxes. The modified accrual basis of accounting is
an accounting method that measures the performance and
position of a company, or in this case a government agency,
by recognizing revenue when earned, as long as the revenue is
collectible within the current account period or soon enough
to be used to pay liabilities from the current account period.
The City accounts for revenues as soon as the revenues are
both measurable and available. Such revenues are used to
pay liabilities from the current account period.
The City records revenues from fees for licenses and permits,
charges for services, and other revenues when the revenues
are received in cash at the time of the issuance of the license
or permit or the provision of the service. For budgeting
purposes, property taxes are considered revenue for the year
in which the taxes are levied.
Appropriations are made at the line item and/or account level,
and presented by fund and by City department. The City’s
expenditures include both cash payments and encumbrances
(funds that are committed pursuant to a contract) that are
related to the current fiscal year. Expenditures are generally
recorded when an event or transaction occurs. All annual
appropriations lapse at year end if they remain unspent and
unencumbered.
The City’s budgetary basis of accounting described above
differs from the City’s GAAP basis reporting, which is used
in the City’s Comprehensive Annual Financial Report. The
key differences are:
The City budgets encumbrances as expenditures,
whereas the GAAP reflects encumbrances as
reservations of fund balances.
The City’s budget classifies both long-term debt
proceeds and operating transfers-in as revenues,
whereas GAAP classifies these as other financial
sources.
The City does not budget doubtful accounts,
which are accounts that have been delinquent for a
period of at least 90 days and for which collection
is unlikely; however, doubtful accounts are reported
under GAAP.
The City budget classifies the prior year’s surplus as
an available resource, whereas GAAP records it as a
portion of the City’s fund balance.
146
2 0 1 4 B u d g e t O v e r v i e w
How Chicago Budgets (continued) Financial Policies
The City’s financial policies provide a framework for sound
fiscal management across all levels of City government,
assist the Mayor and the City Council in making decisions
that have a fiscal impact on the City, outline standards for
consistent and transparent budgetary practices, and provide
a roadmap for maximizing service quality and efficiency.
The City consistently evaluates these policies to determine
if any portions thereof should be modified to accommodate
changing circumstances and conditions.
Fiscal Policies
These fiscal policies are intended to secure the City’s fiscal
integrity and health, encourage equitable allocation of costs
and resources, identify potential financial risks and options
to mitigate them, maximize economic efficiency, and allow
sufficient flexibility to consider new fiscal and budgetary
strategies. The City will strive to adhere to the following
fiscal policies:
Balanced and Comprehensive Budgeting
The City will base its annual budget on a reliable
assessment of the available resources for that year
and a meaningful understanding of the City’s
service priorities, and will adopt a balanced budget
in accordance with the Illinois Municipal Code (65
ILCS 5/8-2-6).
Members of the public will be provided with an
opportunity to submit comments on the annual
budget through community forums, written or
electronic submissions, or other appropriate means,
and at any public hearings required by the Illinois
Municipal Code (65 ILCS 5/8-2-6).
As part of the annual budget process, the City should
evaluate each department’s direct costs, as well as
any indirect costs that are necessary to conduct that
department’s function. Accurately assessing these
costs across City government will provide a useful
measure of the full cost of City services.
Enterprise funds should be charged the full cost of
services provided by other City funds.
Grants Management
Anticipated grants are appropriated annually through
the budget process as part of the Appropriation
Ordinance passed by the City Council. Before
applying for or accepting any grant, the City should
evaluate whether the grant is consistent with the
City’s mission and priorities and assess the costs,
responsibilities, and risks associated with the grant.
Capital Investments and Maintenance
The City will strive to consistently maintain capital
assets and prioritize capital projects in a manner that
minimizes future maintenance and replacement
costs, and meets Chicago’s infrastructure needs.
Diverse Revenue System and Evaluation of Costs
The City will strive to maintain a diversified revenue
system that is responsive to the changing economy
and designed to protect the City from short-term
fluctuations in any individual revenue source.
User fees should be regularly evaluated and set at
levels designed to support the full cost of the service.
The City will critically evaluate tax and fee
reductions and waivers to determine their value and
impact on City services and finances.
Where appropriate, the cost of City services should
be benchmarked against similar providers of
such services so that the City is able to accurately
evaluate opportunities to improve efficiency and
reduce costs associated with service delivery.
147
2 0 1 4 B u d g e t O v e r v i e w
How Chicago Budgets (continued) City of Chicago Organizational Chart
Chicago Residents
City Council
Council Committees
Mayor
Office of the Mayor
Finance and Administration
Office of Budget and Management
Department of Innovation and
Technology
Department of Finance
Department of Administrative
Hearings
Department of Law
Department of Human Services
Department of Procurement
Services
Department of Fleet and Facility
Management
Legislative and Elections
Board of Election Commissioners
City Development
Department of Planning and Development
Department of Cultural Affairs and
Special Events
Community Services
Department of Public Health
Commission on Human Relations
Mayor’s Office for People with Disabilities
Department of Family and Support
Services
Chicago Public Library
Public Safety
Police Board
Independent Police Review Authority
Police Department
Office of Emergency
Management and Communications
Fire Department
Regulatory
Office of the Inspector General
Department of Buildings
Department of Business Affairs and Consumer
Protection
Commission on Animal Care and
Control
License Appeal Commission
Board of Ethics
Infrastructure Services
Department of Streets and Sanitation
Chicago Department of Transportation
Public Service Enterprise
Department of Water Management
Department of Aviation
City Clerk City Treasurer
149
2 0 1 4 B u d g e t O v e r v i e w
How Chicago Budgets (continued)
Amusement Tax: A tax imposed upon the patrons of amusement activities within the City of Chicago including
sporting events, theater productions, and a variety of other
entertainment activities. The tax does not apply to admission
fees to witness in-person live theatrical, live musical, or other
live cultural performances that take place in a venue whose
maximum capacity is not more than 750 persons. The tax
rate is 5 percent of the fee paid to witness in-person live
theatrical, live musical, or other live cultural performances
that take place in a venue whose maximum capacity is more
than 750 persons. For all other types of amusement activities,
the tax rate is 9 percent of the fee paid to enter, witness, view,
or participate in such amusement. Authorization: Municipal
Code 4-156-020.
Appropriation: An amount of money in the budget, authorized by the City Council, for expenditures for specific
purposes. Appropriations are made by account group within
each department and fund.
Assessed Valuation: The product of the market value of property and its assessment level. Authorization: Cook
County Ordinance 10/25.
Automatic Amusement Device Tax: A tax imposed on each automatic amusement device or machine used within the
City of Chicago for gain or profit. The tax rate is $150 per
amusement device annually. Authorization: Municipal Code
4-156-160.
Basis of Accounting: The method used to recognize increases and decreases in financial resources.
Basis of Budgeting: The method used to determine when revenue and expenditures are recognized for budgetary
purposes.
Boat Mooring Tax: A tax imposed on the mooring or docking of any watercraft for a fee in or on a harbor, river or other
body of water within the corporate limits or jurisdiction of
the City. The tax rate is 7 percent of the mooring or docking
fee. Authorization: Municipal Code 3-16-030.
Bottled Water Tax: A tax imposed on the retail sale of bottled water in the City of Chicago. The tax rate is $0.05
per bottle. Authorization: Municipal Code 3-43-030.
Cable Franchise Fee: A franchise fee imposed on the privilege of operating cable television systems within the City
of Chicago. The fee is 5 percent of annual gross revenues.
Authorization: Municipal Code 4-280-170.
Charges for Service: Charges levied for services provided by the City of Chicago that are not covered by general
tax revenue. Such services include building inspections,
information requests, emergency medical services, and
safety services.
Cigarette Tax: A tax of $0.0715 per cigarette ($1.43 per pack of twenty) is imposed upon all cigarettes possessed
for sale within the City of Chicago. The tax is paid through
the purchase of tax stamps from the City of Chicago
Department of Finance. Wholesale cigarette dealers are
responsible for purchasing and affixing tax stamps to each
package of cigarettes prior to delivery to the retail cigarette
dealer. Retail cigarette dealers pass the tax on to consumers.
Authorization: Municipal Code 3-42-020.
Commercial Paper: An unsecured, short-term debt instrument issued by an organization, typically for the
financing of short-term liabilities.
Corporate Fund: The City’s general operating fund, used to account for public safety, trash and recycling collection and
disposal, street repair and maintenance, and other basic City
operations and services.
Debt Service Funds: Debt service funds are used to account for the accumulation of resources for, and the payment of,
long-term debt service and related costs. Revenue bonds
issued for the City’s enterprise funds and debt issued for
special taxing districts are not included in the City’s general
debt service funds.
Doubtful Account: An account balance that has been delinquent for a period of at least 90 days, and where
collection is unlikely.
Electricity Infrastructure Maintenance Fee (IMF): A fee authorized by state legislation as part of the electricity
deregulation that is imposed on electricity deliverers to
compensate the City of Chicago for the privilege of using
the public rights-of-way. The IMF rate varies based on
the number of kilowatt-hours delivered. Authorization:
Municipal Code 3-54-030.
Electricity Use Tax: A tax imposed on the privilege of using or consuming electricity purchased at retail and used or
Budget Glossary
150
2 0 1 4 B u d g e t O v e r v i e w
How Chicago Budgets (continued)
consumed within the City of Chicago. The tax rate varies
based on the number of kilowatt-hours used or consumed.
Authorization: Municipal Code 3-53-020.
Emergency Telephone System Surcharge: A surcharge imposed on all billed subscribers of telecommunications
services within the City of Chicago for the purpose of
funding a portion of the maintenance and operation of the
City’s emergency 911 system. The surcharge is $2.50 per
month for each network connection and wireless number.
Authorization: Municipal Code 3-64-030 and 7-50-020.
Employers’ Expense Tax: A tax imposed on employers who employ 50 or more full-time employees who perform 50
percent or more of their work within the City of Chicago.
This tax was decreased from $4.00 per employee to $2.00 per
employee as of July 1, 2012, and will be entirely eliminated
as of January 1, 2014. Authorization: Municipal Code 3-20-
030.
Enterprise Funds: Funds established by a government to account for acquisition, operation, and maintenance of
government services such as water, sewers, and the airports.
These funds are typically self-supporting in that they derive
revenue from user charges.
Equalized Assessed Valuation (EAV): The equalized assessed value of a property is the result of applying a
state equalization factor to the assessed value of a parcel of
property. The state equalization factor is used to bring all
property in Illinois to a uniform level of assessment.
Fines, Forfeitures, and Penalties: Fines and any associated penalties levied for violations of the Municipal Code. The
primary source of this type of revenue is from parking tickets.
Also included in this category are red-light and automated
speed enforcement fines, moving violations, booting related
fees, sanitation code violations, and housing court fines.
Foreign Fire Insurance Tax: A tax imposed on any business not incorporated in the State of Illinois that is engaged in
selling fire insurance in the City of Chicago. The tax is paid
for the maintenance, use, and benefit of the Chicago Fire
Department. The tax rate is 2 percent of the gross receipts
received for premiums. Authorization: Municipal Code
4-308-020.
FY: Fiscal Year. The City’s fiscal year aligns with the calendar year.
GAAP: Generally Accepted Accounting Principles.
Ground Transportation Tax: A tax imposed on the provision of hired ground transportation to passengers in the City of
Chicago. The tax rate is $3.00 per day for each taxicab, $3.50
per day for each non-taxicab vehicle with a seating capacity
of 10 or fewer passengers, $6 per day for each non-taxicab
vehicle with a seating capacity of 11 to 24 passengers, and $9
per day for each non-taxicab vehicle with a capacity of more
than 24 passengers. Authorization: Municipal Code
3-46-030.
Home Rule Municipal Retailers’ Occupation Tax: A tax imposed on the activity of selling tangible personal property
other than property titled or registered with the State of
Illinois that is sold at retail in the City of Chicago. The tax rate
is 1.25 percent of the gross receipts from such sales. Grocery
food and prescription and nonprescription medicines are
generally exempt from the tax. The tax is administered and
collected by the Illinois Department of Revenue and disbursed
monthly to the City. Authorization: Municipal Code
3-40-10 and 3-40-20.
Hotel Accommodations Tax: A tax imposed on the rental or lease of hotel accommodations in the City of Chicago. The
tax rate is 4.5 percent of the gross rental or leasing charge.
Authorization: Municipal Code 3-24-030.
Illinois Retailers’ Occupation Tax: A tax imposed on the activity of selling tangible personal property at retail in
Illinois. The tax rate is 6.25 percent of the selling price. The
tax is administered and collected by the Illinois Department
of Revenue. Sixteen percent of collections (1 percent of the
6.25 percent) are distributed monthly to municipalities.
Author-ization: 35 Illinois Compiled Statutes (ILCS) 120/2-
10.
Illinois Use Tax: A tax imposed on the use of tangible personal property purchased outside Illinois but used in the
State. The tax rate is 6.25 percent of the selling price. The
tax is administered and collected by the Illinois Department
of Revenue. Sixteen percent of collections (1 percent of
the 6.25 percent) is distributed to municipalities. The City
receives 20 percent of the 1 percent portion allocated to
municipalities. Authorization: 35 ILCS 105/1.
Income Tax: A tax imposed by the State of Illinois on the privilege of earning or receiving income in Illinois. The tax
rate is 7 percent of net income for corporations and 5 percent
Budget Glossary
151
2 0 1 4 B u d g e t O v e r v i e w
How Chicago Budgets (continued)
of net income for individuals, trusts, and estates. Of the net
income tax receipts after refund, 6 percent of personal income
tax receipts and 6.86 percent of corporate income tax receipts
is placed in the Local Government Distributive Fund, which
is then distributed to municipalities based on population.
Authorization: 35 ILCS 5/201; 30 ILCS 115/1, 115/2.
Internal Service Earnings: Reimbursements from other City funds to the corporate fund for services that are provided to
such other City funds. Certain internal service earnings are
allocated using cost accounting methods, while others are
reimbursed using intergovernmental purchase orders.
Licenses and Permits: Licenses and permits are required for the operation of certain construction and business activities
in the City of Chicago. Fees for these licenses and permits
vary with the type of activity authorized.
Liquor Tax: A tax imposed on the retail sale of alcoholic beverages in the City of Chicago. Each wholesale dealer
who sells to a retail dealer located in the City of Chicago
collects the tax and any such retail alcoholic beverage
dealer in turn collects the tax from the retail purchaser.
The tax rate is $0.29 per gallon of beer, $0.36 per gallon
for alcoholic liquor containing 14 percent or less alcohol
by volume, $0.89 per gallon for liquor containing more
than 14 percent and less than 20 percent alcohol by
volume, and $2.68 per gallon for liquor containing 20 percent
or more alcohol by volume. Authorization: Municipal Code
3-44-030.
Local Funds: All funds used by the City for its non-capital operations other than grant funds. Includes corporate and
enterprise funds.
Modified Accrual Basis of Accounting: Under the modified accrual basis of accounting, revenues are
recognized when they become measurable and available.
Expenditures are recognized when the liability is incurred.
Motor Fuel Tax: A tax imposed by the State of Illinois on the sale of motor fuel within the state. The tax rate is $0.19
per gallon of gasoline and $0.215 per gallon of diesel fuel.
A portion of the revenue is distributed to municipalities and
townships based on population via a statewide allocation
formula. Authorization: 35 ILCS 505/2, 505/8.
Motor Vehicle Lessor Tax: A tax imposed on the leasing of motor vehicles in the City of Chicago to a lessee on a
daily or weekly basis. The lessor is allowed to pass this tax
on to lessees as a separate charge on rental bills or invoices.
The tax is $2.75 per vehicle per rental period. Authorization:
Municipal Code 3-48-030.
Municipal Automobile Renting Occupation Tax: A tax imposed on the activity of renting automobiles in the City of
Chicago. The tax rate is 1 percent of the rental price. The tax
is administered and collected by the Illinois Department of
Revenue and distributed monthly to the City. Authorization:
Municipal Code 3-40-490, -500.
Municipal Automobile Renting Use Tax: A tax imposed on the use of automobiles in the City of Chicago that are
rented from companies outside of Illinois and are titled or
registered with the State of Illinois. The tax rate is 1 percent
of the rental price. The tax is administered and collected
by the Illinois Department of Revenue and distributed
monthly to the City. Authorization: Municipal Code
3-60-030, -040.
Municipal Hotel Operators’ Occupation Tax: A tax authorized by state legislation and imposed on the activity of
renting hotel accommodations in the City of Chicago. The
tax rate is 1 percent of gross receipts. The tax is administered
and collected by the Illinois Department of Revenue and
distributed monthly to the City. Authorization: Municipal
Code 3-40-470.
Municipal Parking: A category of revenues that currently includes revenue generated by various parking permits.
Historical collections in this category also include parking
meter revenues generated prior to the long-term lease of the
City’s parking meter system in 2009.
Natural Gas Use Tax: A tax imposed on the privilege of using or consuming gas in the City of Chicago that is purchased at
retail from sellers not subject to the Natural Gas Utility Tax.
The tax rate is $0.063 per therm. Authorization: Municipal
Code 3-41-030.
Natural Gas Utility Tax: A tax imposed on the occupation of distributing, supplying, furnishing, or selling gas for use
or consumption within the City of Chicago. The tax rate is
8 percent of gross receipts. Authorization: Municipal Code
3-40-040.
Off-Track Betting Tax and Admission Fee: A tax imposed on the pari-mutuel handle (total amount wagered) at off-
track betting parlors within the City of Chicago. The tax
Budget Glossary
152
2 0 1 4 B u d g e t O v e r v i e w
How Chicago Budgets (continued)
rate is 1 percent of the total pari-mutuel handle. In addition,
an admission charge of $1 is levied on patrons of off-track
betting parlors. Authorization: 230 ILCS 5/26(h)(10.1),
5/27(f ); Municipal Code 4-156-125.
Parking Tax: A tax imposed on the privilege of parking a motor vehicle in any parking lot or garage in the City of
Chicago. The tax rate is 20 percent for daily parking during
the week as well as all weekly and monthly parking and
18 percent for daily parking on the weekends. There is
no tax for parking charges that do not exceed $2 for daily
parkers, $10 for weekly parkers, or $40 for monthly parkers.
Authorization: Municipal Code 4-236-020.
Pension Funds: The City’s employees are covered under four defined-benefit retirement plans established by state
statute and administered by independent pension boards.
These plans are the Municipal Employees’ Annuity and
Benefit Fund, the Laborers’ Annuity and Benefit Fund, the
Policemen’s Annuity and Benefit Fund, and the Firemen’s
Annuity and Benefit Fund. Each independent pension board
has authority to invest the assets of its respective plan subject
to the limitations set forth in 40 ILCS 5/1-113.
Personal Property Lease Transaction Tax: A tax imposed on the lease, rental or use of rented, personal property in
the City of Chicago. The tax rate is 8 percent of the lease or
rental price. Authorization: Municipal Code 3-32-030.
Personal Property Replacement Tax—Income Tax: An income-based tax collected by the State of Illinois and paid
to local governments to replace money that was lost by local
governments when their powers to impose personal property
taxes on corporations, partnerships, and other business
entities were taken away pursuant to the new Illinois
Constitution, which directed the legislature to abolish
business personal property taxes and replace the revenue lost
by local government units and school districts. In 1979, a
law was enacted to provide for statewide taxes to replace the
monies lost to local governments. The tax rate is 2.5 percent
for corporations and 1.5 percent for partnerships, trusts,
and subchapter S corporations. The tax allocation formula
is based on the 1976 distribution of the repealed personal
property tax. Authorization: 35 ILCS 5/201(c), (d); 30
ILCS 115/12.
Personal Property Replacement Tax—Invested Capital Tax: A tax on invested capital imposed by the State of Illinois on public utilities. Like the Personal Property Replacement
Tax - Income Tax, this tax was created to replace local
government revenue from the personal property tax. The tax
rate is 0.8 percent on invested capital. The tax allocation
formula is based on the 1976 distribution of the repealed
personal property tax. Authorization: 35 ILCS 610/2a.1,
615/2a.1, 620/2a.1, 625/2a.1; 30 ILCS 115/12.
Proceeds of Debt: Funds generated from the sale of bonds or notes.
Property Tax: A tax levied on the equalized assessed valuation of real property in the City of Chicago. Cook County
collects the tax with assistance from the Illinois Department
of Revenue. Authorization for the City’s property tax levy
occurs through bond ordinances and property tax levy
ordinances in connection with the annual appropriation
ordinances.
Real Property Transfer Tax: A tax imposed on the transfer of title to, or beneficial interest in, real property located in the
City of Chicago. The tax rate is $3.75 per $500 of transfer
price, or fraction thereof, and is paid by the transferee.
Authorization: Municipal Code 3-33-030.
Real Property Transfer Tax - CTA Portion: A supplemental tax on the transfer of real property in the City of Chicago
for the purpose of providing financial assistance to the
Chicago Transit Authority. The tax rate is $1.50 per $500
of the transfer price or fraction thereof and is paid by the
transferor. Authorization: Municipal Code 3-33-030.
Restaurant and Other Places for Eating Tax: A tax imposed on each place for eating located in the City of Chicago. The
tax rate is 0.25 percent of the selling price of all food and
beverages sold at retail. Authorization: Municipal Code
3-30-030.
Simplified Telecommunications Tax: A tax imposed on the privilege of originating or receiving intrastate or interstate
telecommunications within the City of Chicago. The tax rate
is 7 percent of the gross charge for such telecommunications
purchased at retail. Authorization: Municipal Code 3-73-
030.
Soft Drink Tax: A tax imposed on the occupation of selling retail soft drinks other than fountain soft drinks in the City
of Chicago. The rate of tax is 3 percent of gross receipts. The
tax is administered and collected by the Illinois Department
of Revenue and distributed to the City monthly. In addition,
Budget Glossary
153
2 0 1 4 B u d g e t O v e r v i e w
How Chicago Budgets (continued)
a tax is imposed on the occupation of selling fountain soft
drinks at retail in the City. The tax rate is 9 percent of the
cost of the soft drink syrup or concentrate. Authorization:
Municipal Code 3-45-040, -060.
Special Revenue Fund: A fund established by a government to account for the operations of a specific activity and the
revenue generated for the carrying out that activity. Special
revenue funds are used to account for the proceeds of
specific revenue sources (other than special assessments,
expendable trusts, or major capital projects) requiring
separate accounting because of legal or regulatory provisions
or administrative action.
Transfers-in: Transfers-in represent the movement of resources into the corporate fund from reserves and other
non-recurring revenue sources.
Telecommunications Tax: See Simplified Telecommunica- tions Tax.
Use Tax for Nontitled Personal Property: A tax imposed on the use of nontitled tangible personal property in the
City of Chicago that is purchased at retail from a retailer
located outside the City of Chicago. The tax rate is 1 percent
of the property’s selling price. Authorization: Municipal
Code 3-27-030.
Use Tax for Titled Personal Property: A tax imposed on the use of titled personal property in the City of
Chicago that is purchased at retail from a retailer located
outside the City of Chicago and titled or registered in the
City. The tax rate is 1.25 percent of the property’s selling
price. The Illinois Department of Revenue administers
and collects the tax on behalf of the City when titled
personal property is purchased from a retailer in Cook,
DuPage, Lake, Kane, McHenry, or Will counties.
Authorization: Municipal Code 3-28-030.
Vehicle Fuel Tax: A tax imposed on the purchase of vehicle fuel purchased or used within the City of Chicago. The tax
rate is $0.05 per gallon. Authorization: Municipal Code
3-52-020.
Wheel Tax (referred to as the Vehicle Sticker Fee): An annual fee imposed on the privilege of operating a motor
vehicle within the City of Chicago that is owned by a
resident of the City of Chicago. The fee is $85 for smaller
passenger automobiles (less than 4,500 pounds) and $135
for larger passenger automobiles (4,500 pounds or more).
The fee varies for other vehicle classifications. Authorization:
Municipal Code 3-56-050.
Budget Glossary
154
Bu d g e t D e ta i l
2014 Budget O v e rv i e w
2 0 1 4 B u d g e t O v e r v i e w
Budget Detail (continued)
SAMPLE TABLES
This section contains Revenue, Expenditure, Personnel and Grant tables that summarize the 2014 Budget
Recommendations. The below diagrams clarify the table layouts. The Expenditure and Personnel table layouts are
identical and, therefore, only an Expenditure table is included below.
REVENUE ($ millions)
Year-End Budget Estimate Projection
2008 2009 2010 2011 2012 2013 2014
Public Utility Taxes & Fees Electricity Use 101.6$ 96.7$ 102.3$ 99.5$ 93.7$ 100.4$ 98.8$ Electricity IMF 92.8 89.4 94.6 92.2 86.9 92.9 91.2 Telecommunications 147.7 140.8 154.4 158.9 152.5 144.3 147.7 Natural Gas Utility 109.0 105.9 102.9 120.2 94.0 83.8 86.4 Natural Gas Use 25.1 26.1 27.4 33.0 32.8 32.4 33.5 Cable Television 15.9 16.7 19.3 21.0 21.4 22.0 22.0
Total - Public Utility Taxes & Fees 492.1$ 475.5$ 501.0$ 524.8$ 481.3$ 475.9$ 479.5$
Actual
Revenue Category
Current Year Estimate
Next Year Projection
Revenue Sources
Historical Collections
EXPENDITURES ($ millions)
Proposed % Change 2010 2011 2012 2013 2014 2014-2013
Finance and Administration Office of the Mayor 6.54$ 7.56$ 6.70$ 6.24$ 6.13$ (1.7%) Office of Budget & Management 2.68 2.69 2.07 1.85 2.08 12.1% Department of Innovation and Technology 15.42 15.14 14.06 24.32 25.44 4.6% City Clerk 9.33 9.64 9.94 9.17 9.06 (1.1%) Department of Finance 15.31 16.11 15.71 14.58 14.78 1.4% City Treasurer 2.28 2.36 2.18 2.14 2.15 0.7% Department of Revenue 47.83 50.04 47.78 50.73 52.90 4.3% Department of Administrative Hearings 7.15 7.27 8.21 7.20 7.28 1.1% Department of Law 36.96 36.65 34.36 32.27 33.36 3.4% Office of Compliance - 2.49 2.88 3.31 3.46 4.5% Department of Human Resources 8.58 6.82 8.15 7.29 5.91 (18.9%) Department of Procurement Services 9.77 9.39 8.21 6.20 5.73 (7.6%) Department of General Services 187.64 203.53 204.28 218.40 195.86 (10.3%) Department of Fleet Management 115.13 123.65 132.71 117.14 117.50 0.3%
Total - Finance and Administration 464.62$ 493.34$ 497.24$ 500.84$ 481.67$ (3.8%)
Appropriation Expenditure Category
Historical Appropriations
Next Year Recommendation
Department Names
Current Appropriation
GRANTS ($ millions)
Appropriation Year-End Estimate New Grants Prior Year(s)
Carryover Proposed
Total Change 2013 2013 2014 2014 2013 YE Est. -
2014 City Development Department of Cultural Affairs and Special Events 4.8$ 3.2$ 5.4$ -$ 5.4$ 0.7$ Mayor's Office of Special Events 0.2 0.1 - - - (0.2) Department of Housing and Economic Development 323.0 333.6 79.9 218.2 298.1 (24.9)
Total - City Development 327.9$ 337.0$ 85.4$ 218.2$ 303.5$ (24.4)$
Next Year Estimates
Current Year Actual to Appropriation
Expenditure Category
Department Names
How To Read Budget Detail
157
2 0 1 4 B u d g e t O v e r v i e w
Budget Detail (continued)
CORPORATE FUND
$ Millions
2008 2009 2010 2011 2012 2013 2014 Public Utility Taxes & Fees
Electricity Use 99.5$ 93.7$ 99.3$ 98.1$ 98.0$ 96.4$ 97.4$ Electricity IMF 92.2 86.9 91.7 90.7 90.8 88.6 89.5 Telecommunications 158.9 152.5 139.5 141.0 149.3 128.6 116.6 Natural Gas Utility 120.2 94.0 83.6 81.3 69.4 84.6 85.5 Natural Gas Use 33.0 32.8 30.7 32.4 29.4 33.3 33.6 Cable Television 21.0 21.4 22.7 24.1 25.5 26.6 27.7
Total - Public Utility Taxes & Fees 524.8$ 481.3$ 467.4$ 467.6$ 462.5$ 458.2$ 450.3$
City Sales Tax/HROT Total - Home Rule Occupation Tax 243.5$ 224.9$ 229.2$ 252.5$ 272.3$ 264.5$ 274.5$
Transaction Taxes Real Property Transfer 119.5$ 61.9$ 81.3$ 86.0$ 102.6$ 126.8$ 139.5$ Personal Property Lease Transaction 119.3 112.2 108.4 123.5 132.5 138.0 138.9 Motor Vehicle Lessor Tax 6.3 5.6 5.4 5.8 6.0 6.2 6.3
Total - Transaction Taxes 245.1$ 179.6$ 195.1$ 215.3$ 241.1$ 271.0$ 284.6$
Transportation Taxes Parking Tax 85.3$ 93.1$ 92.3$ 93.4$ 119.2$ 123.3$ 126.6$ Vehicle Fuel Tax 54.9 53.9 49.8 49.4 49.8 48.1 48.1 Ground Transportation Tax 8.6 8.8 8.6 9.1 8.9 9.1 9.1
Total - Transportation Taxes 148.7$ 155.9$ 150.7$ 151.9$ 177.9$ 180.4$ 183.7$
Recreation Taxes Amusement Tax 69.0$ 79.1$ 85.7$ 86.1$ 87.8$ 96.6$ 103.2$ Auto Amusement Tax 1.1 1.2 1.0 0.9 0.9 0.6 0.6 Boat Mooring Tax 1.3 1.4 1.3 1.4 1.4 1.3 1.3 Liquor Tax 32.0 32.1 31.5 31.6 32.6 31.9 32.2 Municipal Cigarette Tax 24.3 21.0 19.3 18.7 18.0 16.5 25.9 Non-Alcoholic Beverage Tax 18.8 18.1 18.6 19.9 21.8 21.3 21.7 Off Track Betting 1.5 1.3 0.9 0.8 0.7 0.6 0.6
Total - Recreation Taxes 148.0$ 154.0$ 158.4$ 159.4$ 163.2$ 168.9$ 185.6$
Business Taxes Hotel Tax 64.3$ 50.1$ 54.3$ 60.1$ 85.6$ 92.2$ 97.7$ Employers' Expense Tax 23.9 23.9 23.5 23.5 17.9 11.2 - Foreign Fire Insurance Tax 4.1 5.5 5.1 4.6 4.8 4.5 4.7
Total - Business Taxes 92.3$ 79.6$ 83.0$ 88.2$ 108.3$ 107.9$ 102.5$
TOTAL LOCAL TAXES 1,402.4$ 1,275.2$ 1,283.7$ 1,335.0$ 1,425.3$ 1,450.8$ 1,481.2$
Proceeds & Transfers In Skyway Long-Term Reserve Interest 25.0$ 25.0$ 25.0$ 18.0$ 10.4$ 11.0$ 12.0$ Skyway Mid-Term Reserve 50.0 50.0 49.1 50.0 - - - Parking Meter Revenue Replacement Fund Interest - - 20.0 20.0 1.6 2.5 5.3 Parking Meter Revenue Replacement Fund - 20.0 140.0 99.9 - - - Parking Meter Mid-Term Reserve 100.0 50.0 100.0 79.9 - - - Parking Meter Budget Stabilization Fund - 217.6 103.8 32.0 - - - Proceeds & Transfers In-Other 83.1 111.9 81.2 168.0 74.6 7.4 41.3
TOTAL PROCEEDS & TRANSFERS IN 258.1$ 474.5$ 519.0$ 467.7$ 86.6$ 20.9$ 58.6$
Budget ProjectionActual
Year-End Estimate
Revenue
158
2 0 1 4 B u d g e t O v e r v i e w
Budget Detail (continued) Revenue
CORPORATE FUND
$ Millions
2008 2009 2010 2011 2012 2013 2014
Budget ProjectionActual
Year-End Estimate
Intergovernmental Revenue State Income Tax 268.8$ 201.0$ 231.5$ 200.3$ 245.2$ 273.7$ 262.7$ State Sales Tax/ROT 274.6 251.7 266.6 283.8 299.9 313.2 322.3 Personal Prop Replacement Tax (Corporate Share) 109.7 50.8 50.5 36.2 37.6 27.5 31.0 Municipal Auto Rental Tax 3.8 3.4 3.4 3.6 3.9 4.0 4.1 Reimbursements 2.3 1.7 1.7 1.3 1.1 1.8 1.5
TOTAL INTERGOVERNMENTAL 659.3$ 508.6$ 553.8$ 525.2$ 587.6$ 620.1$ 621.6$
Licenses & Permits Alcohol Dealers License 11.4$ 12.1$ 11.2$ 12.2$ 11.3$ 12.3$ 11.6$ Business Licenses 21.8 22.2 20.5 20.5 19.2 19.2 21.6 Building Permits 31.0 16.2 17.3 24.5 36.6 38.1 41.7 Other Permits and Certificates 43.4 42.7 40.3 39.2 44.3 50.9 50.4 Prior Period Fines 7.1 7.3 6.9 6.3 6.2 6.3 6.4
Total - Licenses & Permits 114.7$ 100.5$ 96.2$ 102.7$ 117.6$ 126.8$ 131.7$
Fines, Forfeitures & Penalties Total - Fines, Forfeitures & Penalties 257.5$ 252.5$ 258.8$ 263.3$ 290.8$ 337.2$ 413.2$
Charges for Services Inspection 10.8$ 14.7 10.3$ 9.9$ 10.7$ 9.7$ 9.9$ Information 0.8 0.8 1.0 1.0 0.9 0.9 0.9 Safety 43.8 50.3 51.5 100.7 78.7 80.9 80.3 Other Charges 13.2 11.6 7.5 13.8 21.2 23.9 24.6 Current Expenses 7.2 9.4 7.5 7.2 13.1 8.6 8.7
Total - Charges for Services 76.9$ 87.5$ 77.7$ 132.6$ 124.6$ 124.0$ 124.4$
Municipal Parking Total - Municipal Parking 28.8$ 9.1$ 6.4$ 9.1$ 8.4$ 6.7$ 6.7$
Leases, Rentals & Sales Sale of Land 0.3$ 0.8$ 6.1$ 6.7$ 3.7$ 6.0$ 3.5$ Vacation of Streets 4.7 1.8 0.1 5.1 1.3 1.0 1.0 Sale of Impounded Autos 0.2 0.1 2.1 0.1 0.0 0.1 0.1 Sale of Materials 3.1 2.1 2.6 5.3 3.5 2.2 2.2 Rentals and Leases 5.5 6.0 6.8 5.4 6.2 15.4 15.4
Total - Leases, Rentals & Sales 13.8$ 10.7$ 17.6$ 22.6$ 14.7$ 24.7$ 22.2$
Interest Income Total - Interest Income 3.1$ 3.0$ 4.2$ 3.4$ 5.4$ 4.5$ 4.7$
Internal Service Earnings Enterprise Funds 117.9$ 128.2$ 128.4$ 131.6$ 143.4$ 148.2$ 162.5$ Special Revenue Funds 102.9 96.2 91.0 103.1 86.7 92.1 92.8 Intergovernmental Funds 32.7 27.7 30.7 36.4 38.7 45.6 38.0 Other Reimbursements 46.7 37.0 24.5 35.0 34.1 32.9 22.3
Total - Internal Service Earnings 300.2$ 289.1$ 274.6$ 306.1$ 302.9$ 318.8$ 315.6$
Other Revenue Total - Other Revenue 19.1$ 25.4$ 37.8$ 81.3$ 43.3$ 51.2$ 55.9$
TOTAL NON-TAX REVENUE 814.0$ 777.8$ 773.3$ 921.1$ 907.7$ 993.9$ 1,074.4$
TOTAL CORPORATE FUND REVENUE 3,133.9$ 3,036.3$ 3,129.9$ 3,248.9$ 3,007.2$ 3,085.7$ 3,235.8$
Prior Year Available Resources 1.1$ 1.5$ 2.6$ -$ 72.3$ 177.0$ 53.4$
TOTAL CORPORATE FUND RESOURCES 3,135.0$ 3,037.7$ 3,132.5$ 3,248.9$ 3,079.6$ 3,262.7$ 3,289.2$
159
2 0 1 4 B u d g e t O v e r v i e w
Budget Detail (continued) Revenue
SPECIAL REVENUE FUNDS
$ Millions
Year-End Estimate
Budget Projection
2008 2009 2010 2011 2012 2013 2014
Vehicle Tax Fund - 300 Vehicle Sticker Tax 98.7$ 105.7$ 101.0$ 99.9$ 115.5$ 120.0$ 121.8$ Impoundment Fees 13.5 10.8 9.7 8.9 8.5 9.1 10.5 Abandoned Auto Towing 0.1 0.0 0.0 0.0 0.0 0.0 0.0 Sale of Impounded Autos 7.5 2.5 5.1 5.3 4.7 4.2 4.2 Pavement Cut Fees 4.6 3.7 4.5 7.1 11.5 10.0 9.0 Commercial Refuse Container Fee - 6.9 7.6 4.6 - - - Other Resources 28.5 17.3 20.8 14.5 17.3 17.2 27.1
Total Fund Revenue 152.8$ 146.9$ 148.8$ 140.4$ 157.5$ 160.5$ 172.6$ Prior Year Available Resources (33.8) (13.5) (7.5) 4.3 7.4 13.2 6.1 Total Fund Resources 119.0$ 133.4$ 141.3$ 144.6$ 164.9$ 173.7$ 178.7$
Motor Fuel Tax Fund - 310 Motor Fuel Tax Distribution 75.8$ 74.2$ 73.5$ 69.0$ 68.1$ 64.0$ 62.0$ Proceeds of Debt - - - - - - - Interest and Other 0.1 1.5 12.7 12.6 12.6 6.0 6.0
Total Fund Revenue 75.9$ 75.6$ 86.2$ 81.6$ 80.8$ 70.0$ 68.0$ Prior Year Available Resources (15.6) (35.6) (39.8) (10.4) 0.4 11.7 12.5 Total Fund Resources 60.3$ 40.0$ 46.4$ 71.2$ 81.2$ 81.7$ 80.5$
Library Funds: Buildings and Sites - 342, Maintenance and Operation - 346 Proceeds of Debt 70.4$ 70.4$ 70.4$ 70.4$ 70.5$ 72.3$ 75.7$ Corporate Fund Subsidy 16.0 13.8 13.6 14.4 8.0 8.0 5.4 Rental of Facilities 0.2 0.4 0.4 0.5 0.8 0.4 0.4 Interest 0.8 0.1 0.0 0.1 0.0 0.0 0.0 Fines 1.8 2.6 2.4 2.4 2.1 2.0 2.0 Transfers In 2.8 - - - - - - Other Revenue 0.0 1.0 0.0 0.0 0.0 1.0 1.0
Total Fund Revenue 92.0$ 88.3$ 86.8$ 87.7$ 81.3$ 83.6$ 84.4$ Prior Year Available Resources (2.4) 3.5 5.1 4.7 5.0 5.9 3.1 Total Fund Resources 89.5$ 91.8$ 91.9$ 92.5$ 86.3$ 89.5$ 87.5$
Emergency Communication Fund - 353 Telephone Surcharge 82.8$ 75.8$ 72.5$ 83.7$ 64.2$ 67.1$ 67.1$
Total Fund Revenue 82.8$ 75.8$ 72.5$ 83.7$ 64.2$ 67.1$ 67.1$ Prior Year Available Resources 0.3 0.2 (0.3) 1.1 1.7 0.5 - Total Fund Resources 83.2$ 75.9$ 72.2$ 84.8$ 65.9$ 67.6$ 67.1$
Special Events and Municipal Hotel Operators' Occupation Tax Fund - 355 Merged with 356 Hotel Operator's Tax 18.4$ 14.0$ 14.5$ 18.1$ 18.8$ 21.2$ 22.0$ Recreation Fees and Charges - - 18.0 3.6 8.6 8.9 8.9 Rental and Charges - - - 1.2 1.6 1.7 1.7 Proceeds of Debt 1.0 2.5 2.5 2.5 - - - Interest and Other 7.3 7.4 8.4 7.0 8.1 6.5 6.5
Total Fund Revenue 26.8$ 23.8$ 43.4$ 32.4$ 37.2$ 38.3$ 39.1$ Prior Year Available Resources (0.9) (0.4) (6.6) (3.4) 3.4 6.4 5.8 Total Fund Resources 25.8$ 23.5$ 36.7$ 29.0$ 40.5$ 44.7$ 44.9$
Special Events Fund - 356 Recreation Fees and Charges 23.3$ 19.5$ -$ -$ -$ -$ -$ Interest 0.1 0.0 - - - - -
Actual
160
2 0 1 4 B u d g e t O v e r v i e w
Budget Detail (continued) Revenue
SPECIAL REVENUE FUNDS
$ Millions
Year-End Estimate
Budget Projection
2008 2009 2010 2011 2012 2013 2014 Actual
CTA Real Property Transfer Tax Fund - 0B09 Real Property Transfer Tax-CTA Portion 30.4$ 25.4$ 32.6$ 35.2$ 40.8$ 50.7$ 55.8$
Total Fund Revenue 30.4$ 25.4$ 32.6$ 35.2$ 40.8$ 50.7$ 55.8$ Prior Year Available Resources - (0.0) (0.1) 0.1 0.2 1.8 - Total Fund Resources 30.4$ 25.4$ 32.5$ 35.3$ 41.0$ 52.5$ 55.8$
Tax Increment Financing Administration Fund - 0B21 TIF Administrative Reimbursement -$ -$ -$ 3.9$ 4.4$ 9.3$ 8.5$
Total Fund Revenue -$ -$ -$ 3.9$ 4.4$ 9.3$ 8.5$ Prior Year Available Resources - - - - - - - Total Fund Resources -$ -$ -$ 3.9$ 4.4$ 9.3$ 8.5$
TOTAL SPECIAL REVENUE 494.1$ 455.3$ 470.3$ 464.8$ 466.2$ 479.4$ 495.5$
TOTAL SPECIAL REVENUE RESOURCES 430.9$ 406.4$ 421.1$ 461.2$ 484.2$ 519.0$ 523.0$
161
2 0 1 4 B u d g e t O v e r v i e w
Budget Detail (continued) Revenue
PENSION FUNDS
$ Millions
Year-End Budget 2008 2009 2010 2011 2012 2013 2014
Municipal Employees' Annuity and Benefit Fund - 681 Property Tax Levy 124.4$ 126.7$ 117.1$ 134.9$ 122.3$ 116.8$ 117.9$ Personal Prop Replacement Tax 21.3 30.3 33.6 36.2 36.1 40.7 39.4 Library Property Tax Levy - 5.7 - 5.4 5.5 5.3 5.3 Interest 0.4 - - 0.0 0.0 - - Proceeds of Debt 2.5 0.0 - - - - -
Total Fund Revenue 148.7$ 162.7$ 150.7$ 176.5$ 163.9$ 162.8$ 162.6$
Laborers' and Retirement Board Employees' Annuity and Benefit Fund - 682 Property Tax Levy 0.6$ 9.5$ 16.6$ 14.6$ 11.9$ 10.5$ 10.9$ Personal Prop Replacement Tax - 4.0 4.2 4.5 4.1 4.1 4.1 Proceeds of Debt 15.5 - - - - - -
-$ -$ -$ Total Fund Revenue 16.1$ 13.4$ 20.8$ 19.1$ 16.0$ 14.6$ 15.1$
Policemen's Annuity and Benefit Fund - 683 Property Tax Levy 136.8$ 135.2$ 131.1$ 149.6$ 144.4$ 138.1$ 136.7$ Personal Prop Replacement Tax 24.9 40.9 44.9 46.3 45.3 54.4 51.8 Interest 0.5 0.1 - 0.0 0.0 - - Proceeds of Debt 12.2 - - - - - -
-$ -$ -$ Total Fund Revenue 174.4$ 176.2$ 176.0$ 195.8$ 189.8$ 192.5$ 188.4$
Firemen's Annuity and Benefit Fund - 684 Property Tax Levy 63.8$ 63.4$ 66.9$ 68.7$ 66.3$ 81.5$ 81.4$ Personal Prop Replacement Tax 10.6 20.8 21.0 21.2 23.0 28.0 30.8 Interest 0.2 0.0 0.0 0.0 0.0 - - Proceeds of Debt - - - - - - -
- - - Total Fund Revenue 74.6$ 84.3$ 87.9$ 89.9$ 89.3$ 109.5$ 112.2$
-$ -$ -$ TOTAL PENSION FUNDS 413.7$ 436.6$ 435.4$ 481.4$ 459.0$ 479.4$ 478.3$
Actual
162
2 0 1 4 B u d g e t O v e r v i e w
Budget Detail (continued)
DEBT SERVICE FUNDS
$ Millions
2008 2009 2010 2011 2012 2013 2014
Sales Tax Bond Redemption and Interest Fund - 505 Home Rule Retailers Occupation Tax 28.8$ 26.0$ 29.8$ 26.4$ 22.1$ 42.2$ 40.1$ Interest and Other 0.1 96.7 - - 0.0 - -
-$ -$ -$ Total Fund Revenue 28.9$ 122.7$ 29.8$ 26.4$ 22.2$ 42.2$ 40.1$
Prior Year Available Resources (0.3) - (0.8) 0.8 - (2.1) - Total Fund Resources 28.6$ 122.7$ 28.9$ 27.3$ 22.2$ 40.1$ 40.1$
Note Redemption and Interest Fund - 509 Property Tax Levy -$ -$ -$ -$ -$ -$ 20.1$ Transfer In - - - - - - - Other Revenue - - - - - - -
Total Fund Revenue -$ -$ -$ -$ -$ -$ 20.1$ Prior Year Available Resources - - - - - - - Total Fund Resources -$ -$ -$ -$ -$ -$ 20.1$
General Obligation Bond Redemption and Interest Fund - 510 Property Tax Levy 338.4$ 364.1$ 333.8$ 392.9$ 372.3$ 370.5$ 370.5$ Transfer In - - 23.8 - 1.6 - - Other Revenue 18.0 65.0 29.3 86.4 92.0 245.6 224.6
-$ -$ -$ Total Fund Revenue 356.4$ 429.1$ 386.9$ 479.3$ 466.0$ 616.1$ 595.1$
Prior Year Available Resources 13.9 - - 13.0 - - - Total Fund Resources 370.2$ 429.1$ 386.9$ 492.3$ 466.0$ 616.1$ 595.1$
Library Bond Redemption and Interest Fund - 516 Property Tax Levy -$ 6.0$ 4.0$ 4.7$ 4.4$ 4.3$ 4.3$
-$ -$ -$ Total Fund Revenue -$ 6.0$ 4.0$ 4.7$ 4.4$ 4.3$ 4.3$
Prior Year Available Resources - 0.3 6.1 0.5 0.1 0.1 Total Fund Resources -$ 6.3$ 10.1$ 4.7$ 4.9$ 4.4$ 4.3$
Library Daily Tender Note Redemption and Interest Fund - 521 Property Tax Levy 26.1$ 70.3$ 72.7$ 69.5$ 74.3$ 74.2$ 76.9$
-$ -$ -$ Total Fund Revenue 26.1$ 70.3$ 72.7$ 69.5$ 74.3$ 74.2$ 76.9$
Prior Year Available Resources 4.5 - 2.3 0.2 - 2.8 1.8 Total Fund Resources 30.7$ 70.3$ 75.0$ 69.7$ 74.3$ 77.0$ 78.8$
Emergency Communication Bond Redemption and Interest Fund - 525 Telephone Surcharge & Interest 22.3$ 22.1$ 22.3$ 13.3$ 22.3$ 22.3$ 21.5$
-$ -$ -$ Total Fund Revenue 22.3$ 22.1$ 22.3$ 13.3$ 22.3$ 22.3$ 21.5$
Prior Year Available Resources 0.0 0.0 0.8 0.8 0.8 0.8 0.8 Total Fund Resources 22.3$ 22.2$ 23.1$ 14.1$ 23.1$ 23.1$ 22.3$
City College Bond Redemption and Interest Fund - 549 Property Tax Levy 34.9$ 36.3$ 32.4$ 39.3$ 37.1$ 36.6$ 35.5$
Total Fund Revenue 34.9$ 36.3$ 32.4$ 39.3$ 37.1$ 36.6$ 35.5$ Prior Year Available Resources - 1.9 - 0.3 5.0 1.2 1.2 Total Fund Resources 34.9$ 38.2$ 32.4$ 39.6$ 42.1$ 37.8$ 36.6$
TOTAL DEBT SERVICE FUND REVENUE 468.6$ 686.5$ 548.2$ 632.5$ 626.3$ 795.8$ 793.5$
TOTAL DEBT SERVICE FUND RESOURCES 486.8$ 688.8$ 556.5$ 647.6$ 632.6$ 798.6$ 797.4$
Year-End Estimate
Budget ProjectionActual
Revenue
163
2 0 1 4 B u d g e t O v e r v i e w
Budget Detail (continued)
ENTERPRISE
$ Millions
2008 2009 2010 2011 2012 2013 2014
Water Fund - 200 Water Fees 358.1$ 397.0$ 445.5$ 441.8$ 539.7$ 591.6$ 668.5$ Transfer In 42.3 38.3 24.8 25.1 31.1 18.5 19.0 Miscellaneous and Other 25.7 21.5 16.5 20.9 12.1 12.0 13.0 Interest Earnings 0.5 1.0 0.8 1.6 0.5 1.0 1.0
Total Fund Revenue 426.5$ 457.7$ 487.6$ 489.4$ 583.5$ 623.1$ 701.5$
Sewer Fund - 314 Sewer Fees 158.7$ 173.9$ 197.5$ 202.3$ 240.6$ 269.7$ 315.5$ Transfer-In 8.7 14.1 9.3 10.0 1.1 1.4 1.3 Miscellaneous & Other 1.9 1.3 0.8 2.7 10.0 - -
Total Fund Revenue 169.3$ 189.3$ 207.5$ 215.0$ 251.7$ 271.0$ 316.8$
Midway Airport Fund - 610 Rates, Charges and Other 186.8$ 176.0$ 167.1$ 198.2$ 189.5$ 228.2$ 249.1$
Total Fund Revenue 186.8$ 176.0$ 167.1$ 198.2$ 189.5$ 228.2$ 249.1$
O'Hare Airport Fund - 740 Rates, Charges and Other 825.9$ 715.7$ 742.8$ 827.9$ 826.2$ 959.7$ 1,032.7$
Total Fund Revenue 825.9$ 715.7$ 742.8$ 827.9$ 826.2$ 959.7$ 1,032.7$
TOTAL ENTERPRISE FUNDS 1,608.6$ 1,538.8$ 1,605.0$ 1,730.5$ 1,850.9$ 2,082.0$ 2,300.1$
Year-End Estimate
Budget ProjectionActual
Revenue
164
2 0 1 4 B u d g e t O v e r v i e w
Budget Detail (continued)
APPROPRIATION BY FUNCTION AND DEPARTMENT
ALL LOCAL FUNDS $ Millions
Proposed % Change 2009 2010 2011 2012 2013 2014 2014-2013
Finance and Administration Office of the Mayor 6.7$ 6.2$ 6.1$ 6.0$ 6.4$ 6.6$ 2.5% Office of Budget and Management 2.1 1.9 2.1 1.9 2.2 2.3 2.1% Department of Innovation and Technology 14.1 24.3 25.4 23.7 30.9 32.6 5.6% City Clerk 9.9 9.2 9.1 9.0 9.0 10.0 11.4% Department of Finance 15.7 14.6 14.7 66.0 76.0 77.0 1.3% City Treasurer 2.2 2.1 2.2 2.4 2.4 2.5 3.4% Department of Revenue 47.8 50.7 53.5 - - - 0.0% Department of Administrative Hearings 8.2 7.2 7.3 7.3 7.3 7.8 6.8% Department of Law 34.4 32.3 33.4 35.1 34.7 34.6 (0.3%) Office of Compliance 2.9 3.3 3.5 - - - 0.0% Department of Human Resources 8.2 7.3 5.9 6.0 6.1 5.8 (3.5%) Department of Procurement Services 8.2 6.2 5.7 7.2 7.8 7.9 1.3% Department of General Services 204.3 218.4 196.0 - - - 0.0% Department of Fleet Management 132.7 117.1 117.5 - - - 0.0% Department of Fleet and Facility Management - - - 299.2 308.5 326.9 6.0%
Total - Finance and Administration 497.4$ 500.8$ 482.4$ 463.8$ 490.8$ 514.1$ 4.7%
Legislative and Elections City Council 20.4$ 19.6$ 19.6$ 20.6$ 20.5$ 20.1$ (1.6%)
City Council Committees 5.8 5.7 5.7 5.5$ 5.5 5.5 (0.4%) Legislative Inspector General - - 0.10 0.1$ 0.35 0.35 0.0% City Council Legislative Reference Bureau 0.40 0.4 0.40 0.4$ 0.35 0.35 0.0% Council Office of Financial Analysis 0.28 0.0%
Board of Election Commissioners 10.5 13.1 19.2 14.3$ 8.7 11.9 36.2% -
Total - Legislative and Elections 37.1$ 38.8$ 45.0$ 40.9$ 35.4$ 38.5$ 8.7%
City Development Department of Community Development 36.8$ 0.0$ -$ -$ -$ -$ 0.0% Department of Planning and Development - - 30.1 32.4 28.7 31.0 8.0% Department of Cultural Affairs 13.7 12.5 - - - - 0.0% Department of Cultural Affairs and Special Events - - 32.3 29.2 32.0 31.6 (1.3%) Mayor's Office of Special Events 28.2 24.7 - - - - 0.0%
- 0.0% Total - City Development 78.7$ 68.5$ 62.4$ 61.6$ 60.7$ 62.6$ 3.1%
Community Services Department of Public Health 37.8$ 33.9$ 33.7$ 25.4$ 29.3$ 28.2$ (3.8%) Commission on Human Relations 2.1 2.0 1.9 1.2 1.1 1.1 (1.0%) Mayor's Office for People with Disabilities 1.6 1.7 1.1 1.1 1.1 1.2 5.1% Department of Family & Support Services 20.3 25.2 17.4 15.7 16.9 53.8 217.8% Chicago Public Library 54.6 54.1 55.2 49.8 51.0 51.3 0.6%
Total - Community Services 116.4$ 116.9$ 109.3$ 92.2$ 99.5$ 135.6$ 36.3%
Appropriation
Expenditures
165
2 0 1 4 B u d g e t O v e r v i e w
Budget Detail (continued)
APPROPRIATION BY FUNCTION AND DEPARTMENT
ALL LOCAL FUNDS $ Millions
Proposed % Change 2009 2010 2011 2012 2013 2014 2014-2013
Appropriation
Public Safety Police Board 0.5$ 0.4$ 0.4$ 0.4$ 0.4$ 0.4$ (0.0%) Independent Police Review Authority 6.9 7.4 7.5 7.9 8.3 8.3 0.0% Department of Police 1,236.5 1,243.0 1,316.1 1,258.3 1,271.1 1,313.0 3.3% Office of Emergency Management and Communications 99.2 86.8 95.8 84.8 84.2 85.9 2.1% Fire Department 487.5 499.8 509.1 550.2 554.9 566.1 2.0%
- Total - Public Safety 1,830.6$ 1,837.4$ 1,928.9$ 1,901.6$ 1,918.9$ 1,973.8$ 2.9%
Regulatory Office of Inspector General 5.9$ 6.0$ 5.9$ 5.9$ 5.8$ 5.8$ 0.0% Department of Zoning & Land Use Planning 6.4 6.4 - - - - 0.0% Department of Buildings 27.3 26.0 26.7 24.2 25.6 25.9 0.9% Department of Business Affairs and Consumer Protection 16.2 15.3 14.3 14.0 17.8 18.7 4.7% Department of Environment 4.9 4.6 3.5 - - - 0.0% Commission on Animal Care and Control 4.6 4.5 3.9 4.2 5.0 5.4 7.2% License Appeal Commission 0.2 0.2 0.2 0.2 0.2 0.2 0.0% Board of Ethics 0.6 0.6 0.6 0.8 0.8 0.8 0.7%
Total - Regulatory 66.1$ 63.6$ 55.1$ 49.3$ 55.2$ 56.6$ 2.6%
Infrastructure Services Department of Streets and Sanitation 303.1$ 243.5$ 240.9$ 240.7$ 260.8$ 252.2$ (3.3%) Chicago Department of Transportation 89.9 133.5 126.5 124.1 127.2 128.8 1.3%
- Total - Infrastructure Services 393.0$ 377.0$ 367.4$ 364.8$ 388.0$ 381.0$ (1.8%)
Public Service Enterprise Office of the O'Hare Modernization Program 5.2$ -$ -$ -$ -$ -$ 0.0% Department of Aviation 351.6 360.5 363.5 377.5 395.0 413.9 4.8% Department of Water Management 263.9 248.5 252.6 255.0 263.2 265.8 1.0%
- Total - Public Service Enterprises 620.7$ 609.0$ 616.1$ 632.5$ 658.1$ 679.7$ 3.3%
General Financing Requirements Pension Funds 454.9$ 458.9$ 450.5$ 476.3$ 479.8$ 478.3$ (0.3%) Loss in Collection of Taxes 19.3 19.3 19.4 19.4 19.4 20.3 4.7% Finance General 2,224.4 2,403.5 2,431.2 2,592.7 2,735.9 3,047.5 11.4%
- - Total - General Financing Requirements 2,698.6$ 2,881.7$ 2,901.1$ 3,088.4$ 3,235.2$ 3,546.1$ 9.6%
TOTAL - ALL FUNCTIONS 6,338.2$ 6,493.7$ 6,567.7$ 6,695.1$ 6,941.8$ 7,388.0$ 6.4% Deduct Reimbursements Between Funds (302.2) (317.0) (344.4) (330.3) (324.5) (316.0) (2.6%) Deduct Proceeds of Debt (70.4) (70.4) (70.4) (70.5) (72.3) (95.0) 31.5%
NET GRAND TOTAL 5,965.7$ 6,106.1$ 6,152.9$ 6,294.3$ 6,545.1$ 6,977.0$ 6.6%
Expenditures
166
2 0 1 4 B u d g e t O v e r v i e w
Budget Detail (continued)
POSITIONS BY FUNCTION AND DEPARTMENT
ALL LOCAL FUNDS
Personnel
Proposed Change 2009 2010 2011 2012 2013 2014 2014-2013
Finance and Administration Office of the Mayor 78 78 78 70 75 74 (1) Office of Budget & Management 21 21 24 21 24 24 - Department of Innovation & Technology 71 80 80 73 94 98 4 City Clerk 119 108 106 100 98 98 - Department of Finance 186 180 182 520 494 517 23 City Treasurer 22 21 22 23 23 24 1 Department of Revenue 328 352 345 - - - - Department of Administrative Hearings 46 44 43 41 42 42 - Department of Law 354 346 362 364 367 377 10 Office of Compliance 35 36 32 - - - - Department of Human Resources 97 89 79 75 76 76 - Department of Procurement Services 103 80 76 83 86 90 4 Department of General Services 355 393 400 - - - - Department of Fleet Management 747 681 673 - - - - Department of Fleet and Facility Management 1,040 1,056 1,067 11
Total - Finance and Administration 2,562 2,509 2,502 2,410 2,430 2,487 57
Legislative and Elections City Council 233 234 234 236 236 240 4 Board of Election Commissioners 124 124 124 124 119 118 (1)
Total - Legislative and Elections 357 358 358 360 355 358 3
City Development Department of Community Development 56 52 - - - - - Department of Planning and Development - - 145 153 163 164 1 Department of Cultural Affairs 37 37 - - - - - Department of Cultural Affairs and Special Events - - 86 80 80 80 - Mayor's Office of Special Events 52 51 - - - - -
Total - City Development 145 140 231 233 243 244 1
Community Services Department of Public Health 296 271 266 221 148 149 1 Commission on Human Relations 25 24 24 13 12 12 - Chicago Department of Senior Services - - - - - - - Mayor's Office for People with Disabilities 16 14 12 12 12 12 - Department of Family & Support Services 33 28 28 22 22 23 1 Chicago Public Library 825 826 839 715 702 706 4
- Total - Community Services 1,195 1,163 1,169 983 896 902 6
Public Safety Police Board 2 2 2 2 2 2 - Independent Police Review Authority 97 97 97 99 99 99 - Chicago Police Department 15,854 15,764 15,575 14,192 14,221 14,225 4 Office of Emergency Management & Communication 1,001 1,005 1,001 799 808 816 8 Chicago Fire Department 5,184 5,176 5,175 5,127 5,125 5,118 (7)
Total - Public Safety 22,138 22,044 21,850 20,219 20,255 20,260 5
Appropriation
167
2 0 1 4 B u d g e t O v e r v i e w
Budget Detail (continued)
POSITIONS BY FUNCTION AND DEPARTMENT
ALL LOCAL FUNDS
Personnel
Proposed Change 2009 2010 2011 2012 2013 2014 2014-2013
Appropriation
Regulatory Office of Inspector General 65 71 71 67 67 65 (2) Department of Zoning & Land Use Planning 74 73 - - - - - Department of Zoning - - - - - - - Department of Buildings 271 271 258 222 233 235 2 Department of Construction & Permits - - - - - - - Department of Business Affairs & Consumer Protection 193 190 187 172 179 177 (2) Department of Environment 36 35 33 - - - - Commission on Animal Care & Control 75 68 70 64 64 64 - License Appeal Commission 1 1 1 1 1 1 - Board of Ethics 7 7 7 8 9 9 -
Total - Regulatory 722 716 627 534 553 551 (2)
Infrastructure Services Department of Streets and Sanitation 2,455 2,012 1,999 1,886 2,207 2,169 (38) Chicago Department of Transportation 563 794 769 727 738 1,079 341
Total Infrastructure Services 3,018 2,806 2,768 2,613 2,945 3,248 303
Public Service Enterprise Office of the O'Hare Modernization Program 54 - - - - - - Department of Aviation 1,222 1,285 1,282 1,216 1,227 1,233 6 Department of Water Management 2,208 2,135 2,135 2,104 2,104 2,095 (9)
Total - Public Service Enterprises 3,484 3,420 3,417 3,320 3,331 3,328 (3)
GRAND TOTAL (LOCAL FUNDS) 33,621 33,156 32,922 30,672 31,008 31,378 370
168
2 0 1 4 B u d g e t O v e r v i e w
Budget Detail (continued)
Proposed Change 2009 2010 2011 2012 2013 2014 2014-2013
Finance and Administration Office of the Mayor 78 78 78 70 75 74 (1) Office of Budget & Management 21 21 24 21 24 24 - Department of Innovation & Technology 71 80 80 73 94 98 4 City Clerk 123 110 108 100 98 98 - Department of Finance 186 180 182 642 613 636 23 City Treasurer 22 21 22 23 23 24 1 Department of Revenue 435 470 467 - - - - Department of Administrative Hearings 46 45 44 41 42 42 - Department of Law 397 396 410 404 407 417 10 Office of Compliance 35 36 32 - - - - Department of Human Resources 97 89 79 75 76 76 - Department of Procurement Services 103 80 76 83 86 90 4 Department of General Services 414 457 456 - - - - Department of Fleet Management 747 681 673 - - - - Department of Fleet and Facility Management 1,091 1,056 1,067 11
- Total - Finance and Administration 2,775 2,744 2,731 2,623 2,589 2,646 57
Legislative and Elections City Council 233 234 234 236 236 240 4 Board of Election Commissioners 124 124 124 124 119 118 (1)
- Total - Legislative and Elections 357 358 358 360 355 358 3
City Development Department of Community Development 56 52 - - - - - Department of Planning and Development - - 161 155 165 165 - Department of Cultural Affairs 37 37 - - - - - Department of Cultural Affairs and Special Events - - 73 80 80 80 - Mayor's Office of Special Events 52 51 - - - - -
- Total - City Development 145 140 234 235 245 245 -
Community Services Department of Public Health 324 296 290 235 155 155 - Commission on Human Relations 25 24 24 13 12 12 - Mayor's Office for People with Disabilities 16 14 12 12 12 12 - Department of Family & Support Services 33 28 28 22 22 23 1 Chicago Public Library 1,028 959 970 747 822 852 30
Total - Community Services 1,426 1,321 1,324 1,029 1,023 1,054 31
Public Safety Police Board 2 2 2 2 2 2 - Independent Police Review Authority 97 97 97 99 99 99 - Chicago Police Department 15,899 15,809 15,620 14,237 14,272 14,275 3 Office of Emergency Management & Communication 1,100 1,104 1,097 886 895 903 8 Chicago Fire Department 5,187 5,179 5,178 5,130 5,128 5,119 (9)
- Total - Public Safety 22,285 22,191 21,994 20,354 20,396 20,398 2
Appropriation
Personnel
FTEs BY FUNCTION AND DEPARTMENT
ALL LOCAL FUNDS
169
2 0 1 4 B u d g e t O v e r v i e w
Budget Detail (continued)
Proposed Change 2009 2010 2011 2012 2013 2014 2014-2013
Appropriation
Regulatory Office of Inspector General 65 71 71 67 67 65 (2) Department of Zoning & Land Use Planning 76 75 - - - - - Department of Buildings 271 271 257 222 233 235 2 Department of Business Affairs & Consumer Protection 198 195 192 177 184 182 (2) Department of Environment 36 35 33 - - - - Commission on Animal Care & Control 75 68 70 64 72 72 - License Appeal Commission 1 1 1 1 1 1 - Board of Ethics 7 7 7 8 9 9 -
- Total - Regulatory 729 723 631 539 566 564 (2)
Infrastructure Services Department of Streets and Sanitation 3,086 2,605 2,577 2,303 2,351 2,296 (55) Chicago Department of Transportation 718 1,022 982 929 932 1,169 237
- Total Infrastructure Services 3,804 3,627 3,559 3,232 3,283 3,465 182
Public Service Enterprise Office of the O'Hare Modernization Program 54 - - - - - - Department of Aviation 1,378 1,458 1,453 1,392 1,398 1,541 143 Department of Water Management 2,271 2,198 2,198 2,130 2,131 2,138 7
Total - Public Service Enterprises 3,703 3,656 3,651 3,522 3,529 3,679 150
- GRAND TOTAL (LOCAL FUNDS) 35,224 34,760 34,482 31,894 31,986 32,409 423
Personnel
FTEs BY FUNCTION AND DEPARTMENT
ALL LOCAL FUNDS
170
2 0 1 4 B u d g e t O v e r v i e w
Budget Detail (continued) Grants
GRANT FUNDS BY FUNCTION AND DEPARTMENT
$ Millions
Appropriation Year-End Estimate New Grants Prior Year(s)
Carryover Proposed Total Change 2013 2013 2014 2014 2013 YE Est. -
2014 Finance and Administration
Office of the Mayor 2.3$ 2.6$ 2.4$ 0.2$ 2.6$ 0.3$ Office of Budget & Management 15.1 15.1 6.8 - 6.8 (8.3) Department of Innovation & Technology 3.5 3.5 2.9 - 2.9 (0.6) City Clerk - - - - - - Department of Finance 1.9 1.9 1.9 - 1.9 (0.0) City Treasurer - - - - - - Department of Administrative Hearings - - - - - - Department of Law 1.8 1.8 1.8 - 1.8 (0.0) Department of Human Resources - - - - - - Department of Procurement Services - - - - - - Department of Fleet Management 12.9 7.4 1.5 3.8 5.4 (7.5)
Total - Finance and Administration 37.5$ 32.3$ 17.3$ 4.1$ 21.4$ (16.2)$
Legislative and Elections City Council -$ -$ -$ -$ -$ -$ City Council Committees - - - - - - Legislative Inspector General - - - - - - City Council Legislative Reference Bureau - - - - - - Board of Election Commissioners - - - - - -
Total - Legislative and Elections -$ -$ -$ -$ -$ -$
City Development Department of Cultural Affairs and Special Events 1.6$ 2.1$ 1.1$ 1.4$ 2.5$ 0.9$ Department of Housing and Economic Development 157.5 157.8 61.8 59.7 121.5 (36.0)
Total - City Development 159.1$ 159.9$ 62.9$ 61.1$ 124.0$ (35.1)$
Community Services Department of Public Health 130.8$ 117.3$ 108.6$ 12.2$ 120.8$ (10.1)$ Commission on Human Relations 1.2 1.2 1.1 - 1.1 (0.2) Mayor's Office for People with Disabilities 3.8 3.5 3.8 0.3 4.1 0.3 Department of Family and Support Services 281.3 261.9 245.2 23.1 268.3 (13.1) Chicago Public Library 17.2 17.3 6.7 10.5 17.2 0.1
Total - Community Services 434.4$ 401.3$ 365.4$ 46.1$ 411.5$ (22.9)$
Public Safety Police Board -$ -$ -$ -$ -$ -$ Independent Police Review Authority - - - - - - Chicago Police Department 70.1 67.4 28.5 30.0 58.5 (11.6) Office of Emergency Management & Communication 147.0 136.8 53.1 64.7 117.8 (29.2) Chicago Fire Department 9.3 7.5 3.8 5.9 9.6 0.3
Total - Public Safety 226.4$ 211.6$ 85.3$ 100.6$ 186.0$ (40.5)$
Regulatory Office of Inspector General -$ -$ -$ -$ -$ -$ Department of Buildings 6.6 7.7 6.5 - 6.5 (0.0) Department of Business Affairs and Consumer Protection 1.0 0.8 0.8 0.2 1.0 0.0 Commission on Animal Care & Control - 2.0 0.0 2.0 2.0 2.0 License Appeal Commission - - - - - - Board of Ethics - - - - - -
Total - Regulatory 7.5$ 10.6$ 7.4$ 2.2$ 9.6$ (1.0)$
Infrastructure Services Department of Streets and Sanitation -$ 0.1$ 6.0$ -$ 6.0$ 6.0$ Chicago Department of Transportation 345.5 440.9 531.6 8.7 540.3 194.8
Total - Infrastructure Services 345.5$ 441.0$ 537.6$ 8.7$ 546.3$ 200.8$
Public Service Enterprise Department of Aviation 418.2$ 287.4$ 258.7$ 137.8$ 396.5$ (21.7)$ Department of Water Management - - - - - -
Total - Public Service Enterprises 418.2$ 287.4$ 258.7$ 137.8$ 396.5$ (21.7)$
TOTAL - ALL FUNCTIONS 1,628.6$ 1,544.1$ 1,334.5$ 360.5$ 1,695.1$ 150.9$
171
A p p e n d i x A C h i c a g o Fa c t s a n d D e m o g r a p h i c s
2014 Budget O v e rv i e w
2 0 1 4 B u d g e t O v e r v i e w
Appendix A – Chicago Facts and Demographics
Chicago Demographics
Chicago is the third largest city in the United States and located in the second most populous county in the country – Cook
County, Illinois. On the shores of Lake Michigan, the City has a 228 square mile footprint and is 26 miles long.
OHARE
AUSTIN
SOUTH DEERING
ASHBURN
NEW CITY
ROSELAND
HEGEWISCH
DUNNING
WEST TOWN
BEVERLY
NEAR WEST SIDE
RIVERDALE
CHATHAM
LAKE VIEW
WEST RIDGE
LOOP
NORWOOD PARK
PORTAGE PARK
UPTOWN
GARFIELD RIDGE
SOUTH LAWNDALE
IRVING PARK
CLEARING
WEST LAWN
WEST PULLMAN
CHICAGO LAWN
FOREST GLEN
LOGAN SQUARE
MORGAN PARK
BELMONT CRAGIN
LINCOLN PARK
HUMBOLDT PARK
SOUTH SHORE
AUBURN GRESHAM SOUTH CHICAGO
NORTH PARK
GAGE PARK
AVONDALE
NORTH LAWNDALE
WOODLAWN
DOUGLAS
LOWER WEST SIDE
HYDE PARK
ALBANY PARK
EAST SIDE
E N
G L E
W O
O D
PULLMAN
BRIGHTON PARK
W E
S T
E N
G L E
W O
O D
BRIDGEPORT
NEAR NORTH SIDE
LINCOLN SQUARE
EDGEWATER
JEFFERSON PARK
NORTH CENTER
MOUNT GREENWOOD
GREATER GRAND
CROSSING
ROGERS PARK
WASHINGTON HEIGHTS
ARCHER HEIGHTS
H E
R M
O S
A
NEAR SOUTH
SIDE
KENW OO
D
CALUMET HEIGHTS
AVALON PARK
EAST GARFIELD
PARK
MCKINLEY PARK
GRAND BOULEVARD
E D
IS O
N P
A R
K
WEST ELSDON
WASHINGTON PARK
MONTCLARE
O A KLA
N D
WEST GARFIELD
PARK
B U
R N
S ID
E
A R
M O
U R
S Q
U A
R E
F U
L L
E R
P A
R K
CITY OF CHICAGO COMMUNITY AREAS
CITY OF CHICAGO RAHM EMANUEL
MAYOR
N
175
2 0 1 4 B u d g e t O v e r v i e w
Appendix A (continued)
POPULATION BY RACE2
White 1,212,835
Black or African American 887,608
American Indian and Alaskan Native 13,337
Asian 147,164
Native Hawaiian and Other Pacific
Islander
1,013
Other Race 360,493
Two or More Races 73,148
Population by Hispanic or Latino Origin
Non Hispanic or Latino 1,916,736
Hispanic or Latino 778,862
Gender
Male 1,308,072
Female 1,387,526
Age
Children under age five 185,887
Older Adults (age 65 and older) 277,932
Median Age 32.9
0%
5%
10%
15%
20%
25%
30%
35%
40%
Under 18 18 to 24 25 to 44 45 to 64 Over 65
U.S. Chicago New York City Los Angeles Houston Philadelphia San Francisco Boston
COMPARATIVE AGE DISTRIBUTION
Residents1
Chicago is home to nearly 2.7 million people that live in
more than one million households across 77 communities.
More than 100 languages are spoken and more than 26
ethnic groups have populations greater than 25,000.
32 percent of Chicago’s residents have bachelor’s degrees,
which is higher than the national averages of 28 percent.2
While Chicago is the third most populous city in the U.S.,
it ranks 36th among other major metropolitan areas on the
cost of living index.
Chicago’s median household income is $46,877, compared
to $55,735 in Illinois and $51,914 in the U.S.
The age distribution of Chicago’s population closely
matches its peer cities, with the highest relative percentage
of the population between the ages of 25 and 44.
1 U.S. Census Bureau. http://www.census.gov (2010). 2 U.S. Census Bureau. http://quickfacts.census.gov (2010).
176
0.0%
0.2%
0.4%
0.6%
0.8%
1.0%
1.2%
1.4%
1.6%
$0
$10
$20
$30
$40
$50
$60
$70
$80
$90
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
C ity
T ax
R at
e
E qu
al iz
ed A
ss es
se d
V al
ue
B ill
io ns
Equalized Assessed Value City Tax Rate
2 0 1 4 B u d g e t O v e r v i e w
Appendix A (continued)
Property Tax Base
The City is one of several taxing districts reflected on a Chicago resident’s property tax bill. The amount of property taxes collected by Cook County is divided among these districts, with the City allocated approximately 20 percent of the total bill. The County determines the amount that will be billed to an individual taxpayer on behalf of a taxing district based on the taxing district’s levy, the aggregate equalized assessed value (EAV) of the property in the district, and the EAV of the taxpayer’s property. Additional information on how tax bills are determined, can be found in the City’s 2013 Annual Financial Analysis.
Over the past decade, the City’s levy remained relatively constant as the aggregate EAV of property in the city limits increased, and as a result the property tax rate for Chicago taxpayers steadily decreased. This tax rate was 1.452 percent in 2002. By 2009, the rate had decreased by almost one- third to 0.986 percent. In 2010, however, the City’s EAV began to reflect the decline in the market brought on by the recession, and the City’s EAV declined 3 percent from 2009 levels. In 2011, the EAV decreased by an additional 8.5 percent from 2010 levels. Due to the timing of the County’s reassement it is likely that EAVs will decline further as
The properties with the greatest equalized assessed
valuations (EAV) in the City are set forth below.
PROPERTY EAV3
Willis Tower $ 445,590,000
Aon Center $ 302,125,000
One Prudential Plaza $ 272,345,000
Northwestern Memorial Hospital $ 243,610,000
Water Tower Place $ 207,942,000
Blue Cross Blue Shield Tower $ 206,344,000
Chase Tower $ 204,229,000
AT&T Corporate Center $ 197,943,000
Three First National Plaza $ 197,182,000
300 N. LaSalle $ 190,006,000
AGGREGATE CITY EAV VS. EFFECTIVE TAX RATE
valuations continue to reflect recessionary sales. As the EAV decreases and the levy stays relatively constant, the City tax rate increases. This is reflected in the 2012 City property tax rate and the composite tax rate of 1.279 percent and 6.396 percent, respectively, which are still significantly below the
2002 rate but up from more recent years.
3 Cook County Treasurer. http://www.cookcountytreasurer.com (2013).
177
2 0 1 4 B u d g e t O v e r v i e w
Appendix A (continued)
INDUSTRY TYPE CHICAGO ILLINOIS U.S.
Manufacturing 9.50% 12.3% 10.4%
Wholesale trade 2.4% 3.1% 2.8%
Retail trade 8.8% 11.0% 11.7%
Transportation and warehousing, and utilities
5.3% 5.9% 4.9%
Information 2.5% 2.1% 2.2%
Finance and insurance, and real estate and rental and leasing
8.5% 7.4% 6.7%
Professional, scientific, and management, and administrative and waste management services
14.9% 11.1% 10.6%
Educational services, and health care and social assistance
22.5% 22.9% 23.2%
Arts, entertainment, and recreation, and accommodation and food services
11.1% 9.0% 9.2%
Other services, except public administration
5.1% 4.9% 5.0%
Public administration 5.0% 4.1% 5.2%
Economy4
Chicago’s large and diverse economy contributes to a gross regional product of more than $500 billion. With 9.5 million people, 4.0 million employees, and over 265,000 businesses, the Chicago metropolitan area is home to more than 400 major corporate headquarters, including 29 Fortune 500 headquarters, and 28 S&P 500 companies. Chicago is ranked sixth in the World’s Most Economically Powerful Cities according to the Martin Prosperity Institute.
CHICAGO’S LARGEST CORPORATE EMPLOYERS5 (Ranked by local full-time employees as of December 31, 2012)
1. Advocate Health Care 2. J.P. Morgan Chase & Co. 3. Walgreen Co. 4. AT&T, Inc. 5. United Continental Holdings, Inc.
Since the 1850s, Chicago has been an important center for North American transportation and distribution. Because of its unique geography, Chicago’s distribution network offers access to air, rail, and water, with two ports capable of handling ocean-going ships and barges, and an airport system that moves 1.5 million tons of freight, mail, and goods annually. Chicago is also the only city where the country’s six largest freight railroad companies interchange traffic.
Manufacturing employs over 400,000 workers in the Chicago metropolitan area and makes up nearly than 10 percent of the regional economy. According to the U.S. Bureau of Labor Statistics, Chicago ranks second in the nation for total manufacturing gross regional product.
Health care and life science-related businesses employ over 500,000 workers in the Chicago metropolitan area. Five of the nation’s 15 major teaching hospitals are located in Chicago.
4 World Business Chicago. www.worldbusinesschicago.com (2013). 5 Crain’s Chicago Business. January 2013.
178
2 0 1 4 B u d g e t O v e r v i e w
Appendix A (continued)
COMPARATIVE UNEMPLOYMENT, 2003 2013
Employment6
Chicago’s average annual unemployment rate decreased
from 11.3 percent in 2011 to 10.1 percent in 2012, while
statewide, Illinois’ unemployment rate dropped from 9.7
percent in 2011 to 8.9 percent in 2012. Overall in 2012,
there was 8,968 more employed Chicago residents than in
2011. Median earnings for Chicago workers were statistically
higher in 2012 than in 2011 ($30,856 in 2012 versus
$30,277 in 2011).7 In July 2013, Chicago’s unemployment
rate before seasonal adjustment was 11.2 percent, this is up
from the July 2012 rate of 10.8 percent. Comparatively, Los
Angeles posted a rate of 11.9 percent, and New York City
was 8.7 percent.
6 Department of Labor, Bureau of Labor Statistics. Local Area Unemployment Statistics, Not Seasonally Adjusted (October 2013). The 2013 YTD rates presented in the chart above represent an average of the non-seasonally adjusted monthly rates through July. 7 World Business Chicago. www.worldbusinesschicago.com (2013).
0%
2%
4%
6%
8%
10%
12%
14%
16%
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 YTD
U.S. Chicago New York City Los Angeles Houston Philadelphia
179
2 0 1 4 B u d g e t O v e r v i e w
Appendix A (continued)
Transportation8
The Chicago Transit Authority operates the second largest public transportation system in the nation, with:
1,781 buses operating over 140 routes and 1,959 route miles, making 25,000 trips per day and serving 12,000 bus stops
1,200 rail cars operating over eight routes and 242 miles of track, making 2,145 trips each day and serving 144 stations,
1.7 million rides on an average daily basis and 545 million rides a year (bus and train combined)
Schools
The Chicago Public School system is the third largest school district in the nation, serving approximately 404,000 students. CPS is comprised of 472 elementary schools, 106 high schools, 7 contract schools, and 96 charter school campuses.9 The City Colleges of Chicago operate seven colleges and serve approximately 120,000 students.10
Government
The Mayor and a 50-person City Council govern the City. Local elected officials serve four-year terms. The City has 1.27 million registered voters and is comprised of 50 wards, each represented by a member of City Council.
In 2012, the Chicago Police Department made over 150,647 physical arrests, and the Office of Emergency Management handled over 500,000 emergency calls.
Arts & Culture
The city has more than 200 theater companies and is the only U.S. city with five Tony award-winning theater companies.
Chicago is home to the Chicago Symphony, the Lyric Opera, and the Joffrey Ballet.
Chicago has over 35 museums and was voted the #3 art destination in the country by American Style Magazine
The Chicago Cultural Center, the first free municipal cultural center in the country, attracted more than 800 thousand visitors in 2012.
Recreation
The metro area has 80 miles of public shoreline and 94 beaches.
Lincoln Park Zoo is the oldest public zoo in the country, with an estimated annual attendance of 3 million.
Chicago has 552 parks, including Lincoln Park which is the second most visited city park in the country, attracting 20 million visitors annually.
Chicago is home to nine major professional sports teams.
Chicago has more free festivals and events than any other city in the country.
Millennium Park, a 25-acre park in the heart of downtown, attracts 4 million visitors annually.
Restaurants and Shopping
There are over 600 stores in and around Michigan Avenue.
There are more than 5,500 restaurants in Chicago, including three that were awarded a Five-Star rating by Forbes Travel.
CITY OF CHICAGO CAPITAL ASSETS Police Stations 22
Fire Stations 96
Streets (Miles) 4,116
Streetlights 283,345
Traffic Signals 3,035
Water Mains (Miles) 4,400
Sewer Mains (Miles) 4,500
NOTABLE ANNUAL EVENTS 2013 ATTENDANCE Taste of Chicago 1,500,000
Air and Water Show 1,700,000
Blues Festival 500,000
8 Chicago Transit Authority. www.transitchicago.com (April 2013). 9 Chicago Public Schools. www.cps.edu (October 2013). 10 City Colleges of Chicago. www.ccc.edu (2013).
180
2 0 1 4 B u d g e t O v e r v i e w
Appendix A (continued)
Tourism11
Chicago hosted 46.3 million domestic and overseas visitors
in 2012, including 34.1 million domestic leisure travelers,
10.9 million domestic business travelers, and 1.3 million
overseas visitors. In 2012, visitors to Chicago spent more
than $12.76 billion, generated $805.6 million in tax
revenue, and helped create over 132,000 jobs.
There are over 33,000 hotel rooms in Chicago’s
central business district, and over 108,000 rooms
in the Chicagoland area.
McCormick Place is the world’s largest convention
facility, and hosted close to 3 million in 2012.
Chicago ranks #5 on Parents Magazine’s list of best cities for family vacations.
In April 2014, Chicago will host the U.S. Travel Association’s IPW, the world’s largest U.S. tourism
markerplace for international inbound travel.
0
5
10
15
20
25
30
35
40
45
50
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
M ill
io ns
CHICAGO TOURISM, NUMBER OF ANNUAL VISITORS
11 Choose Chicago. www.choosechicago.com (2013).
181
A p p e n d i x B 2 0 1 4 C a p i ta l I m p r o v e m e n t P r o g r a m
2014 Budget O v e rv i e w
2 0 1 4 B u d g e t O v e r v i e w
Appendix B – 2014 Capital Improvement Program
Following is a list of capital projects planned for 2014, with the projected amount and source of funding allocated in 2014.
Water, sewer, and aviation capital projects are not listed here, however, additional details on these capital projects can be
found in the departmental summaries for the Department of Water Management and the Department of Aviation. Details
regarding the allocation, funding source, timing, and scope of each capital improvement project are available on the City’s
website, and the Project IDs provided below will allow you to reference the details for each project. Projects that were
programmed from prior year funding sources may be active projects in 2014; however, such projects are not included in
the following detail. Capital improvement plans are adjusted throughout the year to reflect the changing needs of the City;
accordingly, the projects listed below form an outline of planned expenditures given available resources and are not intended
to be a final or all-inclusive inventory of the City’s capital needs and projects. For additional details of the City’s capital
improvement program visit: http://www.cityofchicago.org/city/en/depts/obm/provdrs/cap_improve.html.
Project ID 2014 Proposed Capital Improvement Program Funding Source 2014
Greening Neighborspace 35005 Neighborspace 2014 General Obligation Bond $100,000 36216 Decorative Fountain - 2014 General Obligation Bond $500,000
Total Neighborspace $600,000
Neighborhood Parks 34149 Addison Underbridge Connector - North Branch Riverfront Trail Federal Funding $6,800,000
Greenways 36214 Landscape Median & Boulevard Maintenance Program - 2014 General Obligation Bond $4,000,000
Economic Development - Streetscaping 33686 71St Street Streetscape/South Shore Drive To Jeffrey Blvd. (Eng.+ Phase 1 (Parkway) Const.) TIF $3,430,000 36039 Lake Park Avenue 47Th St To 57Th St - Streetscape * $1,187,800 36039 Lake Park Avenue 47Th St To 57Th St - Streetscape Federal Funding $4,751,200 36565 Devon Streetscape - Ph Ii - Devon California To Rockwell TIF $159,600 38265 Blue Island Ave. 19Th St. To 21St St - Streetscape - Construction Federal Funding $2,560,000 38520 Fulton Flex Street And Identifiers Streetscape TIF $3,544,000
Total Streetscaping $15,632,600
Facilities Municipal Facilities - City Buildings 35135 Municipal Facility-2014 Citywide Roofing General Obligation Bond $1,000,000 35139 Municipal Facility-2014 Citywide Flooring General Obligation Bond $75,000 35143 Municipal Facility-2014 Citywide Tuckpointing General Obligation Bond $300,000 35147 Municipal Facility-2014 Citywide Fencing General Obligation Bond $50,000 35151 Municipal Facility-2014 Maintenance Of Property General Obligation Bond $800,000 35155 Municipal Facility-2014 Maintenance Of Equipment General Obligation Bond $800,000 35159 Municipal Facility-2014 Maintenance Supplies General Obligation Bond $750,000 35168 Municipal Facility-2014 Hvac General Obligation Bond $800,000 38586 Chicago Children'S Advocacy Center Addition TIF $3,000,000
Total Municipal Facilities - City Buildings $7,575,000
Municipal Facilities - Library 36183 Albany Park Library General Obligation Bond $200,000 36183 Albany Park Library TIF $5,000,000 38565 Chinatown Library TIF $5,000,000
Total Municipal Facilities - Library $10,200,000
Infrastructure Economic Development - Industrial Streets 1885 130Th St Torrence Ave Brainard Ave - Intersection & Grade Separation (Main Intersection Work) Federal Funding $22,800,000 1885 130Th St Torrence Ave Brainard Ave - Intersection & Grade Separation (Main Intersection Work) State $7,200,000
Total Industrial Streets $30,000,000
Neighborhood Infrastructure - Lighting 34826 Arterial Street Group Relamping - 2014 General Obligation Bond $250,000 38523 Racine 55Th To 63Rd Street - Arterial Street Lighting TIF $1,298,550
Total Lighting $1,548,550
Neighborhood Infrastructure - Other (ADA Ramps) 35979 Arterial Street ADA Ramps (# 63 Thru # 66) - Design Only State Funding $800,000 35979 Arterial Street ADA Ramps (# 63 Thru # 66) - Design Only Federal Funding $3,200,000 35982 Arterial Street ADA Ramps #59 (North Area) State Funding $900,000 35982 Arterial Street ADA Ramps #59 (North Area) Federal Funding $3,600,000
Total Neighborhood Infrastructure - Other $8,500,000
Neighborhood Infrastructure - Sidewalks 35012 Shared Sidewalk Program - 2014 Private Funding $2,000,000 35012 Shared Sidewalk Program - 2014 General Obligation Bond $2,000,000 35014 Reconstruct & Repair Vaulted Sidewalks - 2014 General Obligation Bond $2,000,000 35197 Hazardous Right Of Way Repair - 2014 General Obligation Bond $4,000,000
Total Neighborhood Infrastructure - Sidewalks $10,000,000
185
2 0 1 4 B u d g e t O v e r v i e w
Appendix B (continued)
Project ID 2014 Proposed Capital Improvement Program Funding Source 2014 Transportation - Bridge Improvements
4067 Bridge Annual Inspection Program State Funding $800,000 4067 Bridge Annual Inspection Program Federal Funding $3,200,000 4226 31St Street Viaduct Over Metra State Funding $2,960,000 4226 31St Street Viaduct Over Metra Federal Funding $9,600,000 4226 31St Street Viaduct Over Metra Federal Funding $2,240,000 4665 Oakwood Blvd Viaduct Over Metra / Icgrr - Rehab State Funding $560,000 4665 Oakwood Blvd Viaduct Over Metra / Icgrr - Rehab Federal Funding $2,240,000 4665 Oakwood Blvd Viaduct Over Metra / Icgrr - Rehab Federal Funding $7,360,000 32370 Ashland Avenue Viaduct Over Pershing Road State Funding $80,000 32667 Irving Park Rd Bridge Over N. Branch Chicago River State Funding $1,902,400 32667 Irving Park Rd Bridge Over N. Branch Chicago River Federal Funding $3,200,000 32667 Irving Park Rd Bridge Over N. Branch Chicago River Federal Funding $4,409,600 34933 Archer Av At Kenton Av - Create Grade Separation (Eng Only) State Funding $100,000 34933 Archer Av At Kenton Av - Create Grade Separation (Eng Only) Federal Funding $400,000 34934 Columbus Av At Maplewood Av - Create Grade Separation (Eng Only) State Funding $100,000 34934 Columbus Av At Maplewood Av - Create Grade Separation (Eng Only) Federal Funding $400,000 35031 Freight/Trolley System - 2014 General Obligation Bond $300,000 36568 Pin & Link Assembly Expansion Joint Retrofit (City-Wide) State Funding $1,400,000 36568 Pin & Link Assembly Expansion Joint Retrofit (City-Wide) Federal Funding $5,600,000 38389 Bridge/Viaduct Painting - Project #3 State Funding $300,000 38389 Bridge/Viaduct Painting - Project #3 Federal Funding $1,200,000 38422 Bridge/Viaduct Painting - Project #4 State Funding $300,000 38422 Bridge/Viaduct Painting - Project #4 Federal Funding $1,200,000 2372 79Th St. at Leavitt (2200 W.) TIF $1,212,400 2372 79Th St. at Leavitt (2200 W.) State Funding $1,818,600
Total - Transportation - Bridge Improvements $52,883,000
Transportation - Major Streets 38193 Green Bay Ave. (83Rd St. To 87Th St.) & 84Th St. (Green Bay Ave. To S. LSD) State Funding $5,222,550 37691 Addison Cicero To Milwaukee -Lighting/Sidewalk/Resurf. - Ward 30 - TIF And Menu (2010 2011) General Obligation Bond $495,856 37691 Addison Cicero To Milwaukee -Lighting/Sidewalk/Resurf. - Ward 30 - Tif And Menu (2010 2011) TIF $1,444,871 4568 Fullerton/Damen/Elston Intersection (Design Row & Construction) Federal Funding $12,720,000 4568 Fullerton/Damen/Elston Intersection (Design Row & Construction) State Funding $3,180,000 35211 Guardrail Installation/Maintenance - 2014 General Obligation Bond $400,000 3894 Grand Av Fullerton Av. To Desplaines St. (Engr Only) State Funding $200,000 3894 Grand Av Fullerton Av. To Desplaines St. (Engr Only) Federal Funding $800,000 3956 Division St -Cleveland To Kennedy Expressway State Funding $1,885,400 3956 Division St -Cleveland To Kennedy Expressway Federal Funding $7,541,600 4005 Lake St Damen Ave To Ashland Ave State Funding $2,280,000 4005 Lake St Damen Ave To Ashland Ave Federal Funding $9,120,000 33331 Milwaukee Ave Diversey Ave To Fullerton Ave Federal Funding $9,600,000 33331 Milwaukee Ave Diversey Ave To Fullerton Ave State Funding $2,400,000 33872 Grand Ave. Damen Ave. To Ogden Ave. Federal Funding $6,400,000 36106 Wells - Wentworth Improvement TIF $40,000,000 36685 Balmoral Extension Over Manheim Rd. Into Airport State Funding $15,000,000 38384 Arterial Street Resurfacing #63 - #66 (Construction) State Funding $2,114,000 38384 Arterial Street Resurfacing #63 - #66 (Construction) Federal Funding $8,455,000 38467 Milwaukee Ave. Logan Blvd. To Belmont Ave. State Funding $240,000 38467 Milwaukee Ave. Logan Blvd. To Belmont Ave. Federal Funding $960,000
Total - Transportation - Major Streets $130,459,277
Transportation - Traffic Signals 32708 Federal 2010 Traffic Signal Program - Engineering Only (Locations Tbd) State Funding $100,000 32708 Federal 2010 Traffic Signal Program - Engineering Only (Locations Tbd) Federal Funding $400,000 34647 35Th Ward-Kimball-Diversey-Milwaukee-Lta-TIF TIF $50,000 34708 79Th And Colfax Tsm-7Th Ward TIF State Funding $100,000 34708 79Th And Colfax Tsm-7Th Ward TIF TIF $225,000 34858 Traffic Signal Program- 2014 General Obligation Bond $800,000 35329 Commercial & South Chicago-Left Turn Arrow-10Th Ward TIF TIF $81,000 35388 Western & Montrose-Lta Ward 47-Western Ave North TIF TIF $105,000 35394 111Th & Campbell - Traffic Signals TIF $325,000 35395 118Th St. & Western Ave - Traffic Signals TIF $325,000 35396 Kolmar Ave. And Augusta Blvd. (4545 W. Augusta) - Traffic Signals TIF $400,000 38145 Ward 13 - 67Th/Cicero TIF - New Signal - Marquette Rd. & Kilpatrick Ave. TIF $350,000 38267 Arterial Detection Systems State Funding $35,250 38267 Arterial Detection Systems Federal Funding $141,000
Total Transportation - Traffic Signals $3,437,250
186
2 0 1 4 B u d g e t O v e r v i e w
Appendix B (continued)
Project ID 2014 Proposed Capital Improvement Program Funding Source 2014 Transportation - Transit/Bicycles/Pedestrian
38547 Chicago Riverwalk A (Construction) State To Lasalle TIFIA $23,000,000 38548 Chicago Riverwalk B (Construction) Lasalle To Lake TIFIA $25,000,000 3882 Clark / Division State Street Subway Station Rehabilitation Federal Funding $26,000,000 32172 Create Right Of Way Acquisition State Funding $643,200 32172 Create Right Of Way Acquisition Federal Funding $2,572,800 32551 43Rd St Bicycle & Pedestrian Bridge Federal Funding $884,000 32551 43Rd St Bicycle & Pedestrian Bridge Federal Funding $6,400,000 34320 Central Loop Bus Rapid Transit (Brt) And Union Station Transportation Center TIF $8,170,000 34320 Central Loop Bus Rapid Transit (Brt) And Union Station Transportation Center Federal Funding $18,810,000 34320 Central Loop Bus Rapid Transit (Brt) And Union Station Transportation Center Federal Funding $4,660,000 35768 Walk To Transit - Series I & Ii Federal Funding $900,000 35771 Streets For Cycling/Bike 2015 * $6,800,000 35771 Streets For Cycling/Bike 2015 Federal Funding $10,000,000 36021 Lakefront Trail # 1 - Ogden Slip To Jane Addams Park State Funding $10,000,000 36021 Lakefront Trail # 1 - Ogden Slip To Jane Addams Park Federal Funding $16,000,000 36038 Stony Island Cycle Track - 69Th St To 77Th St State Funding $693,150 36038 Stony Island Cycle Track - 69Th St To 77Th St Federal Funding $2,772,600 36580 Cermak Road El Cta Green Line Station (Phase I And Phase Ii) TIF $19,500,000 36683 Washington/Wabash Loop Elevated Station Federal Funding $37,500,000 38276 Arterial Vms Traveler Information - Citywide State Funding $285,000 38276 Arterial Vms Traveler Information - Citywide Federal Funding $1,141,000 38466 49Th Street (49Th Cwi/Cn 49Th Row) Hamilton St. To Wallace St. - Bike Trail Improvement State Funding $100,000 38466 49Th Street (49Th Cwi/Cn 49Th Row) Hamilton St. To Wallace St. - Bike Trail Improvement Federal Funding $400,000
Total - Transportation - Transit/Bicycles/Pedestrian $222,231,750
Shoreline 2150 Illinois Shoreline Protection - Fullerton Theater On The Lake Chicago Park District $10,000,000 2150 Illinois Shoreline Protection - Fullerton Theater On The Lake General Obligation Bond $10,000,000 2297 Illinois Shoreline Protection - 54Th - 58Th Street (Design) Chicago Park District $450,000
Total - Shoreline $20,450,000
CHA 2189 CHA-Stateway Gardens Redevelopment - Streets, Traffic Signal Street Lighting General Obligation Bond $2,000,000 36578 CHA - Lathrop (Design) General Obligation Bond $700,000
Total CHA $2,700,000
Demolition 35015 Hazardous Building Clearance - 2014 General Obligation Bond $10,000,000
Menu Aldermanic Menu 36050 Aldermanic Menu Program 2014 General Obligation Bond $66,000,000 36103 2014 ADA Ramp Program General Obligation Bond $12,000,000 36538 Aldermanic Menu 2014 - Engineering And Construction Management General Obligation Bond $6,000,000
Total Aldermanic Menu $84,000,000
Total $621,017,427
187
C i t y o f C h i c a g o Mayor Rahm Emanuel
w w w . c i t y o f c h i c a g o . o r g
